Process improvement is like diving. You need a reliable partner to count on.
Just as athletes rely on their teammates, we know that partnering with our customers brings the same level of support and dependability in the area of manufacturing productivity. Together, we can overcome challenges and achieve a shared goal, optimizing processes with regards to economic efficiency, safety, and environmental protection. Let’s improve together.
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Mallinckrodt is building on our 155-year history of providing medicines that address unmet patient needs. We have operated in Ireland - the home of our global corporate headquarters - for more than 25 years.
Since 2016, we have opened new offices, a manufacturing facility and a Global Device Engineering laboratory at the College Business and Technology Park, in Blanchardstown, Dublin15.
CONTENTS
4 MINISTER’S FOREWORD
The availability of talent is a key concern for Ireland’s Pharma and BioPharma industry going forward. Collaboration between industry, academia and the state is vital to ensure we navigate it successfully, writes Peter Burke TD, Minister for Enterprise, Trade & Employment.
4 SECTOR OVERVIEW
Sinéad Keogh, Director, BioPharmChem Ireland and Ibec Head of Sectors, explains BPCI’s key policy recommendations for Government, as outlined in their critical policy document, ‘Global Impact; The Importance of the Irish BioPharmaChem Industry’.
8 SKILLS IN BIOPHARMA REPORT
Siobhán Dean, Deputy Director, BioPharmaChem Ireland, examines the findings of the ‘Skills in BioPharma’ report from the Expert Group for Future Skills Needs, which found that sector is facing an annual gap of 3,000 people to fill the available positions in the coming years.
12 ADVANCED THERAPIES: NIBRT
Fiona Killard-Lynch, NIBRT’s Director of Research and Innovation, and Laura Breen, Research Impact and Communications Officer, ascertain how ready Ireland’s workforce is to implement the latest developments in advanced therapies.
20 BIOPHARMACHEM IMPACT 24
BPCI Director Sinéad Keogh reflects on the inaugural and inspirational BioPharmaChem Impact 24 Leaders Conference, held recently in Cork.
26 DIVERSITY & INCLUSION
Developing effective equality, diversity and inclusion strategies helps modern companies to attract and retain top talent, explains BPCI Deputy Director, Siobhán Dean.
30 LABORATORY APPRENTICESHIP PROGRAMME
The Laboratory Apprenticeship programme continues to grow from strength to strength,
32 MICRO-CREDENTIALS
Micro-credentials have been identified by both industry and academia as being ideal for upskilling workers quickly, while also forming a perfect entry gateway to continuous learning.
38 iBIO AT UL
Immersive Bioscience and Biotherapeutics (iBio) at University of Limerick is a new fouryear degree programme that transforms how we educate the next generation of bioscientists.
40 BIOPHARMACHEM SKILLNET
The BioPharmaChem Skillnet is committed to upskilling Ireland’s BioPharma workforce by providing innovative, cutting-edge training programmes that are specifically tailored to industry needs.
42 DATA & DIGITAL SKILLS
A recent study published by Skillnet Ireland and IDA Ireland highlighted the need to upskill non-IT employees with key digital and data skills.
50 HIGH PERFORMANCE TEAMS
Vicky O’Neill, HR Strategy Specialist, Ibec, explains how businesses can maximise the Employee Value Proposition to create high performance teams.
56 WASTE MANAGEMENT: SOLTEC
Soltec’s growth in capacity facilitates the pharmaceutical industry to manage waste locally and sustainably.
58 SUSTAINABLE SOURCING: NCC NCC have developed sustainability processes into all their actions with clients and suppliers, writes Paul Power, Biopharmaceutical Product Manager, NCC.
60 GUARANTEED IRISH
2024 sees Guaranteed Irish celebrating 50 years of supporting businesses in Ireland.
61 ENDRESS+HAUSER LIQUIPHANT
The Liquiphant FTL63 is ideally suited for applications with hygienic requirements.
62 SUPPLY CHAIN: KUEHNE+NAGEL
Seamus Keane, National Business Development Manager, Kuehne+Nagel, explains the vital role of digital solutions in resilient healthcare supply chains for the transport of highly sensitive medications.
65 DATA ACQUISITION & AUTOMATION
Bonner specialise in implementing systems that seamlessly integrate with your existing infrastructure to unlock efficiency.
66 WASTE MANAGEMENT: INDAVER
Indaver continue to create innovative and sustainable solutions for complex industrial waste to help the transition to a circular economy.
69 SSPC
The SSPC research centre in UL is celebrating 15 years of providing world-leading pharma research and talent development via unique academic-industry partnerships.
71 AUTOMATION
The implications of using digital technologies for safety and health at work.
The availability of talent is a key concern for Ireland’s Pharma and BioPharma industry going forward. Collaboration between industry, academia and the state is vital to ensure we navigate it successfully, writes Peter Burke TD, Minister for Enterprise, Trade & Employment.
Peter Burke TD, Minister for Enterprise, Trade & Employment.
I am happy to introduce this Summer Edition of the Irish PharmChem Yearbook. As we navigate an era marked by rapid technological advancements and everevolving industry demands, the value of skills and talent takes centre stage. The availability of a highly skilled workforce has been an essential factor in the growth of the sector in Ireland, and sustaining this supply of skill and talent is essential to future success and continued growth.
An Essential Sector in the Irish Economy
The BioPharma sector is an essential pillar of Ireland’s economy. It contributed 32% of Ireland’s industrial exports in 2022, a value of €42.3 billion. And the sector is predicted to continue to grow at rates of between 5 and 9% in the coming years. There are more than 85 multinational and indigenous companies active in the sector in Ireland, employing around 50,000 people. The Expert Group on Future Skills Needs has recently published a report on future skills for the sector, which predicts between 14,000 and 26,000 additional jobs for the sector over the next five years.
EGFSN Recommendations
The Expert Group on Future Skills Needs has developed a comprehensive set of recommendations designed to ensure the availability of high-quality skills and talent for the sector over the coming years.
These recommendations focus on a number of key areas, including strengthening STEM education in schools and increasing capacity for education & training at tertiary level. They also place a strong emphasis on increasing collaboration between industry and academia. Promoting new pathways into the sector will also be important, as will promoting careers in the BioPharma sector.
A skills framework will be developed for the sector and there will be a strong emphasis on growing digital skills and developing leadership and transversal skills.
An Implementation Group has been established, chaired by Patricia Quane, to drive the actions forward. The Group has already had its first meeting and will meet up to four times per year to ensure that the identified actions are delivered in a timely manner.
Collaboration Between Academia and Industry
The synergy between academia and industry is a cornerstone of innovation and progress. By fostering strong partnerships with universities and research institutions, we can ensure a steady pipeline of new talent and cutting-edge research to fuel our sector's growth. These collaborations can take many forms, from joint research projects and internships to co-developing curriculum that
meets industry needs. By working together, we can bridge the gap between theoretical knowledge and practical application, preparing graduates to meet the demands of a dynamic industry.
For example, SSPC, the SFI Research Centre, hosted by the University of Limerick, has trained over 250 PhD graduates, with a further 120 currently progressing. More than two thirds of these graduates transition to industry, following completion of their studies.
Education and training for the sector is provided by the Higher Education and Further Education and Training sectors, as well as by specialist providers such as NIBRT, the BioPharmaChem Skillnet, GetReskilled and Innopharma. Almost 2,000 new graduates are estimated to be available to the sector each year as a result.
A national strategic BioPharma stakeholder forum will be established as part of the implementation of the EGFSN recommendations, described above. This will create increased opportunities for discussion, collaboration and co-operation between industry and academia that will benefit the sector.
Attracting and Retaining Talent
One of the challenges facing industry is the attraction and retention of skilled professionals. With Ireland's reputation as a global hub for pharmaceutical and chemical companies, the competition for top talent is fierce. The number of employment permits applied for by the sector has increased substantially in recent years.
We must continue to prioritise creating an engaging, inclusive and supportive work environment that not only attracts but also retains the best minds in the field. Initiatives such as flexible working arrangements, continuous professional development and robust employee well-being programmes are critical in achieving this goal.
Other Key Initiatives
Beyond these primary areas, it is essential to consider other initiatives that contribute to the sector's vitality. Embracing diversity and inclusion and committing to sustainable practices are all integral to ensuring the long-term success and resilience of our industry.
By championing these values, we position ourselves as leaders in a competitive global market and ensure a positive impact on our communities and the environment.
Conclusion
As you read this edition of Irish PharmaChem Yearbook, be inspired by the stories of innovation, collaboration and commitment to excellence that define this sector. Together, we can navigate the challenges and seize the opportunities that lie ahead, ensuring a prosperous future for Ireland's pharmaceutical and chemical industries.
Peter Burke TD, Minister for Enterprise, Trade & Employment
Sinéad Keogh, Director, BioPharmChem Ireland and Ibec Head of Sectors, explains BPCI’s key policy recommendations for Government, as outlined in their critical policy document, ‘Global Impact; The Importance of the Irish BioPharmaChem Industry’, which was launched at the BioPharmaChem Impact 2024 Conference held in Cork.
At the BioPharmaChem Impact 2024 Conference held in Cork in May this year, then Minister for Finance, Michael McGrath TD, was among the keynote speakers addressing an assembly of industry leaders and experts.
The conference served as a platform for the BioPharmaChem sector to unveil its critical policy document, ‘Global Impact; The Importance of the Irish BioPharmaChem Industry’. This document delineates the key policy priorities for the government, aiming to future-proof the sector amidst ongoing global challenges.
The Global Context
The report underscores the significant impact of the Covid-19 pandemic, escalating geopolitical tensions and increasing international competition, which collectively stress the need for Ireland to enhance its competitiveness. The sector has articulated its policy priorities across four pivotal areas:
• Sustainability: Strengthening financial, regulatory, and advisory supports to achieve sustainability goals.
• Innovation: Encouraging and resourcing innovation while broadening the ecosystem through the establishment of an ‘Office of Life Sciences’ as well as investing in third level research.
• Skills Development: Addressing the skills demand by implementing the recommendations from the Expert Group on Future Skills Needs for BioPharma.
• Competitiveness: Ensuring fit-for-purpose regulation to maintain the sector’s global standing.
Economic Contributions
The BioPharmaChem sector is a powerhouse within the Irish economy, employing 80,000 people directly and indirectly, and contributing €116 billion in exports annually. The sector comprises over 120 multinational and indigenous companies, directly employing 48,000 highly skilled
individuals, a figure that has surged by 61% since 2016.
We recently welcomed the launch of the Government’s Expert Group on Future Skills Needs Report for BioPharma, which outlines the steps required to harness the sector’s next growth phase. The Expert Group forecasts a further 21,000 jobs by 2027, on top of the 3,000 current vacancies, not surprising given the scale of investment in this sector in recent years, circa €13.9 billion.
BioPharmaChem Ireland is delighted to be able to support the next phase of the report through our participation in the implementation group, which brings together key state bodies, academia and industry to ensure that the recommendations are effectively implemented.
Growth Underscored by Talent and Innovation
Ireland’s BioPharmaChem sector thrives due to its highly skilled workforce, robust research ecosystem, and favourable business environment. Leveraging the surplus in the National Training Fund to invest in digital, green, management and employability skills will be crucial for the sector’s resilience.
This surplus offers a chance to support lifelong learning initiatives like Skillnet, Springboard, Apprenticeships, and upskilling programmes, addressing the growing interest from employers.
Traditionally, the sector recruits PhD graduates, enabling Ireland to move up the value chain towards early-stage development and clinical manufacturing. To maintain this trajectory, investment in Higher Education Institutes (HEIs) is essential. This includes support for undergraduate education, innovative delivery models, and state-of-the-art research infrastructure. Addressing the €307 million funding gap in higher education will help sustain Ireland’s universities and keep them at the cutting edge of research.
The collaboration between academia and industry is vital for the sector’s future. Continuous investment in research and fostering these partnerships are necessary to sustain Ireland’s competitive edge globally. Strengthening HEIs and life science research centres will ensure a robust pipeline of skilled graduates at both degree and doctoral levels, cementing Ireland’s position as a leader in global pharmaceutical advancement.
SECTOR OVERVIEW
Infrastructure and Supports for Sustainability
A key challenge for our industry over the next decade is transitioning to a carbon-neutral society. This is vital for the industry and the patients we serve globally. The European climate law targets climate neutrality by 2050, with a 55% reduction in net greenhouse gas emissions by 2030. The CSRD, effective from 2023, requires larger companies to report ESG activities using EFRAG-defined metrics, enhancing transparency and accountability.
BPCI member companies annually report their environmental performance, akin to EPA requirements, in our Annual Responsible Care Report. The sector has improved energy efficiency, with a 0.4% decrease in energy consumption despite a 48.2% increase in production volume. Companies are adopting cleaner technologies and energy-efficient practices, driving innovation and operational efficiency, but there is much to do still.
The government must ensure that the EU energy market reform proposals currently being developed by the European Commission take sufficient account of the cross-border nature of the all-island Single Energy Market. Additionally, a comprehensive
Sinéad Keogh, Director, BioPharmaChem Ireland.
national energy strategy is needed, with clear objectives and timelines, to transition to a sustainable energy future, integrating renewable energy sources into the grid. We also need to enhance financial and advisory support for firms adopting sustainability best practices.
Strategic Coordination and Collaboration through an ‘Office of Life Sciences’ Ireland’s broader Life Sciences sector stands as a testament to successful strategic investments and collaborations, drawing substantial investments from global companies and fostering homegrown businesses that drive disruptive innovation. Currently, approximately 700 companies operate within the BioPharma, MedTech, and Digital Health sectors in Ireland. We’re seeing the blurring of lines between these industries through the drug-device combination products and digital therapeutics and personalised medicines.
In partnership with Irish Medtech, BioPharmaChem Ireland advocates for the development of a national health technology and Life Sciences strategy. This strategy,
2024 conference.
Pictured at the BioPharmaChem Impact 2024 Conference in Cork are (l-r): Sinéad Keogh, Director, BPCI; Michael McGrath TD, then Minister for Finance; and Brian Killen, Digital Transformation Lead at MSD Manufacturing and Chair of BioPharmaChem Ireland.
Michael McGrath TD, then Minister for Finance, addresses delegates at the BioPharmaChem Impact
spearheaded by the Department of Enterprise, Trade and Employment, should be adequately resourced for effective implementation. Establishing an ‘Office of LifeSciences’ is proposed to facilitate the adoption of industrial policies that prioritise resources and promote clustering, enabling strategic cross-sectoral cooperation.
An Office would also centralise discussions on emerging regulations, such as PFAS restrictions under REACH, the Urban Waste Water Treatment Directive, the EU Pharma Package, the European Health Data Space, and the AI Act in the context of Life Sciences. It’s essential to take a holistic view of these impacts, which sit across various ministries. Engaging government and industry stakeholders will help maintain our manufacturing reputation, adapt to international trends, and ensure effective policies, leveraging Ireland’s unique position in the healthtech and Life Sciences ecosystem.
Key Policy Recommendations
The policy document outlines specific recommendations across four main areas: Talent, Innovation, Sustainability, and Competitiveness.
Talent:
• Unlock the National Training Fund for initiatives like Skillnet, Springboard, and Apprenticeships.
• Implement the Expert Group on Future Skills Needs’ recommendations.
Ensure sustainable funding for Consortia-led Apprenticeships.
• Invest in higher education to foster innovative education models.
• Explore tax incentives to attract skilled individuals, including recent emigrants, back to Ireland.
The sector at a glance
90+ pharmaceutical companies operate in Ireland
€116+ billion in annual exports
#3 exporter of complex pharmaceutical goods and medicines in Europe
50
FDA-approved pharma and biopharma plants
#3 exporter of antisera and immunological products in Europe
80,000 people directly and indirectly employed in the sector
#2 exporter of vaccines in Europe
Global
global challenges.
Innovation:
• Invest in research capacity, providing stipends and clear career paths.
• Implement accelerated capital allowances for advanced manufacturing.
• Strengthen EU intellectual property rights for medicines innovation.
• Diversify the sectoral ecosystem beyond manufacturing.
• Support the growth of indigenous SMEs.
Sustainability:
• Enhance financial and advisory support for firms adopting sustainability best practices. Streamline regulatory processes to deliver high-quality infrastructure.
• Advocate for EU energy reforms that support firms amidst rising energy costs.
• Balance PFAS restrictions to ensure access to essential medicines.
• Promote a substance-based approach to water protection for targeted risk management.
Competitiveness:
• Resource innovation and broaden the ecosystem with an ‘Office of Life Sciences’.
• Support housing supply to attract talent.
• Require Regulatory Impact Assessments for new EU laws.
• Foster industry partnerships in EU research programmes.
• Advocate for open, rules-based trade at the WTO and WHO.
The ‘Global Impact; The Importance of the Irish BioPharmaChem Industry’ policy document is an ambitious blueprint aimed at securing Ireland’s future in the global BioPharmaChem landscape. By addressing these strategic priorities, the sector seeks to maintain its leadership position and continue its vital contributions to both the Irish and global economies.
Impact; The Importance of the Irish BioPharmaChem Industry’, the critical policy document from BioPharmaChem Ireland, delineates the key policy priorities for the government, aiming to future-proof the sector amidst ongoing
Report Identifies Shortfall of 3,000 Per Year for BioPharma
The ‘Skills in BioPharma’ report from the Expert Group for Future Skills Needs found that the Irish BioPharma sector is facing an annual gap of 3,000 people to fill the available positions in the coming years. Siobhán Dean, Deputy Director, BioPharmaChem Ireland, examines the findings of the report and how we can address this skills gap as an industry.
In April, the Expert Group for Future Skills Needs published the ‘Skills in BioPharma’ report, shedding light on the evolving landscape of the BioPharmaceutical sector in Ireland. This comprehensive report examined the manufacturing and services subsectors within an international context, analysing the current and emerging technical, transversal and transformational skills required up to 2027. By assessing the growth trajectory of the BioPharma sector and its subsectors, the report highlighted key global and domestic drivers of change and projected the sector's workforce growth, forecasting more than 21,000 new jobs by 2027.
Talent Shortage and Recruitment Challenges
The BioPharma sector in Ireland has experienced substantial growth, with employment increasing by 61% since 2016, translating to nearly 19,000 additional jobs. This growth, driven primarily by the biologics manufacturing subsector, is expected to continue robustly, with more than 21,000 additional jobs forecasted by 2027. However, the
Attracting and retaining top talent remains a significant hurdle for the BioPharma industry.
SKILLS IN BIOPHARMA REPORT
report identifies a critical challenge: a significant shortfall in graduate inflow. With an annual recruitment forecast of over 5,600 positions, the sector faces a gap of 3,000 people annually, underscoring the urgent need for the education and training system to align with industry needs and for ongoing upskilling within the sector.
Attracting and retaining top talent remains a significant hurdle for the BioPharma industry. The competition for skilled professionals is intense, not only within the BioPharma sector but also from other industries offering high salaries and exciting opportunities.
Additionally, the rapid pace of digital and technological advancements necessitates new skills from a limited pool of professionals specialising in areas such as data science, machine learning and sustainable technology.
Strategies for Addressing the Skills Gap
To address the projected talent shortfall, a multifaceted approach involving collaboration between industry and the education sector is essential. The report outlines several key strategies:
Strengthening STEM Education and Facilities:
Enhancing STEM education at the school level is crucial to building a strong foundation for future talent. Investment in state-of-the-art facilities will support this initiative.
Expanding Tertiary Education and Training Capacity:
Increasing the capacity of higher education institutions to offer relevant programmes will help meet the sector's growing demand for skilled professionals.
Increasing Industry-Academia Collaboration:
Strengthening partnerships between industry and academia will ensure that educational programmes are aligned with industry needs, facilitating a seamless transition from education to employment.
Promoting BioPharma as a Career Choice:
Effective promotion of BioPharma careers will attract more talent to the sector. Highlighting the diverse opportunities and impactful work in BioPharma can inspire future professionals.
Developing New Pathways:
Creating alternative pathways such as apprenticeships and internships will provide practical experience and enhance the readiness of graduates for the BioPharma workforce.
Pictured at the launch of the ‘Skills in BioPharma’ report from the Expert Group for Future Skills Needs are (l-r): Patricia Quane, formerly of Astellas Pharma, who also Chaired the Steering Group; Peter Burke TD, Minister for Enterprise, Trade & Employment; and Tony Donohoe, Chair of the Expert Group on Future Skills Needs.
The ‘Skills in BioPharma’ report anticipates more than 21,000 new jobs by 2027.
SKILLS IN BIOPHARMA REPORT
Enhancing Leadership and Transversal Skills:
Developing strong leadership and transversal skills will be critical for navigating the sector's evolving landscape and driving innovation.
Growing Digital Skills:
With the increasing digitalisation of processes, proficiency in digital skills is paramount. Training programmes focused on digital transformation will equip professionals with the necessary expertise.
“The ‘Skills in BioPharma’ report provides a critical roadmap for addressing the talent shortage and embracing digital transformation in Ireland’s BioPharma sector. By strengthening education and training, fostering industryacademia collaboration and promoting diverse career pathways, the sector can meet its ambitious growth targets and maintain its competitive edge on the global stage.”
April 2024
Skills for Biopharma
Researching and Forecasting the Current and Future Skills Needs of the Biopharma Sector in Ireland to 2027
The ‘Skills for BioPharma’ report is available online at: www.skillsireland.ie/all-publications/2024/skills-for-biopharma.html
The BioPharma sector in Ireland has experienced substantial growth, with employment increasing by 61% since 2016, translating to nearly 19,000 additional jobs.
Fostering Diversity and Collaboration:
Promoting diversity and fostering a collaborative culture within organisations will enhance creativity and innovation, driving the sector forward.
Accelerating Skills for Advanced Therapy
Medicinal Products (ATMPs):
Specialised training for ATMPs will support the development and commercialisation of cutting-edge therapies.
Developing a Skills Framework and Ongoing Skills Mapping:
Implementing a comprehensive skills framework and regularly updating skills mapping will ensure that the sector remains responsive to emerging needs and trends.
The Role of the Implementation Group
BioPharmaChem Ireland is delighted to be able to support the next phase of the report through our participation in the implementation group, which brings together key state bodies, academia and industry to ensure that
Prepared by the EGFSN Secretariat
SKILLS IN BIOPHARMA
Enhancing STEM education at the school level is crucial to building a strong foundation for future talent.
the recommendations are effectively implemented.
The implementation group is chaired by Patricia Quane, formerly of Astellas Pharma, and had its first meeting on April 25, with plans to convene three to four times annually over the next two years. Its mandate is to coordinate efforts and ensure the successful execution of the report's action areas.
BCPI are leading out on 10 of the recommendations and we are delighted to have Paul Keogh, Site Lead of Takeda and BPCI board member, as the sponsor for skills, who will also sit on the implementation group.
Conclusion
The ‘Skills in BioPharma’ report provides a critical roadmap for addressing the talent shortage and embracing digital transformation in Ireland’s BioPharma sector. By strengthening education and training, fostering industry-academia collaboration and promoting diverse career pathways, the sector can meet its ambitious growth targets and maintain its competitive edge on the global stage. The coordinated efforts of the implementation group and the ongoing commitment of BPCI members and academic stakeholders will be pivotal in realising these goals and securing a prosperous future for Ireland's BioPharma industry.
By strengthening education and training, fostering industry-academia collaboration and promoting diverse career pathways, the BioPharma sector can meet its ambitious growth targets and address the projected talent deficit.
Is Ireland’s Workforce Ready for the Future of Advanced Therapies?
Fiona Killard-Lynch, Director of Research and Innovation, and Laura Breen, Research Impact and Communications Officer, delve into the world of advanced therapies to ascertain how ready Ireland’s workforce is to implement the latest developments at the forefront of medical science.
NIBRT fostering collaboration between academia and industry to create the workforce of the future.
ADVANCED THERAPIES:
Advanced therapies, including cell and gene therapies, tissue-engineered products, and regenerative medicines, represent the frontier of medical science. These are innovative medical treatments based on genes, cells or tissue engineering. They include gene therapy, which involves the introduction, removal or change in the content of a person’s genetic code to treat disease; cell therapy, which entails the transplantation of human cells to replace or repair damaged tissues and cells; and tissueengineered products, which are designed to regenerate, repair, or replace human tissues or organs (1)
These therapies have garnered significant interest over the last decade as they offer the potential to treat, and possibly cure, a range of conditions, such as cancer, genetic disorders and degenerative diseases. This is reflected in the rapid growth of the global market for advanced therapies, driven by technological advancements and increasing investments in biotechnology, most notably in the US, Europe and across Asia (2,3)
The successful development and implementation of advanced therapies, however, requires a highly skilled workforce equipped with specialised knowledge and skills. Ireland has the track record and potential to become a significant player in the advanced therapies space. To understand if Ireland’s workforce is ready to meet the demands of advanced therapies in the future, however, it is crucial to evaluate the country’s current capabilities, educational and training frameworks, and identify any potential gaps that need to be addressed to ensure that Ireland becomes a serious player in this field (4)
Fiona Killard-Lynch, Director of Research and Innovation.
Ireland’s Biotechnology and Life Sciences Sector
Ireland’s success story in the pharmaceutical industry is widely recognised. The country is a global hub for the pharmaceutical industry and is home to more than 90 pharmaceutical companies, with over 45,000 people employed in the sector (5, 6). The importance of this industry to the Irish economy is also well documented, with Ireland being the world’s third-largest exporter of pharmaceuticals, boasting exports exceeding €116 billion annually (7). Biopharmaceutical manufacturing constitutes a substantial portion of this industry, which continues to expand, with employment in the sector experiencing a more than 60% growth between 2016 and 2022 (8)
Ireland continues to be a stable, secure and pro-enterprise environment, ranking favourably compared to many competitor jurisdictions as a place to do business. Its status as an Englishspeaking country within the EU is particularly attractive to FDI clients, with Ireland boasting the fastest growing economy in the Eurozone. Ireland also has sustainably managed public finances and an ‘A’ grade from
Laura Breen, Research Impact and Communications Officer.
ADVANCED THERAPIES: NIBRT
all major credit rating agencies. In addition, Ireland offers attractive, EU state aid-compliant grant incentives for BioPharma companies to build facilities, train staff and upgrade their operations (9)
Certainly, a key factor in Ireland’s success in BioPharmaceutical manufacturing is its highly skilled workforce. Ireland boasts a highly educated population that supports employment in knowledgeintensive and high-technology sectors. Skilled graduates fuel Ireland’s talent pipeline in science and technology, while educators collaborate with industry to ensure future skills needs are met. Remarkably, 62.3% of Irish people aged 23-34 have completed third-level education, and Ireland has the highest level of STEM graduates per capita in the EU among 20-29-year-olds (10)
The development and manufacturing of advanced therapies, however, requires a unique set of skills and knowledge that go beyond traditional BioPharmaceutical manufacturing (11). Key skills essential for the BioPharmaceutical sector include a strong understanding of
gene editing techniques like CRISPR-Cas9 (12), proficiency in culturing and manipulating human cells (13), comprehensive knowledge of the regulatory landscape for advanced therapies (14), and the ability to use bioinformatics and big data analytics to interpret complex biological data (15)
Ireland’s Strategic Response to BioPharmaceutical Skills Demands
Ireland has proactively responded to these evolving demands. In April 2024, the Expert Group on Future Skills Needs and National Skills Council conducted a study shedding light on the skill requisites within the BioPharmaceutical sector up to 2027. Among the 10 recommendations put forth was the need to expedite the development of skills for Advanced Therapy Medicinal Products (ATMPs) (16)
In response to this call, the Higher Education Authority initiated the Human Capital Initiative (HCI), aimed at fortifying educational provisions in sectors where Ireland’s skill demands face deficits (hea.ie/
Pictured at the opening of NIBRT’s new Advanced Therapies Facility, May 2024, are Kate Cotter, Director of Training Delivery, NIBRT; Rachel Shelly, Divisional Manager, Life Sciences & Food, and Talent, Transformation & Innovation, IDA Ireland; Tánaiste Micheál Martin TD; Julie O'Neill, NIBRT Chairperson; and Darrin Morrissey, CEO, NIBRT.
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ADVANCED THERAPIES: NIBRT
skills-engagement/what-is-human-capitalinitiative-hci/). Many universities and institutes of technology that already offer programmes in biotechnology, BioPharmaceutical science and related fields have expanded their offerings to include specialised programmes. For instance, University College Dublin (UCD) offers programmes in Manufacturing of Cell & Gene Therapies & Vaccines, while University College Cork (UCC) provides courses in Advanced Cell and Gene Therapy. Similarly, Atlantic Technological University (ATU) offers both postgraduate and undergraduate courses in ATMP Manufacturing (17)
The importance of highly qualified graduates in this field was further underscored in Impact 2030, the national strategy for research and innovation launched by the Department for Higher Education, Research, Innovation and Science (DFHERIS) in 2022 (18). In support of this commitment to PhD-level education, the government has increased the stipend paid to PhD students to €25,000 per annum.
In the realm of BioPharmaceuticals, there is also a growing recognition among funding agencies, such as Science Foundation Ireland (SFI), of the critical need to invest in future skills. SFI’s initiatives include directing funding towards PhD students in cuttingedge disciplines like machine learning, data science, genomics and artificial intelligence. This forward-looking approach is facilitated through programmes like the SFI Centres for Research Training, reflecting a commitment to nurturing the expertise necessary for advancing the BioPharmaceutical sector (www.sfi.ie/funding/centres-researchtraining/).
SFI also plays a pivotal role in supporting Centres for Doctoral Training (CDTs), which cultivate partnerships between research institutions and industry to provide collaborative PhD training. One notable example is the UK-Ireland EPSRC-SFI CDT in Transformative Pharmaceutical Technologies, which recruits 15 PhD students annually to drive innovation through interdisciplinary training (www.transpharmtech-dtc.ac.uk).
NIBRT and REMEDI Leading R&D and Training for Advanced Therapies
Indeed, such collaboration between industry and academia is crucial to ensure that educational programmes meet the evolving needs of the industry. The National Institute for Bioprocessing Research and Training (NIBRT) stands out as a prime example of successful collaboration in this regard. With its training programmes designed to replicate a GMP environment, NIBRT provides invaluable hands-on experience for both students and professionals, ensuring that education aligns
closely with industry requirements. Beyond training, NIBRT is dedicated to conducting cutting-edge research in collaboration with industry and academic partners, focusing on advancing BioPharmaceutical manufacturing and nurturing highly trained scientists.
Alongside NIBRT, the Regenerative Medicine Institute at the University of Galway, known as REMEDI, plays a significant role in research and training for Advanced Therapies (www.universityofgalway.ie/remedi/).
REMEDI’s focus on stem cell research and gene therapy, facilitated by collaboration among scientists, clinicians and engineers, underscores its importance in the field (19)
The Future of ATMP Training and Innovation in Ireland
CONCEPT – A Core Facility for Early-Stage
Biotherapy Development at NIBRT
In a significant stride towards enhancing Ireland’s preparedness for the latest advancements in ATMP manufacturing, NIBRT has recently opened its new €21 million advanced therapies facility, backed by IDA Ireland.
This state-of-the-art facility offers advanced therapies training and upskilling opportunities to both new entrants and existing professionals in the BioPharmaceutical sector in Ireland. It also provides dedicated research laboratory space for focused research on ATMPs, further consolidating Ireland’s position as a leader in BioPharmaceutical innovation.
An integral part of NIBRT’s expansion, the CONCEPT facility, supported by IDA Ireland and SFI, serves as a Core Facility for Early-Stage Biotherapy Development (concept-nibrt.ie/). It stands as a cornerstone of NIBRT’s advanced
therapies extension, playing a pivotal role in early-stage biotherapy development.
This facility fosters innovation by providing academic researchers with access to state-of-the-art equipment at affordable rates. With meticulous attention to detail, the CONCEPT labs ensure the segregation of processes and workflows, ensuring the high-quality generation of biologics and advanced therapy products for research purposes. The facility’s focus on innovation and research will also expose students to the latest advancements in ATMPs, preparing them to contribute effectively to the future BioPharmaceutical industry.
Advancing ATMP Training
In addition to this, Professor Sakis Mantalaris’s recent recognition with a SFI Research Professorship marks a significant advancement in Ireland’s efforts to bolster training in ATMPs. His project, ‘MetabolismDriven Precision Biomanufacturing of Cellular Therapeutics’, conducted in collaboration with NIBRT and Trinity College Dublin, focuses on understanding and controlling cellular heterogeneity and function during biomanufacturing processes (www.sfi.ie/ research-news/news/research-professorshipaw-1/). By targeting metabolism, the research aims to enhance the quality of cellular therapeutics, thereby improving their efficacy. This initiative will not only contribute to scientific knowledge but also cultivate a unique talent pool, comprising six PhD students and four postdoctoral fellows with diverse research backgrounds. These researchers will collaborate across disciplines, developing technology platforms in bioinformatics, cellular heterogeneity,
ADVANCED THERAPIES: NIBRT
bioprocessing and metabolic biomarkers. Ultimately, these advancements will benefit the biomanufacturing of clinically relevant cell types like induced pluripotent stem cells (iPSCs), hematopoietic stem cells (HSEs), mesenchymal stem cells (MSCs), chimeric antigen receptor T cells (CAR-Ts), and natural killer cells (NKs), positioning Ireland at the forefront of ATMP training and innovation.
Building on this achievement, Professor Mantalaris is spearheading the development of an all-Ireland proposal for submission to the SFI Centre Call. This ambitious application, named IMPACT - Irish Medicines Personalised Advanced Cellular Therapeutics, aims to revolutionise the field by addressing various facets of Advanced Cellular Therapeutics (ACITs) in Ireland.
Drawing on expertise from diverse sectors, including HEIs, hospitals and research organisations across the nation, this proposal seeks to innovate across numerous domains. These include implementing personalised Quality by Design (QbD) strategies, establishing an All-Ireland Integrated Innovation Hub, fostering interdisciplinary collaboration to accelerate research and translation processes, training a highly skilled workforce proficient in cellular therapeutics, and developing essential clinical trials pathways tailored to cellular therapeutics.
References
1. European Medicines Agency (2023). Advanced Therapy Medicinal Products. www.ema.europa.eu/en/humanregulatory-overview/advanced-therapy-medicinalproducts-overview
2. Deloitte (2024). Global Life Sciences Sector Outlook 2024. www.deloitte.com/content/dam/assets-shared/docs/ industries/life-sciences-health-care/2024/gx-2024-globallife-sciences-sector-outlook.pdf
4. Vives, J., Sánchez-Guijo, F., Gnecchi, M., & Zwaginga, J.J. (2023). Cell and gene therapy workforce development: the role of the International Society for Cell & Gene Therapy (ISCT) in the creation of a sustainable and skilled workforce in Europe. Cytotherapy, 25(10), pp. 1033-1036. doi: 10.1016/j.jcyt.2023.06.006
5. Biopharma. Why Ireland for pharma investment (2024), IDA Ireland. www.idaireland.com/explore-your-sector/businesssectors/biopharma
6. Irish Pharmaceutical Healthcare Association (2023), Biopharmaceutical Industry in Ireland. www.ipha.ie/wpcontent/uploads/2021/01/Globally-Networked-Innovation_ Perspectives-on-Irelands-Future-in-Medicines.pdf
7. IDA Ireland (2023). Ireland: A Global Centre for Life Sciences. www.idaireland.com/latest-news/insights/ireland-a-globalcenter-for-life-sciences
8. Skills for Biopharma (2024), Expert Group on Future Skills Needs. www.skillsireland.ie/all-publications/2024/skills-forbiopharma.pdf
9. Department of Finance (2023), The fastest growing economy in the EU. www.gov.ie/en/publication/86872-irish-economy/
10. IDA Ireland (2023), Talent and Education. www.idaireland. com/why-companies-choose-ireland/talent-education
Moreover, IMPACT aspires to enhance patient access and affordability, while catalysing the emergence of a new industry in Ireland dedicated to cellular therapeutics.
Conclusion
Ireland’s workforce is well-positioned to meet the challenges and opportunities presented by the future of Advanced Therapies Medicinal Products (ATMPs). To fully leverage this potential, Ireland is implementing strategic initiatives, fostering collaborations between industry and academia, and making investments in cutting-edge facilities and research projects to address skills gaps and advance ATMP capabilities.
Supportive government policies play a crucial role in facilitating these efforts. The establishment of facilities like the CONCEPT facility at NIBRT, supported by IDA Ireland and SFI, and the research led by world-renowned academics such as Professor Sakis Mantalaris are clear demonstrations of Ireland’s commitment to advancing ATMP capabilities. Proposals such as the IMPACT-SFI Centre initiative further underscore Ireland’s dedication to revolutionising the field of ATMPs. It is essential, however, that this investment in talent development and education continues if Ireland is to sustain its position in the rapidly evolving field of ATMPs.
11. BioPharmaChem Skillnet (2023), Training Programs. https:// bpcskillnet.ie/
12. Liu, W., Li, L., Jiang, J., Wu, M., & Lin, P. (2021), Applications and challenges of CRISPR-Cas gene-editing to disease treatment in clinics. Precision Clinical Medicine, 4(3), 179191. doi: 10.1093/pcmedi/pbab014. PMID: 34541453; PMCID: PMC8444435.
13. Goula, A., Gkioka, V., Michalopoulos, E., Katsimpoulas, M., Noutsias, M., Sarri, E. F., Stavropoulos, C., & Kostakis, A. (2020), Advanced Therapy Medicinal Products Challenges and Perspectives in Regenerative Medicine. Journal of Clinical Medicine Research, 12(12), 780-786. doi: 10.14740/jocmr3964. Epub 2020 Dec 18. PMID: 33447311; PMCID: PMC7781285
14. Warreth, S., & Harris, E. (2020), The Regulatory Landscape for ATMPs in the EU and US: a Comparison. Level 3, 15(2), Article 5. doi: https://doi.org/10.21427/PK3V-G445
15. Whitford, W. G., & Manzano, T. (2021, November/December), AI’s Promise for ATMPs, Pharmaceutical Engineering. https://ispe.org/pharmaceutical-engineering/novemberdecember-2021/ais-promise-atmps
16. EGFSN Secretariat (April 2024), Skills for Biopharma: Researching and Forecasting the Current and Future Skills Needs of the Biopharma Sector in Ireland to 2027. www.skillsireland. ie/all-publications/2024/skills-for-biopharma.pdf
17. https://www.atmp.ie/training-in-ireland/
18. Impact 2030: Ireland’s Research and Innovation Strategy (2022), Department for Higher Education, Research, Innovation and Science (DFHERIS). www.gov.ie/en/ publication/27c78-impact-2030-irelands-new-research-andinnovation-strategy/
19. Why Ireland for Cell and Gene Therapy Development and Manufacturing (2020), IDA Ireland. www.idaireland.com/ latest-news/infographics/why-ireland-for-cell-and-genetherapy-development-and-manufacturing
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Assessing the Impact of Inaugural BioPharmaChem Conference
In May this year, BioPharmaChem Ireland (BPCI) was thrilled to host the inaugural BioPharmaChem Impact Conference, AGM and Dinner at the stunning Fota Island Resort in Cork. Welcoming over 200 industry leaders, the event was a resounding success, radiating excitement and camaraderie as attendees engaged in a day filled with expert-led presentations and dynamic discussions, masterfully moderated by Alison Comyn, an esteemed journalist, broadcaster and news anchor.
The conference was a celebration of the vibrant BioPharmaChem community, providing a platform to delve into the ever-evolving landscape of the sector. It was an opportunity to explore global and national trends, share insights on technological advancements, and equip leaders with the knowledge to navigate future challenges and seize new opportunities.
Brian Killen, BPCI Chair and Digital Transformation Lead at MSD Manufacturing, opened the conference, setting a tone of innovation
and forward-thinking. We were also honoured to have Paul Duffy, Ibec President and Senior Vice President of Small Molecule Operations at Pfizer Ireland, who underscored the sector’s critical importance to the Irish economy and patient care, emphasising the need to continually advance up the value chain. It was also a wonderful opportunity for me personally to share some opening remarks and talk about the some of the work being undertaking by BPCI and our ambition for the future.
The day’s first session, ‘Navigating the Shifting Landscape: Responding to Global Trends in the BioPharmaChem Sector’, featured experts discussing the significant global trends impacting the industry. They explored technological advancements and regulatory shifts, highlighting the sector’s adaptive and evolving business model. This was followed by a lively discussion on AI and digitalisation, focusing on the transformative potential of digital twins and the role of AI in Global
Business Services (GBS). The key takeaway: begin your AI journey now, especially in areas ripe for innovation.
Danny McCoy, CEO of Ibec, and Mark Barrett, Group CEO of VLE Therapeutics, provided a compelling analysis of how macro geopolitical trends affect the sector’s competitiveness. They stressed the necessity for the Irish ecosystem to evolve to maintain its global competitive edge.
The ‘Cultivating Excellence: Talent Strategies for Success’ panel delved into emerging skill requirements, diversity initiatives and best practices for attracting and retaining talent. Patricia Quane, Chair of the Expert Group on Future Skills Needs (EGFSN) for BioPharma, presented an insightful forecast on the sector’s skill needs until 2027, advocating for stronger industry collaboration with educational institutions.
In the quest for sustainability, expert presentations addressed the strategies and challenges of achieving carbon neutrality, advocating for a comprehensive national energy strategy.
The closing keynote by Michael McGrath TD, then Minister for Finance, was a fitting culmination of the day’s themes. He lauded the sector’s remarkable daily impact in saving and transforming lives and reiterated the Government’s commitment to future-proofing this vital industry. We also took the opportunity to present Minister McGrath with BPCI’s Priorities for Government, centred on four pillars, covering talent, innovation, sustainability and competitiveness.
The event concluded with BPCI’s open AGM, chaired by Brian Killen. Guests were given a glimpse into the visionary leadership of the BPCI Board and the strategic work programmes propelling sustainable development within the sector.
Pictured at the panel on ‘Navigating the Shifting Landscape: Responding to Global Trends in the BioPharmaChem Sector’ are Aine Brassil, Partner, PwC Ireland; Dana Daneshvari, VP of Manufacturing and General Manager, Janssen Sciences Ireland; Joyce Fitzharris, President, SK biotek Ireland, Small Molecule Europe Division, BPCI Vice Chair; Rory Mullen, Head of BioPharma, IDA Ireland; and chair Alison Comyn.
Michael McGrath TD, then Finance Minister, provided the keynote speech.
of recognising Eamon Judge, formerly of Eli Lilly for his outstanding contribution to the sector.
delegates rating the conference as excellent and 26% as very good. Attendees praised the calibre of speakers, the richness of content,
networking opportunities.
Some of the comments from industry leaders are highlighted below:
“The speakers were all excellent, and their content was inspiring and thought-provoking. The panel sessions were well-structured, offering a wealth of practical insights on the innovations underway and initiatives undertaken across the sector. BPCI events are distinguished by the openness and transparency among members.”
“Incredible event, premium experience. Loved the format. The venue, food, and entertainment were also excellent!”
“Really well-run event, best such event I’ve been at in years. Thank you!”
Brian Killen, Chair of BioPharmaChem Ireland and Transformation Lead, MSD Manufacturing Division, addresses delegates at the AGM.
Eamon Judge, formerly of Eli Lilly, was awarded for his outstanding contribution to the sector by the BPCI Board. Pictured are Sharon Higgins, Executive Director, Membership and Sectors, Ibec; Brian Killen, BPCI Chair, Transformation Lead, MSD Manufacturing Division; Eamon Judge, and Sinead Keogh, Director, BioPharmaChem Ireland.
The evening saw delegates enjoy a fabulous dinner at Fota Island Resort.
BIOPHARMACHEM IMPACT 24
A Heartfelt Thank You to Our Partners:
We extend our deepest gratitude to all participants, speakers and our sponsors for their invaluable contributions to this conference. Special thanks to our gold sponsors: Camida and KPMG, and our silver sponsors: BioPharmaChem Skillnet, Complete Laboratory Solutions (CLS), IDA Ireland, Innopharma Technical Services, Kuehne+Nagel, Laboratory Apprenticeships, Micro-Bio, Pharmaceutical Manufacturing Technology Centre (PMTC), and PwC Ireland.
The panel on ‘Harnessing Digitalisation in the BioPharmaChem Sector’ included: Amy Brennan, Site Head, Sanofi Waterford; Conor Delaney, Vice President, Shanbally Operations, BioMarin; Aoife Allen, Vice President, Pfizer Finance and Global Business Services; Brian Hanly, Co-Founder & CEO, Bright Beam, and chair Alison Comyn.
Ibec CEO Danny McCoy and Mark Barrett, Group CEO & Co-Founder, APC & VLE Therapeutics, discuss ‘Exploring Competitive Dynamics: Macro-Economic Trends and Policies Shaping the Sector’.
The expert panel on ‘Cultivating Excellence: Talent Strategies for Success’ featured Patrica Quane, Chair, Expert Group on Future Skills Needs, BioPharma; Charlie Dolan, HR Lead, VLE Therapeutics; Marie Martin, Global Technical Lead, Vaccines & Large Molecules, MSD; Seamus Keane, Business Development Manager, Kuehne + Nagel; and Siobhan Dean, Deputy Director, BioPharmaChem Ireland.
As we reflect on the incredible impact the BioPharmaChem sector makes every second of every day, we recognise the vital importance of coming together annually to chart the next phase of our development. The work we do transforms lives, fuels the economy and drives innovation. As Sean Costello, InnoGlobal and BPCI Board Member, remarked during our AGM, “It is in our unity and collaboration that we find our greatest strength.”
Mark your calendars for Impact 2025 on May 8, 2025, where together, we will continue this extraordinary journey, shaping the future of healthcare and ensuring that our industry remains at the forefront of global progress. We look forward to continuing this journey with all of you in 2025.
The panel on ‘Charting the Path to Carbon Neutrality: Strategies and Challenges in Industry’: Sarah Moran, Director, KPMG; Anthony McGarry, Global Energy Manger, Coca Cola; Darragh McDonagh, Senior Director, Engineering, Eli Lilly; and Paul Condon, Corporate Affairs Leader, Camida.
More than 200 industry leaders attended the BioPharmaChem Impact Conference.
Paul Duffy, Ibec President and Senior Vice President of Small Molecule Operations at Pfizer Ireland, addresses delegates.
Fostering a Culture of Inclusion
Siobhán Dean, Deputy Director, BioPharmaChem Ireland, explains how developing effective equality, diversity and inclusion strategies helps modern companies to attract and retain top talent.
In today's competitive business landscape, companies are increasingly recognising that effective equality, diversity and inclusion (EDI) strategies are critical for attracting and retaining top talent. By fostering a culture of inclusion and belonging, the BioPharma sector not only enhances employee satisfaction and performance but also drives innovation and growth. Here, we explore how leading BioPharma companies are developing and implementing comprehensive EDI strategies throughout the career life cycle.
Prioritising EDI from Recruitment to Onboarding
To ensure EDI is embedded from the outset, companies are adopting diverse interview panels and selection processes. This approach helps mitigate unconscious bias and ensures a fair evaluation of all candidates. Additionally, hiring managers receive unconscious bias training to further support equitable hiring practices.
Once employees are onboarded, the emphasis on EDI continues. Organisations foster an open and collaborative culture where inclusion
is a priority, encouraging employees to bring their whole selves to work. This inclusive environment is crucial for retaining diverse talent and ensuring they feel valued and supported.
STEM Internship Programmes and Educational Collaborations
Collaborations with educational institutions play a significant role in promoting EDI in STEM fields. For example, the STEM Internship Programme (STINT) (https://stemteacherinternships.ie/) in collaboration with Dublin City University invites teachers in training to gain exposure to various careers within STEM. These teachers, once in the classroom, can reference their real-life experiences to inspire students and design curricula that encourage STEM pursuits, particularly for underrepresented groups.
Furthermore, companies continue to engage with schools and other educational institutions to share information about STEM opportunities, especially targeting communities less represented in the current STEM workforce.
Developing and implementing comprehensive EDI strategies is essential for companies aiming to attract and retain top talent.
Embracing Intersectionality and Diverse Perspectives
Recognising that diversity encompasses various dimensions, such as race, gender and other aspects, companies are embracing intersectionality in their EDI strategies. By leveraging a broad spectrum of knowledge and experiences, organisations create and promote EDI initiatives that are inclusive of all employees.
For instance, some companies prioritise ‘Diversity & Inclusion Moments’ at the start of meetings. During these moments, the meeting lead shares a topic related to EDI, fostering a personal and ongoing dialogue about diversity and inclusion. This practice not only keeps EDI at the forefront but also engages colleagues in meaningful conversations.
Recognising that diversity encompasses various dimensions, such as race, gender and other aspects, companies are embracing intersectionality in their EDI strategies.
Supporting Employee Resource Groups and EDI Events
Employee Resource Groups (ERGs) are instrumental in driving EDI efforts within companies. These groups, often working directly with EDI teams, organise regular events that highlight issues, promote initiatives and celebrate holidays related to diversity and inclusion. Dedicating specific months allows companies to host both virtual and in-person experiences, reinforcing EDI as a core aspect of their corporate culture.
Incorporating EDI in Annual Development Plans
To ensure EDI remains a priority, companies are integrating it into employees' annual development plans. This approach emphasises the importance of EDI and encourages employees to actively contribute to related efforts. By involving everyone in driving EDI, from volunteer sponsors at different organisational levels to site presentations and diverse recruitment, companies foster a culture of inclusion and accountability.
DIVERSITY & INCLUSION
By prioritising EDI throughout the career life cycle, companies can create a culture of inclusion and belonging.
Facilitating Courageous Conversations and Allyship
Supporting employees through group sessions focused on courageous conversations and allyship is another effective strategy. Training leaders to support employees effectively and collecting data and feedback from employees helps organisations stay attuned to their workforce's needs. This continuous learning approach ensures that companies evolve with changing EDI dynamics and remain committed to developing diversity at all levels.
Policies Supporting Life Events and Hybrid Working
Companies are also proactive in supporting colleagues through various life events. Implementing policies such as a menopause policy, providing maternity and paternity leave, and embracing hybrid working options, significantly improve employees' quality of life. These policies demonstrate a company's commitment to supporting its workforce and fostering an inclusive environment.
Celebrating Culturally Significant Days and Events
Celebrating culturally significant days and internationally recognised events invites colleagues to share their lived experiences, creating an inclusive environment where all voices are heard and valued. Incorporating value-based questions into the recruitment process ensures potential hires understand and align with the company's culture of inclusion and belonging.
Engaging Colleagues and Evaluating Progress
Engaging all colleagues in EDI efforts through EDI Engagement Champions, senior leadership support and regular feedback sessions is crucial for maintaining momentum. Pulse surveys and collaborations with external organisations help evaluate and support EDI initiatives, ensuring continuous improvement and accountability.
Conclusion
Developing and implementing comprehensive EDI strategies is essential for companies aiming to attract and retain top talent. By prioritising EDI throughout the career life cycle, fostering educational collaborations, embracing intersectionality, and supporting employees through various initiatives, companies can create a culture of inclusion and belonging.
These efforts not only enhance employee satisfaction and performance but also drive business growth and innovation, positioning organisations for long-term success in an increasingly diverse world.
Training leaders to support employees effectively and collecting data and feedback from employees helps organisations stay attuned to their workforce's needs.
Cara Partners 40 Years and Growing
A leaf from Ginkgo Biloba , believed to be the oldest living species of tree. The seeds and leaves of Ginkgo Biloba have been used in Chinese traditional medicine for over 800 years
Cara Partners manufactures a quantified extract of Ginkgo Biloba for the EU and Chinese market Ginkgo Biloba extract products are used to treat a variety of conditions associated with blood circulation disorders
Apprenticeship Programme Helping to Fill Skills Gap
The Laboratory Apprenticeship programme continues to grow from strength to strength, writes Audrey Devlin, Project Executive, Laboratory Apprenticeship, BioPharmaChem Ireland.
The Laboratory Apprenticeship programme is looking forward to its seventh intake of apprentices this September. We will also welcome our 200th apprentice and congratulate 23 apprentices due to graduate in November, who will join the 44 previous alumni and celebrate their successful completion of the programme.
Developed by industry for industry to address the skills gaps identified mainly at Technician and Analyst level, and launched in TU Dublin, Tallaght in 2018, the Laboratory Apprenticeship programme expanded to SETU Waterford in 2019 and MTU Cork in 2022. The programme has seen tremendous growth in previous years, with demand for the course nearly trebling between 2020 and 2023, with an average increase of 20% each year in the number of companies becoming involved.
A recent skills report carried out by the Expert Group on Future Skills Needs into the future needs for the BioPharmaChem industry reveals that between 2016 and 2022, this sector has seen a 61% growth, with further expansion expected in the coming years. The report further states that currently there is a lack of availability of higher technical qualifications (NFQ Level 6+) and employees with a Ready for Industry Skillset.
Meeting Industry Needs
The Laboratory Apprenticeships are closely aligned with the current needs of the BioPharmaChem sector as well as the Medical Devices and Diagnostics, food & drink and independent testing laboratory sectors.
An impressive 80% of employers who employ an apprentice agree they make their workplace more productive and are an exciting and proven way for employers to develop talent for their company and industry. Research also shows that apprenticeships offer myriad benefits to employers. By investing in talent development, employers gain a pipeline of loyal and skilled workers, increase productivity and improve
their bottom line. Apprenticeships can also help address the skills gap facing most companies, allowing employees to build alternative career paths, as well as providing greater opportunity for employers to diversify their workforce.
Companies report that taking advantage of the apprenticeship programme to ‘fill the gaps’ in the lab created when graduates move upwards, allows the company to build a new talent pipeline. With two programmes to choose from, Level 6 Higher Certificate in Laboratory Technician and Level 7 Ordinary Bachelors Degree Laboratory Analyst, these apprenticeships combines practical hands-on work experience with excellent educational qualifications and ensure work-ready candidates graduate from the programme.
85% of the companies involved in the programme to date have rated it as very good to excellent in meeting their recruitment and retention needs, while 81% of apprentices have said they would recommend the programme to others.
Successful Industry/Academia Collaboration
“The laboratory apprenticeship has been a successful collaborative effort between industry and academia to meet the practical skillsets required in a GMP,” noted a spokesperson from a well-known BioPharma company. Another business involved in the apprenticeships summed it up as an “amazing opportunity for both the apprentice and the company; the possibility to 'shape' the experience towards industry needs.”
The programme continues to go from strength to strength, with 2024 promising to be our most successful intake yet in terms of apprentice numbers and companies involved.
To find out more about the Laboratory apprenticeship and the benefits the programme can bring to your company, please contact Audrey Devlin at Audrey.Devlin@ibec.ie
Pictured are (l-r): Charlie Dolan, Director, Charlie Dolan Consulting Ltd; Michael Loftus, Vice President for External Affairs, Munster Technological University, Cork; Siobhán Dean, Deputy Director, BioPharmaChem Ireland; Elaine O’Donnell, Executive Director of Quality Control and Validation at Gilead Sciences; and Paul O’Brien, MatchSTEM Recruitment.
Pictured are (l-r): Kevin O’Mahony, Senior Manager, QC BioMarin International Limited; Anthony O’Regan, Associate Supervisor in Stryker; Elaine O’Donnell, Executive Director of Quality Control and Validation at Gilead Sciences; Cian Anderson, Engineering Manager, Technical Operations, DePuy Synthes; and Patrick Gyebi, QC IPC Analyst, Hovione.
At MSD we have and always will be... Inventing for Life. These three powerful words reflect our commitment to inventing new medicines and vaccines that save lives by preventing and fighting disease.
MSD Ireland is one of the country’s leading healthcare companies, having first established here over 50 years ago. We currently employ approximately 2,700 employees across six sites.
A member of Guaranteed Irish, we are proud to be one of Ireland’s leading exporters and our Irish sites manufacture approximately half of MSD’s top twenty products, saving and enhancing lives in over sixty countries around the world.
Learn more about the opportunities available in MSD Ireland at www.msd.ie
Inventing for life
Micro-Credentials: Macro Benefits
Micro-credentials have been identified by both industry and academia as being ideal for upskilling workers quickly, while also forming a perfect entry gateway to continuous learning.
Micro-credentials are short, part-time, online courses, which are directly relevant to the workplace and have been identified by employers as being optimal for upskilling their workers, as they tie in with the need for accredited, minimally disruptive training and education. Indeed, many employers across industries, including Pharma and Med Tech, have identified the need for ‘stackable’ micro-credentials that enable employees to work towards further degree or diplomalevel courses over time.
Micro-credentials are a fabulous entry gateway to expand knowledge and skills. Gone are the days of signing up to study for
multiple years and commuting to classes. What’s in demand are accredited, easily accessed stackable programmes, delivered as blended learning, which provides a highly flexible learning environment.
They are a bite-sized component of a certificate course, enabling people to use them as a stepping stone back into learning and higher education. They address both individuals looking to develop their skills and companies seeking quality training to address skill gaps within their workforce.
The Evolution of Micro-Credentials in Higher Education
Whilst short courses have been available in various formats for many years, in June 2022, the Council of the European Union (EU) adopted a European approach to micro-credentials for lifelong learning and employability. It outlines the landscape of micro-credentials and recognises a growing number of people need to update and improve their knowledge, skills and competences to fill the gap between their formal education and training and the needs of a fast-changing society and labour market. It provides recommendations and seeks to support the development, implementation and recognition of micro-credentials across institutions, businesses, sectors and borders.
The result is a game changer in approach, catapulting micro-credentials from niche into mainstream. Ireland has really taken the lead and is the first European country to establish a coherent National Framework for quality assured and accredited micro-credentials.
Why Micro-Credentials are Gaining Traction in Ireland
By removing the typical barriers to participation in lifelong learning, including time constraints for learners and inflexibility
in current programme provision and delivery, micro-credentials are fast gaining momentum in Ireland and are endorsed by IUA, HCI and the Government of Ireland. According to an article by Dr Lynn Ramsey Director, MicroCreds, & Tony Donoghue, Chair, Expert Group on Future Skills Needs, Ireland’s small size means that the universities, national skills architecture and enterprise are used to working together collaboratively, and the European Commission regards Ireland as a ‘microcred’ champion.
MicroCreds.ie states that momentum has stemmed from an ambitious 5 year, €12.3 million project (2020-2025) led by the Irish Universities Association (IUA) in partnership with seven of the founding IUA universities.
Key Benefits of Micro-Credentials
The practical benefits of micro-credentials are clear.
• Their inherent flexibility means that learners can access learning in small bitesized units, at a time and pace which allows greater balance with both life and work commitments.
• Learners get ECTS credits just like any other higher education course, which means their skills are recognised by all European institutions and most employers.
• Importantly, it creates a much-needed bridge between further education and higher education, which makes it very enticing for a variety of learners and not just those happy to embark on full time study.
Many employers have identified the need for ‘stackable’ micro-credentials that enable employees to work towards further degree or diploma-level courses over time.
• For employers, micro-credentials can help meet the skills gaps that they have identified, or where future skills gaps are anticipated.
A New Learning Path
According to Quality & Qualifications Ireland (QQI) there is a definite boom in microcredentials because they create a learning path for today's world of diverse learners in terms of age and gender. Micro-credentials
are seen as a key mechanism to support continuing professional development and lifelong learning.
The typical entry point is at NFQ level 6 with 10-30 ECTS, delivered on a part-time basis. From an individual's perspective, the boost in knowledge and confidence can make all the difference in securing a promotion or a new job. For the employer, their workers can learn a new skill quickly and put it to use immediately in the workplace.
MicroCreds: partnering with seven IUA universities
MicroCreds is an ambitious, five-year, €12.3 million project (20202025) led by the Irish Universities Association (IUA) in partnership with seven of the founding IUA universities: University College Dublin, University College Cork, University of Limerick, Trinity College Dublin, Dublin City University, University of Galway and Maynooth University.
Ireland is the first European country to establish a coherent national framework for quality assured and accredited microcredentials. IUA project partner universities are collaborating to develop, pilot and evaluate the building blocks required for a transformation in lifelong learning through micro-credentials.
Micro-credentials have the potential to reimagine and reframe the relationship between learners, universities, enterprise and civil society partners, generating a step change in lifelong and life-wide learning.
The aim for MicroCreds is to address the barriers to participation in lifelong learning, including time constraints for learners and inflexibility in current programme provision and delivery. The inherent flexibility in micro-credentials means that learners can access learning in discrete small units, at a time and pace which allows greater balance with both life and work commitments.
The MicroCreds programme includes over 400 different courses, including:
• Leading Digital Transformation in Organisations (Maynooth University)
Innopharma Education and the Power of Micro-Credentials
Innopharma Education delivers a selection of micro-credential programmes that help to upskill and reskill individuals for the hightech manufacturing sector. It's a lucrative employment opportunity where Advanced Manufacturing accounts for 36.7% of GDP in Ireland and where digitisation is transforming all areas of enterprise.
Innopharma Education is an awardwinning, premier education, research and technology institute for industry-led education and training programmes in the Pharmaceutical, MedTech, Food Science and Digital Transformation industries. To deliver Level 6 micro-credentials, it partners with the Advanced Manufacturing Training Centre of Excellence (AMTCE), creating a private/public approach with clear pathways for learners in terms of a framework of scalable countrywide structure. AMTCE recognise that a skilled workforce, which evolves in response to technology advancement and opportunity, is critical to the sustainable success of companies as they navigate through the digital transformation of their businesses. This belief underpins the partnership in delivering micro-credentials for the Pharma/Food sector.
Micro-Credentials Courses Offered
Innopharma Education offers a selection of micro-credentials, with courses designed to meet current and future skills needs in
• Green Labs Principles and Practice (University of Galway)
• Product Development, Validation and Authorisation (Maynooth University)
• Process Optimisation in the Pharmaceutical Industry (University College Cork)
• Process Safety Engineering (University College Cork)
• Artificial Intelligence and Machine Learning (University of Limerick)
• Advanced Manufacturing for Industry 4.0 (Dublin City University)
• Industrial Data Analytics (University College Dublin)
• Export in the Context of Global Supply Chain (University of Limerick)
• Advanced BioPharmaceutical Engineering (University College Cork)
The MicroCreds project funding was awarded following a competitive process under the Department of Further and Higher Education, Research, Innovation and Science’s (DFHERIS) Human Capital Initiative Pillar 3 Innovation and Agility, with funding drawn from the National Training Fund. This funding was introduced to enable more learners to address critical skills gaps and engage with lifelong learning, with subsidies of 50-80% of approved course cost available on certain micro-credentials. For more information, visit www.microcreds.ie
Micro-credentials address both individuals looking to develop their skills and companies seeking quality training to address skill gaps within their workforce.
Over the past 50 years we have grown to service most of the leading global biopharma clients on their critical production, research and development facilities throughout Europe. We are proud of our reputation for assisting clients in bringing innovative and life improving medicines to market.
MICRO-CREDENTIALS
digitisation across the areas of Operational Excellence, Supply Chain Operations, Data Visualisation and Analysis, IT & Industrial Automation and Transversal Skills for a Digital Workplace.
The courses vary in length between six weeks and five months, are industryled, delivered by industry lecturers, and learners receive a QQI accredited Certificate and a digital badge. Weekly classes are delivered online (live recorded) and monthly face-to-face classes are at the modern & easily accessible Innopharma Education college in Sandyford, Dublin.
At Level 7, the Certificate in Operational Excellence and Sustainability in Supply Chain micro-credential offers a stepping stone into the full Level 7 BSc in Process Digitalisation, offering a very practical eight-month course for those who want to dip their toes in before committing to a full degree!
At Level 6, there are two five-month course options: Certificate in Supply Chain (QQI Level 6 - Special Purpose Award 20 ECTS) is designed to meet a growing industry demand for increased knowledge and competence in the key business functions of Supply Chain / Operations Management and Project Management.
Micro-credentials are a fabulous entry gateway to expand knowledge and skills.
Micro-credentials have the potential to reimagine and reframe the relationship between learners, universities, enterprise and civil society partners.
The Certificate in Transversal Skills (QQI Level 6 - Special Purpose Award 5 ECTS) is a short and practical course focusing on key transversal and business skills. It helps learners develop and demonstrate new specialist skills and knowledge to effectively work in an increasingly digitised environment.
The eight-month Certificate in Operational Excellence & Sustainability in Supply Chain (Minor Award – 30 ECTS) is for those who already have 20 Level 6 ECTS credits on the National Framework of Qualifications in Science, Engineering, Quality or related discipline or whose career experience to date can be taken into consideration.
The Certificate in Data Visualisation and Analysis is designed to meet a growing industry need for increased skill and knowledge of digitisation, with a particular focus on management of data through statistics, data analysis and visualisation.
The Certificate in IT and Industrial Automation has a particular focus on learning about the fundamentals of programming, computer architecture and data management, along with information technology and industrial automation.
This article is based on a blog post at: www.innopharmaeducation.com/ourblog/micro-credentials-ireland
Differentiated partnership model with true scientific collaboration at its core.
World-class facilities in Ringaskiddy, Ireland (EU), Cramlington (UK), Newcastle (UK), Deeside (Wales), North Carolina and Wisconsin (US).
Emerging technologies including flow chemistry, peptides, high potency API, biocatalysis, and more.
1350+ passionate team members with expertise in hazardous chemistry and complex, multi-stage processes.
50+ years of leadership in API development and manufacturing. Impeccable compliance record and commitment to environmental responsibility.
www.sterlingpharmasolutions.com
Ringaskiddy, Raheens East, County Cork, P43 FR63, Ireland
iBio: Rewriting the Academic Rules
Immersive Bioscience and Biotherapeutics (iBio) at University of Limerick is a new four-year degree programme that transforms how we educate the next generation of bioscientists.
Undergraduate students purifying antibody using Protein A Sepharose affinity chromatography on Äkta Start FPLC systems.
The days of “talk and chalk” lectures are over.
Immersive Bioscience and Biotherapeutics (iBio) is transforming how the next generation of bioscientists are educated, trained and inspired. iBio arms graduates with skills to excel in their professional life in the BioPharma sector. The students are “active interactive partners” in the learning process. The iBio community of learning approach increases engagement through immersion. The result is better trained graduates who solve problems faster, are more innovative, whose opportunities will be greater than other graduates because of their experience in iBio.
What is iBio?
iBio is a 4-year integrated BSc/MSc degree degree programme leading to an MSc developed by the Department of Biological Sciences at the
University of Limerick in conjunction with industry partners. iBio builds on the success of the Immersive Software Engineering programme at the University of Limerick (www.software-engineering.ie). iBio will disrupt the delivery mode for STEM education in Ireland by combining theory, practice, digital literacy, professionalisation and entrepreneurship in a course with a focus on the future skills need for the BioPharma sector.
Why is it Needed?
The demand for skilled graduates over the coming period is clear. According to the ESFSN Skills for BioPharma report in April 2024, there will be over 11,000 additional biologics jobs created between 20232027 in a medium growth scenario, with 10% annual growth (Source:
assessment, including project and group work, and presentations to peer and industry groups.
The method of training, with significant inbuilt repetition and independent laboratory investigations, gives students mastery of the skillset and expertise that can be applied to any subject or situation. The course targets broadening graduates’ mental agility and problem solving through ‘gym for the mind’ activities.
Curriculum design has drawn on significant BioPharma industry input to course content, led by the team at Lilly in Limerick. 50% of the time, the students are on Residencies in Industry – giving professionalisation and exposure to real-world BioPharma problems. The remaining 50% of the time, the students are on campus, with the emphasis on theory with practice, data analysis and coding skills. Industry experts will contribute to ‘sprint’ activities and together with industry partners, specific challenges will be set for students to tackle in teams.
Innovation and entrepreneurship training is woven through the course with hackathons, Dragon’s Den-style activities, business planning skills and input from active entrepreneurs.
iBio improves outcomes for companies and students by combining the sophisticated theory, practical skills, data analytics and professionalisation required for the BioPharma industry in an intensive instructional model.
Graduates will have deep knowledge and understanding of: the cellular functions underpinning disease mechanisms;
• biological processes as applied to the areas of personalised and precision medicine;
• protein structure aided drug design;
• biologics production;
• methods to interrogate complex biological data and highperformance computing-enabled predictive modelling tools, including genomics, proteomics, protein homology models, molecular dynamics simulations and statistical data analytics.
Graduates will understand new clinical advances and also have the mastery of skills needed to make these advances themselves when they graduate. The training will be underpinned by extensive use of state-of-the-art instrumentation in UL’s Faculty of Science and Engineering.
How can I get Involved?
iBio is a unique collaboration between industry and academia. More industry partners make iBio better. If you want to have a chat about becoming a partner and having access to these students, reach out to Course Directors, Professor Jakki Cooney at jakki.cooney@ul.ie and Professor Stephen Kinsella at stephen.kinsella@ul.ie
The iBio programme will produce 50+ exceptionally talented graduates per annum for the BioPharma sector, with a unique combination of cognitive, technical and professional skills designed for this sector.
How is iBio Different from Existing Courses?
Graduates will obtain an MSc in four years with PhD level technical skills and problem-solving abilities. iBio is taught using immersive active learning through flipped workshops centred around problembased and research-based learning approaches. Students will emerge technically proficient. The course will be assessed through continuous
BIOPHARMACHEM SKILLNET
Cutting-edge Training from BioPharmaChem Skillnet
The BioPharmaChem Skillnet is committed to upskilling Ireland’s existing workforce in the BioPharmaChem sector by providing innovative, cutting-edge, subsidised training programmes that are specifically tailored to industry needs.
The BioPharma sector is a central component of the Irish economy, employing over 50,000 people directly. Access to a skilled and talented workforce is critical to its success.
In May 2024, we welcomed the publication of the Expert Group on Future Skills Needs (EGFSN) report, which predicted the sector's workforce to grow by more than 21,000 by 2027. This underscores the critical importance of continuous learning and professional development in driving innovation, operational efficiency and regulatory compliance within this rapidly evolving sector.
To meet this demand, the education and training sector must respond robustly. This includes upskilling the existing workforce and attracting relevant talent from overseas. BioPharmaChem Skillnet is committed to facilitating this by providing cuttingedge training programmes that prepare professionals for the future of BioPharma.
“In an era marked by rapid advancements and stringent regulations, the need for a highly skilled workforce in the BioPharmaceutical and chemical fields has never been more crucial,” says Susan Costello, Network Director, BioPharmaChem Skillnet. “Our training
programmes are designed to address these challenges head-on, offering courses that range from quality assurance to leadership skills, all specifically curated for this industry.”
Government-Subsidised Training Programmes
Government support through Skillnet Ireland further amplifies the impact of BioPharmaChem Skillnet’s initiatives. Recognising the strategic importance of this, the government provides subsidies for training programmes, making it more feasible for companies to invest in upskilling their employees. This collaboration with industry leaders, training providers and academic institutions ensures that the training remains cutting-edge and directly applicable to realworld industry challenges.
As the sector continues to evolve, BioPharmaChem Skillnet is committed to nurturing a skilled workforce, attracting top talent, and maintaining the competitive edge essential for sustained economic growth and innovation.
BioPharmaChem Skillnet’s commitment to fostering a skilled workforce not only enhances the capabilities of individual companies
but also solidifies Ireland's reputation as a global hub for pharmaceutical and chemical manufacturing. By attracting and retaining top talent, BioPharmaChem Skillnet contributes significantly to the country’s economic growth and innovation landscape.
Innovative Programmes
Over the course of the last two years, BioPharmaChem Skillnet has developed a number of new programmes to widen the talent pool for the sector's quest for talent. These include:
Certificate in CPD: Neurodiversity in the Workplace
A significant highlight among BioPharmaChem Skillnet’s offerings is the groundbreaking Certificate in CPD: Neurodiversity in the Workplace. Developed in collaboration with Adult Continuing Education (ACE) at University College Cork (UCC), this programme is the first universityaccredited course of its kind globally. It aims to foster diversity, equity and inclusion within the BioPharmaChem sector by educating leaders, managers and teams on the concept
Susan Costello, Network Director, BioPharmaChem Skillnet.
The BioPharmaChem Skillnet provides cutting-edge training programmes that prepare professionals for the future of Biopharma.
BIOPHARMACHEM SKILLNET
and importance of neurodiversity. This course addresses the social construction of neurodiversity, evaluates different neurodivergent conditions, and debates perspectives on inclusion, equipping employers with the knowledge to create an inclusive culture conducive to neurodivergent employees.
Eleanor McSherry, Programme Coordinator at ACE, UCC, and herself neurodivergent, emphasises the importance of this initiative: “Many neurodivergent workers within the industry are afraid to say they have issues and would rather quit their job than speak up. We need to create a culture of inclusion, to take away that fear, and this can only be achieved through education. This programme will drive the reframing of the perception of neurodiversity and it is fantastic to see BioPharmaChem Skillnet taking steps to provide this training and start those conversations in the workplace.”
Other Initiatives
In addition to this pioneering programme, BioPharmaChem Skillnet offers other specialised courses, such as the Certificate in CPD: Introduction to Biopharmaceuticals and Advanced Personalised Therapies, and the Level 5 Specific Purpose Certificate in Essentials of BioPharma Manufacturing. These courses, designed in collaboration with leading institutions like UCC and Innopharma, cover essential skills and advanced knowledge crucial for the BioPharma manufacturing sector.
Launched in November 2023, the Certificate in Continuing Professional Development: An Introduction to Biopharmaceuticals and Advanced Personalised Therapies is a Micro-credential at NFQ Level 8 with a goal of providing a deep understanding of the technologies related to Advanced Personalised Therapies, a potential growth area for the sector.
This programme has been developed by the BioPharmaChem Skillnet in collaboration with UCC to address some of the talent shortages being experienced by industry. It aims to provide students with an introduction to the molecular and cellular basis of disease and how this informs the design and manufacture of biological therapies.
There will be a focus on protein and vaccine based therapeutic approaches, as well as emerging gene and cell therapies, and the personalised treatment of disease.
BioPharmaChem Skillnet also embraces innovative training methods, including Virtual Reality (VR) programmes. These VR initiatives, developed in partnership with Technological University Dublin, offer immersive learning experiences in areas such as Workplace Health & Safety, Aseptic Technique in Biomanufacturing, and Powder-Handling in Chemical Manufacturing.
By leveraging VR technology, BioPharmaChem Skillnet delivers interactive and realistic training that enhances retention and comprehension, ultimately leading to a more skilled and proficient workforce.
Meet the Team
Over the past year, BioPharmaChem Skillnet’s dynamic and dedicated group has continuously demonstrated its commitment to fostering growth and excellence within the BioPharmaChem sector. Their collaborative spirit and adaptability have not only empowered individual team members but have also contributed significantly to the overall success of the network.
BioPharmaChem Skillnet will continue to play a pivotal role in advancing the learning and development needs of the BioPharmaceutical, pharmaceutical, chemical and medical device sectors. With a commitment to excellence, the BioPharmaChem Skillnet programmes offer support to organisations, ensuring they stay at the forefront of industry advancements. Through strategic initiatives, comprehensive training modules and collaborative partnerships, BioPharmaChem Skillnet actively contributes to the enhancement of skills and competencies crucial for success in this dynamic sector. As it evolves alongside the rapidly changing landscape of BioPharmaceuticals and chemicals, BioPharmaChem Skillnet remains a steadfast resource, empowering the workforce with the knowledge and expertise needed to navigate the complexities of the industry and drive innovation.
Pictured are (l-r): Iva Peradenic, Office Administrator; Marie O’Brien, Accounts Assistant; Susan Costello, Network Director; Brendan Kellett, Learning & Development Project Adviser; and Rashika Saxena, Marketing and Business Development.
Pictured at the launch of the Certificate in CPD: Neurodiversity in the Workplace programme are (l-r): Lyndsey El Amoud, Deputy Director, ACE (Adult Continuing Education), University College Cork; Susan Costello, Network Director, BioPharmaChem Skillnet, and Aoife O’Sullivan, Head of Network Development and Innovation, Skillnet Ireland.
Bridging the Data Skills Gap?
A recent study published by Skillnet Ireland and IDA Ireland highlighted the need to upskill non-IT employees with key digital and data skills, with 49% of respondents to a digital and data skills survey identifying data analysis as a skill gap for employees in non-IT roles across a range of industries, including the Pharmaceutical sector.
Digitalisation and the ability to work with data has become a requirement for all businesses. Ensuring Ireland’s enterprises have a strong, digitally resilient and data literate talent pipeline capable of adapting to the changing demands of digitalisation is a key priority for Skillnet Ireland and IDA Ireland.
The Data and Digital Skills for non-IT roles’ report from Skillnet Ireland and IDA Ireland examined the digital and data skills for nonIT roles that are becoming widespread across multiple industries, including Pharmaceuticals and Medical Technology, as companies adopt new technology to drive efficiency, innovation and customer experience.
Industry leaders across Foreign Direct Investment (FDI) industries surveyed identified the following skills as requirements for all non-IT roles:
• data skills, including input, analysis, validation, manipulation and visualisation;
• digital problem solving;
• document design and presentation;
• digital communication and collaboration.
Building and maintaining these skills relies on transversal skills such as resilience and openness to change, a commitment to lifelong learning, and a digital mindset.
“Digitalisation and data skills no longer sit solely in the realm of the IT department or tech company, and the demand for data and digital skills within Ireland’s key industries is rapidly increasing as technology advances and more organisations seek to digitalise,” noted Dara Calleary TD, Minister of State in the Department of Enterprise, Trade and Employment, speaking at the launch of the report. “As a result of this report, what we have is a good picture of the data and digital skills required for non-IT roles now and in the next 3-5 years, which helps us to determine the types of supports that are needed to successfully upskill and reskill our workforce so that we remain an attractive place to invest.”
Mary Buckley, Executive Director, IDA Ireland, noted in her foreword how the study’s findings “indicate a great deal of commonality across roles, regardless of industry, reinforcing the requirement for all employees to be digitally literate, and the criticality of supporting our current and future workforce to develop these fundamental life skills. The study also identifies the key role leaders
play in workforce skill development and in creating an organisation comfortable with technology, data, change and lifelong learning.”
Increasing Demand for Digital Skills
The demand for data and digital skills within Ireland’s key industries is rapidly increasing as technology advances and more organisations seek to digitalise. Although Ireland currently ranks fifth of all European Union member states in the overall Digital Economy and Society Index (DESI), strengthening our citizens’ data and digital literacy needs further prioritisation.
The study’s findings indicate significant overlap in the core data and digital skills required for non-IT roles across Pharmaceuticals, Medical Technology, Engineering, Technology, International Financial Services and Consumer and Business Services. It is clear how data and digital skills will become fundamental for all workers, IT or nonIT, as digitalisation of industry progresses. Data and digital literacy will sit alongside core and numerical literacy as fundamental life skills. Consequently, school leavers, non-IT graduates and employees need more support to develop these skills, which will in turn support the digital transformation and sustainability of organisations, including and ranging in scale from indigenous SMEs to FDI enterprises in Ireland.
DATA & DIGITAL SKILLS
The study breaks its findings down into four categories, for employers, leaders, educators and trainers, and employees.
Employers:
For employers, the report found that targeted talent development strategies will help to ensure no one gets left behind. Additionally, employers would benefit from proactively building an organisational culture that reflects the hallmarks of a digitally transformed organisation, which are:
• Data Driven
• Lean
• Committed Leaders
• Proactive
• Talent Driven
• Responsive Innovative
• Knowledge Driven
Leaders:
Leaders overseeing non-IT functions play a key role in data and digital skill development and it is therefore critical that they rolemodel proficiency and comfort with data and digital skills and tools. Furthermore, leaders who actively create a culture that is data-driven and values lifelong learning are best placed to successfully manage their teams through digital transformation.
Educators and Trainers:
School leavers and graduates are more comfortable with technology than ever before, yet few enter the workforce with experience in
49% of survey respondents identified data analysis as a skills gap for all employees at all levels.
Organisations with a data-driven culture reported a more skilled workforce.
DATA & DIGITAL SKILLS
widely used tools in industry or the skills to use data to problem-solve. They, therefore, require additional support to develop proficiency in these areas, with microcredentials and short, online courses directly relevant to the workplace highly regarded by industry.
Another key finding was that foundational skills such as basic numeracy, statistics and digital skills are necessary for the data and digital skills identified by industry. As such, structures need to be in place long before people leave school to develop and build upon these skills.
Employees:
Employees are encouraged to experiment with technology and regard mistakes as opportunities to learn, realise the importance of lifelong learning and seek to upskill on a regular basis, whilst avoiding the temptation to assume that past education and/or extensive work experience will equip them for the future of work. Transversal skills such as resilience to change, an appetite for lifelong learning, and having a digital mindset are key to developing core data and digital skills.
Bridging the Skills Gap
49% of survey respondents identified data analysis as a skills gap for all employees at all levels, with industry leaders overwhelmingly raising the importance of improving data literacy across the board as the entire
Study of data and digital skills for all non-IT roles across multiple industries.
workforce (not just technical or IT roles) is going to need to be able to interpret, use and create meaning from data, and have the digital proficiency to work with technology and improve efficiency. In keeping with this, over one in 10 survey respondents identified automation and robotics skills and agile skills as gaps in their non-IT workforce.
19% of respondents were from the
Pharmaceutical industry, with another 23% of respondents from Med Tech and 28% made up of technology companies.
Almost all organisations represented in focus groups were global and had comprehensive in-house onboarding and training. This was designed to build core skills and support new joiners (experienced or otherwise) to “hit the ground running” in the workforce.
Data and digital skills will become fundamental for all workers, IT or non-IT, as digitalisation of industry progresses.
We are a global pharmaceutical group, listed on the Italian Stock Exchange, with over 4,450 employees. We are a group of like-minded, passionate individuals who go to extraordinary lengths for our partners, customers, investors, and the people across the globe we serve.
We develop and commercialise medicines to serve people living with common diseases, as well as those living with some of the rarest.
Our site in Ringaskiddy, Cork is dedicated to the manufacturing of Lercanidipine HCl with dedicated Production and Quality units ensuring compliance with the highest specifications.
DATA & DIGITAL SKILLS
Appendix D: Breakdown of rating assigned to each skill - Pharmaceuticals
Level 0 - N/a
Level 1 - Beginner
Level 2 - Novice
Level 3 - Intermediate
Level 4 - Advanced
Level 5 - Expert Legend
The study stressed the importance of practical education and training, highlighting micro-credentials and short, online courses (accredited, minimally disruptive training and education) as being optimal for employees and employers. Some respondents identified the need for ‘stackable’ micro-credentials that enabled employees to work towards further degree or diploma-level courses over time.
Less than a third of employers reported having medium and long-term talent development strategies aligned to their digital strategies to equip employees with the skills their business would need for the future. A common theme was that there is an opportunity for all employers to take a more medium-term, strategic view of building skills and capacity in their workforce.
The Role of Leadership
The study highlighted the role of leadership and the culture within an organisation as critical to skill development and digital transformation:
• Creating a culture of continuous learning and upskilling empowers and encourages experienced employees and new joiners to develop core skills.
• “Buy-in” is critical: When people understand the reasons for digitisation and have an answer to the question of “what’s in it for me?”, they are more likely to want to develop data and digital skills.
• In organisations where leaders
proactively address common reasons for resistance (such as fear of new technology), there was more employee engagement with data and digital skills and tools. Such organisations had leaders who drove a culture that empowered people through change.
• Organisations with a data-driven culture, where employees take pride in how using data and digitising can improve outcomes for employees and employers alike, reported a more skilled workforce.
Key Recommendations
Some of the report’s key recommendations are summarised below.
Recommendations for Employers:
Whether through providing comprehensive onboarding and upskilling, or through supporting employees to undertake education and training, employers are critical to data and digital skill development. Employers should consider data and digital skills as a mandatory part of their talent development strategy to ensure their workforce has at least basic proficiency in these areas. To do this in a targeted way that does not leave anyone behind, it is worth conducting a regular skills assessment of all non-IT roles and functions. This will give employers a baseline understanding of the gap between current skills and the data and digital skills needed for the future.
An unexpected finding was that - even
amongst digitally transformed organisations - upskilling tends to be employee and software-led. There would be merit in employers adopting a longer-term view of talent development that aligns to their business goals and outcomes.
Recommendations for Leaders:
Given the rate of technological advancements and digitisation, it is important for leaders to be strategic and proactive about the skills their organisation and people will need in the next 3-5 years and beyond. Leaders are critical to creating a culture conducive to successful digital transformation. Leaders should consider how best to communicate and reinforce key messages about the benefits of data-driven decisions and digitisation.
Recommendations for Educators and Trainers:
Educators and trainers at all levels are encouraged to ensure the national talent development agenda is prioritised in its own right by reinforcing efforts to equip individuals with the data and digital skills outlined in this study.
School level educators: an implication of this study is that individuals need basic numeracy, data literacy and digital literacy to equip them to develop the core skills identified. There may be merit in exploring ways for the early learning curricula to support such skills. There may also be merit
Breakdown of rating assigned to each skill - Pharmaceuticals (Source: IDA Ireland/Skillnet Ireland’s Data and Digital Skills for non-IT roles report).
DATA & DIGITAL SKILLS
Appendix D: Breakdown of rating assigned to each skill - Medical Technology
Level 0 - N/a
Level 1 - Beginner
Level 2 - Novice
Level 3 - Intermediate
Level 4 - Advanced
Level 5 - Expert Legend
Breakdown of rating assigned to each skill - Medical Technology (Source: IDA Ireland/Skillnet Ireland’s Data and Digital Skills for non-IT roles report).
in ensuring school-leavers have experience in the kinds of digital communication, collaboration and presentation tools used in industry.
Third-level education: data from this study suggests that there is room to better support non-IT graduates to problemsolve with data and develop more proficiency with the kinds of digital tools used in industry. For example, if all non-IT graduates could create dashboards or digital presentations and explain what the data was telling them, it may help close some of the skills gaps discussed in focus groups.
Training and upskilling for employees: industry leaders consulted in this study valued micro-credentials and short, online courses that minimise disruption to business-asusual. Small and medium enterprises that might not have the scale or resources to offer comprehensive onboarding and inhouse training, would benefit from initiatives provided by Skillnet Ireland, Springboard+, SOLAS, and Higher Education providers (Department of Enterprise, Trade and Employment 2021).
Recommendations for Employees:
All employees need to prioritise increasing their proficiency in the following skills: data (input, analysis, validation, manipulation and visualisation), digital problem solving, document design and presentation, digital communication and collaboration, alongside
their ability to work confidently with digital technologies.
Commonality and Overlap Across Industry
“Ireland’s talented workforce continues to be a key driver in attracting foreign direct investment to Ireland,” explained Rachel Shelly, Global Head of Talent, Transformation and Innovation, IDA Ireland. “As digitalisation transforms all aspects of our economy and society, maintaining and developing digital and data skills will be central to the continued success of our economy, our enterprise base and our people. This report identifies a great deal of commonality across roles, regardless of industry, reinforcing the requirement for all employees to be digitally and data literate, and the criticality of supporting our current and future workforce to develop these fundamental transversal skills. We look forward to using these findings as a basis to work with our stakeholders in continuing to develop world class talent armed with the skills essential to sustaining Ireland’s economy and society into the future.”
Mark Jordan, Skillnet Ireland Chief Strategy Officer, said, “Ireland has a wealth of talented, skilled individuals available to work in and grow the success of FDI companies. However, as highlighted in this new study, it is essential for all businesses to continue to upskill their employees to meet the needs of the digital transition. Through our 70 Skillnet Business Networks, national initiatives and strategic partnerships, including our
“As digitalisation transforms all aspects of our economy and society, maintaining and developing digital and data skills will be central to the continued success of our economy, our enterprise base and our people.”
collaboration with IDA Ireland, Skillnet Ireland delivers the leading-edge supports needed to meet the digital upskilling and talent development needs of businesses nationwide. We strongly encourage all our stakeholders to consider how they can begin implementing a digital talent strategy within their own organisations and developing the skills and competencies needed to grow and future-proof your businesses and strengthen Ireland’s economy.”
The full ‘Data and Digital Skills for nonIT roles’ report is available on the Skillnet Ireland website at: skillnetireland.ie/ insights/study-of-data-and-digital-skillsfor-all-non-it-roles-across-multipleindustries
Creating the Right Employee Value Proposition to Attract and Retain Staff
Vicky O’Neill, HR Strategy Specialist, Ibec, explains how businesses can maximise the Employee Value Proposition to create high performance teams.
Employee Value Proposition (EVP) is an ecosystem of support, recognition and values that an employer provides to employees to achieve their highest potential at work. It is how business activates advocacy and achieves employee and customer loyalty.
A well-structured EVP is of benefit to all businesses, regardless of size. In a high-cost operating environment, organisations can use creative strategies to build competitive advantage. Employee discounts, and local services can be significant incentives, and often wellness benefits can be cost effective and easy to implement.
Employers must look at the entire benefits and experience package, from pay and pensions through to wellbeing supports, volunteering opportunity, flexible work and leave options, and much more, when attempting to entice new hires and to retain and engage the people they already employ.
This is increasingly important in a competitive jobs market. There may be a risk to future talent pipelines where flexible and remote work are not options. Vicky O’Neill, Ibec’s HR Strategy Specialist, explains why creating an employee value proposition to entice and retain talent, across all job functions and structures, is implicit.
When it comes to benefits packages, why does one size not fit all?
“The concept that “one size does not fit all” in the employee value proposition stems from the diverse needs and preferences of employees. There is a rise in the demand for individualised employee experience. In a tight talent market, a strong EVP is one of the best strategies to win.
“A uniform approach to EVP may be less effective, as employees have unique personal and professional circumstances, such as different life stages, family responsibilities, career goals and personal values. These differences influence their needs and preferences regarding benefits and workplace experiences.
“Additionally, not all job structures allow the same flexibility. Different job roles and functions may also require tailored benefits and resources. For example, sales positions might benefit from performance-based incentives, whereas creative roles might prioritise flexibility and collaborative tools. Organisations requiring attendance on-site may consider a condensed week or more on-site incentives.
“Customising the EVP allows employers to
better compete for top talent by addressing specific needs and desires that competitors might overlook.
“By recognising and accommodating these differences, employers can create a more appealing and effective EVP that attracts, motivates and retains a diverse and engaged workforce.”
What considerations should employers make when designing their employee benefits packages?
“Your EVP will consist of a consolidation of culture and benefits and ultimately should
Vicky O’Neill, HR Strategy Specialist, Ibec.
interlink and directly correlate with your customer value proposition to maximise return. This ecosystem is best designed through employee and customer/stakeholder focus groups or research and human-centred design.
“Personas are created to represent different segments of a workforce. A persona, in the workplace context, is a description of an employee group. Personas detail employee characteristics and are intended to serve as an archetype to help businesses to anticipate employee wants and needs. It’s important that organisations seek to design for the personas they wish to attract, retain and engage in their business. For this reason, many employers will start research with their high performance and high potential employees. This will help business efficiently achieve a more personalised EVP, which will enable a targeted acquisition and retention strategy, thus enhancing competitive advantage.
“At our HR Leadership Summit, we showcased the opportunity for organisations to use the practise of Talent Intelligence (TI), a systematic approach to data gathering used to improve talent management practices and EVP. Talent Intelligence is one of the biggest
London, and Columbia University.
“An organisation’s EVP is effectively their promise to attract and retain a diverse and talented group of people or skills. It is more than a benefits package. It starts at talent acquisition and should flow through the total talent lifecycle.”
successes in AI, and even without AI can help organisations bring together relevant internal and external data to super-charge business planning and business growth.
“Using Talent Intelligence, an organisation can conduct competitive analysis to benchmark their Employee Value Proposition (EVP). By understanding what your critical talent wants, and benchmarking against what your competitors offer, you can make datadriven decisions to create irresistible appeal. One organisation used this to create what they call ‘talent battlecards’ to identify and prioritise their talent attraction and retention strategies.
“An organisation’s EVP is effectively their promise to attract and retain a diverse and talented group of people or skills. It is more than a benefits package. It starts at talent acquisition and should flow through the total talent lifecycle. It includes the company values and DNA, such as the approach to corporate social responsibility, wellbeing and
inclusion, communication and transparency, and purpose and leadership. Consider across the moments that matter, what an employee will experience in your organisation from onboarding to offboarding. Ask your high performers and high potentials what matters to them, and springboard from there.
“By addressing these considerations, employers can create a compelling EVP that not only attracts top talent but also fosters engagement, satisfaction and long-term retention.
“Once your EVP is designed, you can cocreate an effective strategy to communicate this to your internal and external target market.”
How can employers individualise their benefits package without creating too much complexity or internal conflicts?
“Employers can individualise their benefits packages, while maintaining manageability
and minimising internal conflicts, by segmenting their workforces and designing to align with the organisation personas. Consider offering a set of essential benefits, and a variety of optional benefits that employees can choose from based on their needs. Some organisations will provide employees with a set amount of benefit credits or points that the employee can allocate to the options that best suit them.
“There is also the option of tiered benefits packages. The employer can design tiers based on common personas and life stages (e.g., early-career professionals, mid-career with families, pre-retirement) to simplify choices.
“Modular benefits are pre-packaged benefit modules targeting specific needs (e.g. family care module, wellness module, professional development module), which allow employees to pick modules that best match their current circumstances and priorities.
Pictured at the last Ibec HR Leadership Summit, which captures key pay and HR trends in Irish workplaces, are (l-r): Henrik Bresman, Associate Professor, Organisational Behaviour, INSEAD; Maeve McElwee, Executive Director Employer Relations, Ibec; Tomas Chamorro Premuzic, Chief Innovation Officer, ManpowerGroup, and Professor of Business Psychology, University College
HIGH PERFORMANCE TEAMS
“Technology can be an enabler to help avoid too much complexity or internal conflicts. An employee-first approach through technology allows the employee to easily view, select and manage their benefits, with information to help employees make information decisions throughout their employment lifecycle. This can increase engagement, and significantly diminish the administrative burden on internal HR, leadership, and can benefit teams long-term.
“Clear and continuous communication is critical. From time to time, employers create a great benefits package and EVP, but over time it becomes unclear to employees what’s on offer. The workplace continues to evolve and thus, organisation benefits and EVP may need to too, over time. Pulse surveys and feedback can help reinforce an existing EVP and provide insight to a business. This will help business over time to adjust, based on the needs of their most critical talent.
“Communication also plays a role in avoiding any perceptions of favouritism or inequality, which can contribute to diminished performance. Business must ensure the criteria for accessing different benefits and tiers are transparent and maintain a consistent core set of benefits that all employees receive, ensuring a baseline level of support and security.
“By implementing these strategies, employers can offer a tailored benefits package that meets diverse employee needs, without overwhelming the administration process or causing internal conflicts.”
How can managers optimise team performance when members rarely meet each other and have little opportunity to build relationships with each other?
“Technology has redefined traditional workplace identity and has also enabled access to more dispersed pools of talent. Work, workforce and workplace continue to evolve, bringing both opportunities and challenges.
“Managers now need to put in place conscious interventions and mechanisms to curate connection, learning experiences and the culture they need to succeed.
“Having a shared purpose, and helping the team understand how their work contributes to this purpose, is a key motivational lever. Purpose provides an emotional hook that can drive performance and connection. This can be a powerful lever when motivating hybrid, remote, and on-site roles.
“Communication is critical. Establishing clear communication channels, whether through instant messaging platforms, information portals, video conferencing or email, fosters transparency and collaboration, which will build trust and
Customising the EVP allows employers to better compete for top talent by addressing specific needs and desires that competitors might overlook.
psychological safety in teams and across the business. This positively correlates with improved performance.
“Research by Irish academics such as Dr Marie Conboy from Dublin City University emphasises the importance of regular, structured communication to mitigate feelings of isolation and promote a sense of belonging within remote teams.
“As part of an organisation’s communication strategy or structure, clarity regarding roles, responsibilities, and performance expectations is essential for team success. This can also be connected back to the team’s purpose, continuously reinforcing the ‘why’, alongside the ‘how’ and the ‘what’.
“Leading teams requires trust to empower employees, as well as input via ongoing coaching conversations. As dispersed employees develop in a hybrid or remote environment, they have less access to learning transfer. Therefore, managers are required to proactively structure this. As such, organisations are moving toward performance and development experience to drive employee engagement versus traditional hierarchical performance processes. We are also seeing a rise in organisational mentoring programmes to foster learning and connection across organisations, and in some cases across demographics. For example, we are seeing more experienced managers being mentored by less experienced colleagues in intergenerational or multi-cultural leadership.”
Managers have been doing this on a large scale since the advent of the pandemic. What have they learned during this time?
“Before, many organisations found themselves catapulted into a remote work environment. Now is the time to step back and take a considered approach to maximise the gains remote and hybrid working can offer. This also means mitigating the risks.
“One of the key challenges faced by managers in this new world of work is the effective management of dispersed teams, particularly where organisations have on-site teams and hybrid or remote teams. Optimising team performance amongst dispersed teams requires a different set of skills and interventions. It is no surprise that Leadership Development, Learning and Development and Performance Management were the top three HR priorities in our HR Update Survey last year.
“Managers have learned to think, act and react differently, customising their employee experiences and interactions. We are seeing a rise in co-creation of work patterns and habits. For example, managers and businesses are asking teams for more input on how and when they want to interact and for what purpose. The Ibec HR Update Survey HR Trends and Insights demonstrates more organisations and managers leaning into intentional activities to draw people back into the office, like on-site social and learning events. More organisations are encouraging people to attend the office for project work, collaborative meetings and for mentoring or
HIGH PERFORMANCE TEAMS
David Hoare from SAP, Meta McKinney from NVIDIA and Anton Savage (MC), are pictured at the Ibec HR Leadership Summit, where they discussed Talent Intelligence. You can access a podcast on this topic at www.ibec.ie/ibec-podcasts/work-talks/episode-7.
performance and development conversations. Workers on the factory floor are being engaged in more cross-functional projects, mentoring and have access to more social activities.
“Managers are also operating in a talent and skills scarce market, with skills continuing to diversify and leaders needing to keep up with the pace of change. Managers are adapting to new technologies and online tools that will enhance worker productivity but also the employee experience.
“The role of technology in facilitating virtual teamwork is sometimes a missed opportunity. Platforms such as project management software, cloud-based document sharing and virtual whiteboards streamline workflow and promote seamless collaboration across geographies.
“For on-site teams without workstations, there has been a rise in the implementation of learning pods. These are ultimately work spaces and stations, where employees can access online learning, and/or check in on any communications they may have missed.”
What are the pitfalls to remote team management - what should managers avoid?
“How success is measured is important. Organisations will optimise performance by focusing on outcomes versus inputs.
“Empowering team members to take ownership of their work fosters autonomy and accountability. Research emphasises the importance of empowering leadership styles. Providing autonomy, while offering support and guidance when needed, cultivates a culture of trust, and enhances individual and collective performance.
“Ultimately, if businesses can focus on employee-centric design that balances the needs of the employee and the business, the business will be rewarded with loyalty and better performance outcomes.
“Consider the work, workforce and workplace, and gain an understanding of the moments that matter to your employees. This will help you determine which of those moment should be structured in-person versus remotely. Consider your workers for whom you wish to build a workplace where people want to come to learn, work and perform.
“This is likely to reap greater quality work and interactions. There is great power in in-person interaction for innovation, teamwork and much more. This power is realised when these experiences are humancentred.
“The management of dispersed teams in remote work environments presents unique challenges that require innovative solutions. By prioritising clear communication, trust-building, goal alignment, technological integration and empowering leadership, managers can optimise team performance and navigate the complexities of new ways of working effectively.”
What about the issue of ‘proximity bias’?
“Proximity bias is an issue which has affected organisations for a very long time. Being visible in the workplace places workers at a particular advantage, including when opportunities for career advancement and promotion come up.”
How is this problem amplified by remote and hybrid working, where some people get a lot more opportunity to meet their managers in person?
“Proximity bias manifests as an imbalance, where visibility trumps merit. This can hinder the progression of talented individuals based on their geographic proximity to key stakeholders. The impact of this can be significant, as organisations risk having the wrong people in the
HIGH PERFORMANCE TEAMS
wrong roles, unable to deliver. It can also be toxic to workplace culture.
“The workplace continues to evolve, and the dynamics of opportunity and advancement have also shifted. For years, proximity bias has plagued organisations. The risk is now ever more present, given the distribution of talent in a hybrid context.
“Those who work in close physical proximity to their managers are often given more opportunities for face-to-face interaction, inadvertently placing remote or hybrid workers at a disadvantage.”
Are organisations aware of this issue? How are organisations working to solve this problem and ensure that people don’t suffer due to their working location?
“It’s positive to witness organisations becoming aware of bias more generally, not just proximity bias. This has been evidenced by a rise in businesses engaging in more inclusive work practices, emphasising the benefits and importance of diversity, and investing in training such as unconscious bias training, for example.
“The solution to this disparity lies is not necessarily reverting to traditional on-site structures, but rather in embracing innovative strategies to level the playing field. Organisations and individuals can do more to ensure equitable opportunities for all employees, regardless of their location.
“One approach is the implementation of a structured performance framework, including evaluations and promotion criteria that prioritise objective measures of success over subjective assessments influenced by proximity. By establishing clear, transparent guidelines for advancement, organisations can mitigate the influence of bias and create a meritocratic culture where talent and achievements are recognised and rewarded, irrespective of where an individual is based.
“Organisations are expected now to make data-driven decisions, and in a talent-scarce market, effective performance management can shine a light on hidden talent within your organisation. This can inform your succession strategy. Good succession management is good business management.
“Furthermore, leveraging technology to facilitate meaningful connections and collaboration across distributed teams is essential in bridging the gap created by physical distance. Virtual communication tools, project management platforms and regular virtual meetings can foster a sense of inclusivity and ensure that remote workers are actively engaged and visible within the organisation.”
How can employees avoid this issue?
“In addition to organisational initiatives, individuals can also take proactive steps to overcome proximity bias by actively seeking opportunities to showcase their talent. For example, by offering to be a mentor, support new team members or get involved in crossfunctional projects. By proactively advocating for themselves and demonstrating their value, remote workers can elevate their visibility within the organisation. The new approach to performance experience and development emphasises the importance of individuals also taking ownership of their own performance and development.
“Addressing proximity bias in the most effective way requires a dual approach from organisations and employees. By embracing a culture of inclusivity, transparency and meritocracy, businesses can unlock the full potential of their diverse talent pool. This will help drive sustainable growth and innovation in a continuously evolving world of work.”
Do you have any closing comments to share?
“The world of work continues to evolve. Change is the new constant, and social issues continue to spill into the boardroom. Ibec’s HR Leadership Summit takes place on October 23 with the theme, ‘Sustaining Success’. We will unpick the multiplicity of issues impacting workplaces including AI integration, employee experience, employee voice and HR redesign (www.ibec.ie/connect-and-learn/events/upcoming-events/2024/ ibec-hr-leadership-summit-2024/general-details).
“Due to unprecedented demand last year, our event sold out –don’t miss this opportunity and book now and to help us shape the future of HR leadership to make a lasting impact in your organisation.”
Suppliers of a wide range of raw materials/blending services to the pharmaceutical, biopharma and medical device industries
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Utilising the most energy efficient technologies and assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated Insulation and a wealth of application knowledge to our clients.
Utilising the most energy efficient technologies and assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated Insulation and a wealth of application knowledge to our clients.
Utilising the most energy efficient technologies and assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated Insulation and a wealth of application knowledge to our clients.
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SPECIALIST REFRIGERATION ENGINEERING
Utilising the most energy efficient technologies and assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated
Utilising the most energy efficient technologies and assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated
We can provide the best tailor made cooling
We can provide the best tailor made cooling
We can provide the best tailor made cooling
We can provide the best tailor made cooling
We can provide the best tailor made cooling
SPECIALIST REFRIGERATION ENGINEER
Utilising the most energy efficient technologies and assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated Insulation and a clients.
Utilising the most energy efficient technologies and assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated Insulation and a clients.
Utilising the most energy efficient technologies and assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated Insulation and a clients.
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We can provide the best tailor made cooling
With a vast knowledge of the refrigeration industry and the Pharmaceutical sector in particular, we are the first choice for our large client base when it comes to servicing, maintaining, and replacing all equipment from large capacity chillers to medical storage cabinets and temperature control systems.
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PRODUCTS & SERVICES
assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated wealth of application knowledge to our
With a vast knowledge of the refrigeration industry and the Pharmaceutical sector in particular, we are the first choice for our large client base when it comes to servicing, maintaining, and replacing all equipment from large capacity chillers to medical storage cabinets and temperature control systems.
With a vast knowledge of the refrigeration industry and the Pharmaceutical sector in particular, we are the first choice for our large client base when it comes to servicing, maintaining, and replacing all equipment from large capacity chillers to medical storage cabinets and temperature control systems.
assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated wealth of application knowledge to our
assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated wealth of application knowledge to our
Site survey & system recommendation Supply, installation & commissioning Project management Energy Saving Packages
assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated wealth of application knowledge to our
With a vast knowledge of the refrigeration industry and the Pharmaceutical sector in particular, we are the first choice for our large client base when it comes to servicing, equipment from large capacity chillers to medical storage
Site survey & system recommendation Supply, installation & commissioning Project management Energy Saving Pack
• Monitoring Systems
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• Site survey & system recommendation
Site survey & system recommendation Supply, installation & commissioning Project management Energy Saving Pack
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• Supply, installation & commissioning
Utilising the most energy efficient technologies and assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated Insulation and a wealth of application knowledge to our clients.
• Site survey & system recommendation
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• Supply, installation & commissioning
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• Plant service and maintenance
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• Site survey & system recommendation
Unit 26
• Supply, installation & commissioning
• Project management
With a vast knowledge of the refrigeration industry and the Pharmaceutical sector in particular, we are the first choice for our large client base when it comes to servicing, maintaining, and replacing all types refrigeration equipment from large capacity chillers to medical storage cabinets and temperature control systems.
• Supply, installation & commissioning
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• Plant service and maintenance
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• Site survey & system recommendation
• Energy Saving Packages
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assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated wealth of application knowledge to our
With a vast knowledge of the refrigeration industry and the Pharmaceutical sector in particular, we are the first choice for our large client base when it comes to servicing, equipment from large capacity chillers to medical storage
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With a vast knowledge of the refrigeration industry and the Pharmaceutical sector in particular, we are the first choice for our large client base when it comes to servicing, maintaining, and replacing all types refrigeration equipment from large capacity chillers to medical storage cabinets and temperature control systems.
With a vast knowledge of the refrigeration industry and the Pharmaceutical sector in particular, we are the first choice for our large client base when it comes to servicing, maintaining, and replacing all types refrigeration equipment from large capacity chillers to medical storage cabinets and temperature control systems.
• Monitoring Systems Plant service and maintenance
• Supply, installation & commissioning
Utilising the most energy efficient technologies and assisting our clients to be fully compliant with the current legislative and environmental guidelines. We provide a complete solution of Mechanical Equipment, Fire Rated wealth of application knowledge to our
With a vast knowledge of the refrigeration industry and the Pharmaceutical sector in particular, we are the first choice for our large client base when it comes to servicing, equipment from large capacity chillers to medical storage
With a vast knowledge of the refrigeration industry and the Pharmaceutical sector in particular, we are the first choice for our large client base when it comes to servicing, equipment from large capacity chillers to medical storage
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With a vast knowledge of the refrigeration industry and the Pharmaceutical sector in particular, we are the first choice for our large client base when it comes to servicing, equipment from large capacity chillers to medical storage
With a vast knowledge of the refrigeration industry and the Pharmaceutical sector in particular, we are the first choice for our large client base when it comes to servicing, types refrigeration equipment from large capacity chillers to medical storage
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Soltec: Safe and Sustainable Waste Management Solutions
Soltec’s growth in capacity facilitates the pharmaceutical industry to manage waste locally and sustainably.
As part of Ireland’s commitment to the UN Sustainable Development Goals, there is an urgent need to provide environmentally sound solutions for the treatment of hazardous waste. Data produced by the Environmental Protection Agency indicates that 57% of hazardous waste produced in Ireland is being transported for treatment outside of the country.
The pharmaceutical industry is increasingly seeking innovative ways to manage waste, locally and sustainably. In light of this growing demand from the pharmaceutical sector, Soltec embarked on an ambitious investment programme in 2016. This culminated in the recent opening of the company’s €6 million state-of-the-art treatment facility, increasing their capacity to treat hazardous waste by 500%.
Key to Soltec’s mission is to provide clients with innovative, sustainable and cost-effective methods of waste management. Their recovery and recycling processes ensure the continued use of these materials within the economy. This supports their clients’ ability to achieve their own sustainability goals and contributes to their commitment to the circular economy. With over 30 years’ experience, Soltec are leaders in the Irish hazardous waste industry.
Sustainable Solutions for the Circular Economy
Over 90% of the waste Soltec accept from the pharmaceutical industry is recovered and recycled into new products. They produce a range of recycled solvent products using their on-site distillation process. Soltec also generate industrial fuels from waste solvents, which are then used
as low-carbon fuel alternatives in the cement industry. Their annual recovery rate equates to 4,597 tonnes of net carbon savings. Further underpinning the company’s commitment to sustainability, 70% of the electrical energy expended in the treatment and recovery of waste at their facility is generated from their extensive solar array.
450 Different Types of Waste
Soltec have the capacity to accept and treat 469 different categories of hazardous and non-hazardous materials. Their technical team will assess and collect your waste materials, ensuring full compliance with ADR regulations, EPA licence requirements and waste collection permit regulations.
Soltec’s Dangerous Goods Safety Advisors will conduct an on-site assessment of your waste materials.
The waste which Soltec accept from the pharmaceutical industry includes:
• Waste solvents
• Laboratory chemicals
• Corrosive wastes (including acid and base materials)
• Waste aerosol cans Contaminated packaging
• Glycols and coolants Aqueous organic wastes
• Cutting fluids
• Waste oil
• Waste solvent wipes
• Personal protective equipment (PPE) Glues and adhesives
• Filter cakes
Commitment to International Best Practice
Soltec’s commitment to cost effective yet environmentally sustainable waste solutions is demonstrated through their state-of-art facilities, accreditations and compliance with national and international regulations. This includes:
• Two facilities licenced by the Environmental Protection Agency (licence ref P1093-01 and W0115-01);
• Facilities audited by large pharma and biomedical companies on a regular basis;
• Accredited to ISO9001 Quality Management Standard, ISO14001 Environmental Management Standard and ISO45001 Occupational Health and Safety Standard;
• ISO certified laboratory;
• 4,597+ tonnes of carbon reduction per year;
• Shortlisted for the 2022 Pakman Awards for Innovation in Waste Resource Products and Services.
At Soltec’s lab, they carry out an analysis of the safest and most sustainable method to treat your waste.
Providing sustainable solutions through recycling hazardous waste.
Securing cost-effective treatment options for our industry partners.
Reducing Ireland’s carbon footprint.
30 YEARS EXPERIENCE IN TREATMENT AND RECYCLING
IRELAND’S ONLY PROVIDER OF SOLVENT DISTILLATION SERVICES
SUSTAINABLE SOURCING: NCC
Strategies for Sustainable Sourcing in Biopharma
NCC have developed sustainability processes into all their actions with clients and suppliers, writes Paul Power, Biopharmaceutical Product Manager, NCC.
The importance of sustainable sourcing has become a key focal point for the BioPharma industry. Year on year, we have noticed an increasing focus on sustainability; what was once a discussion topic is now being actioned by many leading manufacturers. At NCC, we have been happy to assist our BioPharma customers on this journey. Using an established and trustworthy partner like NCC can ensure that raw materials are of pharma quality, sustainably sourced and delivered on time.
NCC have responded to these industry changes by identifying options for our customers that support their sustainability goals, while satisfying the quality and service requirements expected from a vendor in the pharmaceutical/BioPharmaceutical industry. While unique supply challenges often require unique solutions, below are some of the fundamental ways NCC have incorporated sustainability into our interactions with both clients and suppliers.
Sustainable Strategies
• Traceability and transparency: Implementing robust traceability systems ensures that our customers know exactly where their raw materials originate. This allows potential sustainability risks to be identified and
flagged. We provide complete supply chain maps for the products that we offer, so that our customers can review the environmental impact of particular supply chain routes and together we can work to reduce the impact.
• Partnerships with sustainable suppliers: Collaborating with a supplier focused on sustainability and customer requirements like NCC means having access to in-house sourcing expertise. We can assess vendors and provide a clear picture as to their sustainability mission, as well as their ethical business and labour practices. Working with NCC, BioPharma companies have a proactive partner that works on their behalf to encourage sustainability at every step when it come to sourcing raw materials.
• Dedicated team working on sustainability: Our dedicated sourcing, logistics and compliance departments works hand-in-hand with our customers and suppliers, as well as with the relevant regulatory bodies. We ensure that NCC and our customers have a clear picture on sustainability across an ever-increasingly complex network of customers and raw material manufacturers, facilitating our
customers’ sustainability targets across our wide supplier base.
Our Product Offering
At NCC, we take pride in sourcing competitive and high-quality BioPharmaceutical raw materials that our customers require, with an ever-increasing focus on sustainability. We offer a wide range of products, including:
• Biological Buffers
• Growth Factors
• Minerals & Nutrients
• Carbohydrates
• Amino Acids
• Peptones
With over 50 years of experience, NCC Pharma Services have unrivalled expertise with sourcing, procurement and delivery of quality raw materials. Working closely with trusted global manufacturers, our expanding portfolio of BioPharmaceutical products are designed for every phase of the production process, from upstream to downstream and formulation.
For further information contact Paul Power, Biopharmaceutical Product Manager, NCC. Call: +353 87 258 7491, email ppower@ncc.ie or visit ncc.ie
Biopharma production success starts with NCC
Working closely with trusted global manufacturers our portfolio of Biopharmaceutical raw materials is designed for every phase of the production process, from upstream to downstream and formulation.
At NCC we take pride in sourcing high-quality, sustainable and competitive biopharmaceutical raw materials that our customers require. Our range includes:
• Biological Buffers
• Growth Factors
• Minerals & Nutrients
• Carbohydrates
• Amino Acids
• Peptones
With over 50 years of experience, NCC Pharma Services has unrivalled expertise with sourcing, procurement, and delivery of quality raw materials.
To learn more contact Paul Power, Biopharmaceutical Product Manager:
T. +353 87 258 7491
E. ppower@ncc.ie
W. ncc.ie
Guaranteed Irish Celebrates 50 Years
2024 sees Guaranteed Irish celebrating 50 years of supporting businesses in Ireland.
Guaranteed Irish is celebrating 50 years supporting homegrown and international businesses who base themselves in Ireland, offering quality jobs and giving back to their communities. The not-for-profit organisation has over 2,000 members across a number of sectors, including the Pharmaceutical and Medical Device industries.
The annual turnover among members is estimated at €14.2 billion and globally at €52.27 billion. Guaranteed Irish host a full calendar of annual events, including workshops, expert panel discussions, networking opportunities, roundtable talks & more.
Guaranteed Irish Pharmaceutical Forum
The Guaranteed Irish Pharmaceutical Forum, sponsored by MSD, took place earlier this year where insights were shared around the theme of ‘Innovation in the Community – Positioning Ireland to Deliver Best Patient Care’. Colm Burke TD, Minister of State with responsibility for Public Health, Wellbeing and the National Drugs Strategy, and an industry leading lineup discussed pressing issues for the industry, whilst Angela Clayton-Lea, Acting CEO of Cancer Trials Ireland, gave an informative presentation. Many events like this are offered for Guaranteed Irish members to network, do business with each other and foster the ecosystem that membership allows.
The Pharmaceutical industry is a significant employer, with up to 40,000 people working in the sector in Ireland,
making it a cornerstone of the Irish economy. Ireland has a good reputation for manufacturing, but there is an enhanced focus on Research & Development, to position Ireland and Europe as an alternative to China and the US. Guaranteed Irish is committed to lobbying for members and plays an important role in promoting Ireland and facilitating networking opportunities for like-minded industry experts and leaders to share ideas and create new key relationships.
The 2024 Guaranteed Irish report, conducted by Red C research, outlines the economic impact of the membership organisation, with 80% agreeing that by buying from Guaranteed Irish businesses, they are promoting a sustainable economy.
The report also highlighted the value of the symbol, with 81% stating that Guaranteed Irish stands out from other brands in its support for Irish jobs, community and the eco system it provides members. 91% of consumers agree that by buying from Guaranteed Irish businesses, they are supporting local jobs.
Win a €50,000 Communications Campaign
To mark its 50th anniversary, Guaranteed Irish is giving one lucky company who employs 50+ people the chance to win a €50,000 Communications campaign.
Welcoming the new initiative, Bríd O’Connell, CEO of Guaranteed Irish, said, ‘‘The 50-50-50 competition offers the chance
for one lucky business with 50 employees or more to win this fabulous prize, a PR communications campaign worth €50,000, which covers a host of platforms, including national & regional radio, TV, print and digital. The competition is open to licensed members of Guaranteed Irish in 24/25.”
For more information, visit www.guaranteedirish.ie or scan QR code:
The Guaranteed Irish Pharmaceutical Forum, sponsored by MSD, was themed ‘Innovation in the Community – Positioning Ireland to Deliver Best Patient Care’.
Bríd O’Connell, CEO of Guaranteed Irish.
Liquiphant: Perfect Fit for Hygienic Applications
The latest generation of Liquiphant devices are ready for Industry 4.0; the Liquiphant FTL63 is ideally suited for applications with hygienic requirements.
Developed as a new measuring principle for customer challenges in the 1980s, the Liquiphant has been installed more than eight million times worldwide.
The Liquiphant FTL51B can be used as an all-rounder in all pumpable liquids for point level detection. The Liquiphant FTL62 scores with its coatings when used in aggressive liquids. At high process temperatures of up to 280°C (536°F), the Liquiphant FTL64 is the preferred measuring instrument due to a special high-temperature design. The portfolio is now completed with the Liquiphant FTL63 - the perfect choice for the food and Life Sciences industries due to its hygienic design.
Expertise in Hygienic Applications
The Liquiphant FTL63 is ideally suited for use in hygienic applications. The all-metal sensor meets the highest requirements for robustness, as well as hygienic design (3-A certified and ASME-BPE compliant), making the device reliable and nearly maintenance-free in operation. The completely welded sensor concept guarantees cleanability in the process (CIP/SIP) and thus ensures efficient operation.
The point level switch can be put into operation in a few minutes without adjustment to the respective medium. The Liquiphant FTL63 switches reliably even where other measuring principles reach their limits, e.g. due to changes in conductivity or dielectric constant build-up, foam, turbulence or air bubbles. Therefore, the technology of the Liquiphant is ideal for replacing float switches, capacitive or optical sensors and also meets the current requirements for Industry 4.0.
Digital Potential
Migration to Industry 4.0 requires sensors that provide relevant data to trigger process optimisation and efficiency gains. In the Technology
The Liquiphant FTL63 allows operators to communicate with the sensor via Bluetooth Technology and the SmartBlue-App from Endress+Hauser.
The Benefits of the New Liquiphant FTL63:
• Universal use in all pumpable liquids without adjustment to the media’
• Easy commissioning (Plug & Play);
• High process and product safety thanks to certified hygienic design (3-A, EHEDG, ASME BPE); Proven material compliance and traceability (e.g. EC1935/2004, FDA und cGMP);
• Continuous diagnostics as well as traceable and documented ondemand verification without process interruption thanks to Heartbeat Technology;
• Minimised maintenance effort: function test via test button or magnetic pin;
• Intuitive operation via Bluetooth Technology as well as optical process status indication via LED module; Efficient operation due to cleanability in the process - CIP/SIP.
Roadmap: ‘Process Sensors 4.0’, NAMUR calls for an additional, mobile way of communicating with the sensor. This information is used for predictive maintenance and process optimisations. Furthermore, additional product information, such as manuals or certificates, is available online on-site at any time.
The latest generation of the Liquiphant offers multiple ways to clearly know your process status. The first is ultra-bright LEDs that indicate switching status. The Liquiphant FTL63 also allows operators to communicate with the sensor via Bluetooth technology and the SmartBlue-App from Endress+Hauser. The app makes all product and diagnostic data easily available, particularly in the case of installation locations that are difficult to access. The diagnostic function of the Heartbeat Technology can be accessed via the SmartBlue-App as well.
In addition to current device diagnostics, Heartbeat Technology enables guided verification at the push of a button from the control room. Verification sets the foundation for predictive maintenance through frequency monitoring. By performing the verification, a trend can be detected, which then gives an indication of corrosion or build-up on the sensor. As a result, plant shutdowns can be prevented, and plant availability can be increased. Verification is carried out via the SmartBlue-App directly from the control room without removing the device or interrupting the process, and is completed with an automatically generated, traceable verification protocol.
For further information, please visit https://eh.digital/3Vl4swp
Building Resilient Healthcare Supply Chains
Seamus Keane, National Business Development Manager, Kuehne+Nagel, explains the vital role of digital solutions in resilient healthcare supply chains for the transport of highly sensitive medications.
In the complex world of modern healthcare, a world in which increasingly sophisticated biologic drugs are becoming ever more dominant, logistics service providers play a crucial role in ensuring that highly temperature-sensitive drugs are transported from their high specification manufacturing environments to patients in a timely manner, without risk of product integrity-damaging deviations along the way.
Kuehne+Nagel, one of the world’s leading logistics companies, with a 130-year history in connecting people with essential products, have been working tirelessly over the past 10 years to develop their own quality label, HealthChain, to specifically address the challenges of transporting highly sensitive medications. Customers shipping their healthcare products through Kuehne+Nagel’s network of over 270 HealthChain certified locations benefit from a new level of quality-based logistics services, built on a global quality management system and innovative technology.
Information technology experts working at Kuehne+Nagel’s tech hubs in Porto, Hamburg and Tallinn develop and constantly improve the digital tools that make the quality standards promised by the HealthChain label possible. Within the rapidly changing and increasingly uncertain global logistics environment, hazard identification, risk assessment and mitigation are fundamental requirements when planning a shipment route.
The PESTLE Effect
Using real-time PESTLE (political, economic, social, technological, environmental, and legal) data, Kuehne+Nagel’s digital risk assessment tool, based on the international council for harmonisation of technical requirements for pharmaceuticals in human use risk management (ICH Q9) methodology, can optimise transportation processes, and thus lead to a reduction in quality and distribution issues associated with PESTLE factors.
All of Kuehne+Nagel’s critical healthcare shipments are managed by HyperCare teams, using IoT (internet of things) sensors to track shipment location and temperature around-the-clock.
As more and more data are stored in the cloud, allowing closer connections with customers and suppliers, the shipment data sets available to the tool become ever more detailed, enabling an increasingly accurate digital twin to be used when planning future shipments.
Maintaining Product Integrity
It is not enough just to select and move healthcare shipments along the most optimal transportation route; product integrity must be preserved at all times. Once again, technology provides a solution. All of Kuehne+Nagel’s critical healthcare shipments are managed by HyperCare teams. Using IoT (internet of things) sensors, shipment location and temperature are tracked around-the-clock, and the HyperCare teams intervene at the first sign of deviation from the expected plan, whether this is a flight delay, an unexpected temperature change or simply a traffic jam. Customisable dashboards give customers full visibility of their shipments.
In the event that something unforeseen does occur during transit and a detailed CAPA (corrective action preventive action) plan is required, it is possible to digitally reconstruct the shipment in order to identify the precise location, prevailing weather conditions and time of, for example, a temperature excursion. This data is then fed into the digital tool and contributes to the success of future shipments.
At the end of every healthcare supply chain, there is a patient; resilience is not an option, it is a must, and digital solutions are essential in guaranteeing this resilience.
Seamus Keane, National Business Development Manager, Kuehne+Nagel.
Kuehne+Nagel’s network of over 270 HealthChain certified locations offers clients a new level of quality-based logistics services, built on a global quality management system and innovative technology.
For when it matters the most Contact our Healthcare Logistics experts to learn more: ireland.sales@kuehne-nagel.com healthcarelogistics.kuehne-nagel.com
Healthcare Logistics
A vast global network of over 270 HealthChain quality certified, fully GxP compliant Air, Sea, Road, and Contract Logistics locations that you can trust to safeguard the integrity of your Healthcare product.
Unlocking Efficiency: Data Acquisition & Automation with Bonner
The industrial landscape is undergoing a digital revolution, and Bonner are working closely with clients, providing essential tools to prevent inefficiency and maximise productivity.
The team at Bonner understand the challenges faced by Life Sciences and manufacturing facilities still relying on manual processes and isolated data. These siloed methods limit real-time insights, reducing optimisation efforts and fuelling costly inefficiencies.
Transforming Data into Actionable Insights
Bonner enable you to unlock the true potential of your data. With systems that provide you with real-time and post-recording visualisation and analysis, turning raw data into user-friendly, actionable insights that allow you to drive data decision making and business growth.
Why Upgrade & Automate?
• Streamline Workflows: Identify and eliminate bottlenecks to ensure smooth production runs and plant-wide integrations.
• Maximise Equipment Uptime: Improve area efficiency and minimise production losses, ultimately boosting Overall Equipment Effectiveness (OEE).
• Predictive Maintenance: Implement strategies to address potential problems before they arise, ensuring uninterrupted operations.
• Data-Driven Manufacturing: Using acquired data, detailed BI reporting can be integrated to assist with Enterprise, ESG and Cyber security reporting and alert requirements.
Bonner specialise in implementing systems that seamlessly integrate with your existing infrastructure.
Bonner specialise in implementing systems that seamlessly integrate with your existing infrastructure. Indeed, their expertise extends beyond data acquisition and includes:
• Advanced SCADA Systems: Centralised monitoring and control for enhanced operational oversight;
DCS and MES Implementations: For more complex operations, these systems enhance efficiency, safety, and quality control, particularly in manufacturing facilities.
A Proven History of Success
For over four decades, Bonner have been trusted partners for businesses seeking digital transformation. “Our commitment to our clients goes beyond compliance; we work to ensure you achieve peak efficiency, exceptional product quality, and a future-proof, digitised factory floor,” notes Patrick Bonner, Managing Director.
Speak to the team at Bonner about data acquisition and automation processes and start your business transformation journey today.
The Hidden Potential: Recycling Complex Industrial Waste
Indaver continue to create innovative and sustainable solutions for complex industrial waste to help the transition to a circular economy.
For their large industrial pharmaceutical, chemical, technology and environmental customers across Europe, Indaver manage millions of tonnes of waste per year. They perfectly understand the waste needs of their customers. Through their unique set of assets, systems and experienced personnel, Indaver guarantee their industrial customers that their waste will always be managed and treated in line with the highest safety standards and in compliance with the strictest environmental standards.
Indaver have accumulated decades of expertise and hands-on experience in developing sustainable solutions for the management and treatment of various complex waste streams. They advocate for the shift from a linear economic model to a circular one, where extracting value from waste plays a crucial role. Indaver put this into practice through continuous investment in treatment facilities and technologies for the industry which enable maximum recovery of materials and energy from waste. Indaver’s facilities in Co. Meath and Aberdeen, Scotland, are excellent examples of this. A proactive approach substantially reduces CO2 emissions at various points along the chain.
With sustainable solutions for the treatment of complex wastewaters, solvent recycling, the recovery of precious metals from liquid waste and recycling end-of-life plastics, Indaver confirm their key role in the transition to a climate-neutral and safe circular economy.
Innovative Treatment of Complex and Toxic Wastewaters
Global water scarcity, industrial discharge with micropollutants and the resulting increasingly stringent discharge limits in regulations ensure that reuse of treated water and recovery of valuable materials
is urgent. In order to offer innovative solutions, Indaver recently took over the Belgian-based scale-up Inopsys. The company, with an R&D lab in Antwerp, develops, builds and manages via the Design-BuildFinance-Operate-Maintain (DBFOM) principle ‘on site’ solutions for processing non-recyclable water, solvent and waste streams from pharmaceuticals, chemicals and fine chemicals processes. These side or by-product streams often contain on the one hand contaminants such
The NESS Energy Project in Aberdeen is an energy from waste facility capable of processing 150,000 tonnes of municipal solid waste every year, generating electricity which is sent to the national grid.
INDAVER CONTRIBUTES TO YOUR CLIMATE OBJECTIVES. IN SUSTAINABLE PARTNERSHIP
As an industry leader, you want to limit your environmental impact as much as possible. A reliable partner for your waste management can contribute to this. Thanks to our focus on the circular economy, recovering valuable materials and energy from your waste, we help you achieve your sustainability goals. Safe & circular.
Not yet a partner? Contact us:
THANKS TO 35 YEARS OF KNOW-HOW AND INNOVATION. YOUR
WASTE MANAGEMENT: INDAVER
as toxic organic substances, like Pfas, and on the other hand valuable materials such as precious metals and solvents.
The technology, developed by Inopsys, enables Indaver to purify water and/or solvents at the customer's site, recover valuable components and avoid transport to a final external treatment plant. In this way, Indaver make the industry more independent in their search for high-quality materials.
Indaver Solvents: Recycling of Solvents and Production of Fine Chemicals
The treatment and recycling of organic solvents is an important topic in the chemical and pharmaceutical industry as large amounts of solvents are generated annually. In most cases, solvents require strict hazardous waste management. Recycling and recovering solvents has large ecological benefits. High-quality solvents are valuable and in most cases, are suited for material recycling applications. Low-quality solvents, on the other hand, have no added value as material, but can be recovered to use as an alternative fuel for thermal treatment, so these are suited for energy recovery application. For both high and low quality solvents, Indaver have the right recycling and recovery solutions and installations.
As a full waste management specialist, Indaver, and more specifically their branch ‘Indaver Solvents’, offer a comprehensive in-house solution for your waste and recycling requirements. Technologies such as pervaporation, fractionation and distillation provide large-scale solutions for solvent recycling. This, combined with bespoke fine chemicals manufacturing, provides a holistic end-to-end provision for hazardous waste, recycling and molecular development.
‘Indaver Solvents’ broadened the company’s focus into solvent recycling activities, bringing high-quality chemicals to the European market. Their solvent recycling facilities in Middlewich in the UK and in Antwerp, Belgium, serve the industry across Europe.
Investing to Reduce Carbon Footprint
Precious metals such as palladium, rhodium and ruthenium are very scarce in Europe. Mining them is carbon-intensive, with ~25 tonnes CO2 per kilo of palladium. Therefore, it is ecologically and economically beneficial to recover precious metals. At their site in Antwerp, Indaver offer a circular solution to recover precious and scarce precious metals from a wide variety of fluids, such as aqueous and organic streams with varying components e.g. sediment, low pH, high chlorine content or thermally unstable substances.
In this way, Indaver offer the industry a constant and sustainable supply of secondary raw materials. Thanks to the installation of a
Indaver’s Plastics2Chemicals (P2C) project in the Port of Antwerp will recycle 65,000 tonnes of end-of-life plastics annually (note: EoW = End of Waste).
new filtration unit, they are reducing their CO2 emissions and making processing more cost and energy efficient. Indaver’s sustainable and safe solutions make the European industry stronger, more competitive and more independent. Thus, Indaver contribute concretely to the circular economy.
Recycling of End-of-Life Plastics into Base Chemicals
Indaver’s Plastics2Chemicals (P2C) project in the Port of Antwerp will recycle 65,000 tonnes of end-of-life plastics annually. P2C will recycle polyolefins and polystyrene in high quality feedstock fit for further processing towards food grade plastic packaging. For this packaging, once it is discarded as waste, Indaver have developed a chemical recycling technology. In this process, the plastics are broken down into smaller hydrocarbon chains. This produces base chemicals as a pure end product for the petrochemical and chemical industry. The investment project, worth €100 million, fits in perfectly with Indaver's vision for a sustainable circular economy. In time, P2C will lead to an annual saving of around 225,000 tonnes of CO2 and create jobs for around 60 people.
Waste-to-Energy: Production of Green and Reliable Energy
Energy is what drives our generation. It allows families and businesses to thrive, but unfortunately we can’t just magic up this energy. It is irrefutable that fossil fuels are finite and are contributing to global warming, and it is now more important than ever to develop the desperately-needed, sustainable green alternatives our planet craves. Indaver make sure that not one single joule of waste is lost. Their waste-to-energy plants in Belgium, Ireland and the Netherlands generate an enormous amount of heat during the treatment of non-recyclable waste. This heat, this vital energy, is given back to society in the form of electricity or steam.
An example project is the heat network in the Port of Antwerp. In February 2024, the ‘Antwerp North Heat Network’ was officially launched. Indaver inaugurated this first open access network in Belgium in the Port of Antwerp (BE) in collaboration with her partner, Port of Antwerp-Bruges. The pipeline network delivers carbon-free energy from the residual heat of Indaver's rotary kilns, where industrial waste is thermally treated, to companies. The first company to connect was Boortmalt’s largest malting plant in the world, some 10km from Indaver's site in Antwerp. By utilising residual heat, Boortmalt saves an amount of natural gas equivalent to the annual consumption of approximately 10,000 Antwerp households.
In February 2024, the ‘Antwerp North Heat Network’ was officially launched, delivering carbonfree energy from the residual heat of Indaver’s rotary kilns to companies.
SSPC: 15 Years of Impact
The SSPC research centre, headquartered in University of Limerick, is celebrating 15 years of providing world-leading pharma research and talent development via unique academic-industry partnerships.
SSPC, the Science Foundation Ireland (SFI) Research Centre for Pharmaceuticals, is widely regarded as a world leader in pharma research and talent development. SSPC has established a globally unique academic-industry partnership. Through advanced technical expertise in pharmaceuticals and BioPharmaceutical related topics, SSPC can inform and advance multiple stages of the development journey of small molecule, biologics and advanced therapies. Now in its fifteenth year, SSPC is committed to providing a platform for collaboration among all stakeholders and is truly a global organisation, with 41% of all collaborative industry research through global sites.
SSPC’s Scientific Director Professor Damien Thompson, a world leader in molecular modelling of sustainable materials, says that the centre’s agility and pioneering research in data-driven materials and process development are key to its success.
“Our goal is to ensure that Ireland remains a leader in pharmaceutical research and development by delivering new science that addresses patient needs,” he notes. “Our researchers are providing new opportunities for patient treatment utilising digital health, AIdriven materials development, precision medicine and nanomedicine.”
The centre has achieved remarkable success in helping to develop innovative medicines, deliver new treatments to patients, and creating PhD researchers for the Irish pharmaceutical industry. It has also made
significant strides in understanding and addressing many diseases.
SSPC has more than 80 investigators and over 120 PhD researchers based across Ireland in nine higher-education institutes (HEIs) and its host University of Limerick (UL). Its industry-guided platform has to date led to collaborative projects with 46 companies globally.
SSPC has welcomed no fewer than 10 new partners in the last year, bringing the total current membership to 52 industry members.
The funding value of NE-NC this year is €9.8 million. SSPC shows participation in 45 NE-NC collaborative research applications, involving 90 HEIs, 30 research organisations, 65 industry partners (SMEs and MNCs) and 25 societal partners. These partnerships span 25 countries within the EU and beyond (USA, UK, and Norway etc.). Its industrial collaborative research projects have significant global reach, with 41% of active projects through global sites, and 40% of SSPC industry members engaging through their global sites and Irish sites.
SSPC launch phase two of project to innovate Protein A Resin Reuse
SSPC and partners Pfizer, Eli Lilly, Janssen, BMS and MSD are working
Professor Damien Thompson, SSPC Director.
Dr Sarah Hayes, COO, SSPC.
together on phase two of a partnership to address the growth in the protein A resin market, led by Professor Sarah Hudson, University of Limerick. The project addresses challenges that are shared across the BioPharmaceutical manufacturing sector, including the rising need for early diagnosis of chronic diseases, the growing demand for drugs in the development of vaccines and therapeutics (specifically proteins called antibodies), and an increase in R&D investments in pharmaceutical companies. For more information, visit: sspc.ie/sspc-launch-phase-two-projectaddressing-the-growth-of-protein-aresin-market/
Societal impact
By addressing societal pharmaceutical impacts, SSPC requires a multi-faceted approach that encompasses safe medicines, accessibility, participatory health research and a disease-agnostic perspective. By prioritising these aspects collectively, SSPC is working towards building healthier communities worldwide, while tackling global health challenges effectively.
An example is the recently funded project called OptiViVax: To Optimise a Vaccine for Plasmodium Vivax Malaria. Dr Anne Moore and Dr Sonja Vucen, University College Cork, are partnering with an international consortium for OptiViVax. Plasmodium vivax is the most widespread human malaria-causing pathogen, with 2.5 billion people living at risk in Africa, South America, Oceania and Asia. Over the next five years, OptiViVax, a newly created consortium across academia and industry, will build on exciting breakthroughs in malaria research to integrate state-of-the-art advances in parasite immunology, vaccine design and innovative pre-clinical and clinical studies, to develop next-generation vaccines with increased efficacy against the P. vivax parasite. For more information, visit: sspc.ie/optivivax-optimising-a-highefficacy-vaccine-for-plasmodium-vivaxmalaria/
Advancing Talent
SSPC is the largest producer of PhD graduates for the BioPharma sector in Ireland and one of the top ranked producers globally. SSPC has graduated over 120 researchers to date, with 69% of the PhD cohort now employed by industry. One of the key drivers facilitating the high number of transitions to industry is the SSPC PhD industry placement programme, which brings students into the industrial environment for a three-month placement aligned with their research area.
“Our research impacts society by improving and advancing the sustainable production and the availability of medicines
globally,” explains Dr Sarah Hayes, SSPC COO. “Talent is a particular focus point and with a dedicated team of highly skilled professionals, we are nurturing and developing the brightest minds in pharmaceutical research.”
SSPC has many training networks, and one outstanding example is the award winning EPSRC-SFI Centre for Doctoral Training (CDT) in Transformative Pharmaceutical Technologies, led in Ireland by Professor Anne Marie Healy at Trinity College Dublin.
Future pharmaceutical skills requirements are becoming increasingly demanding, requiring a flexible and agile workforce. The CDT aims to develop the holistic skillset required for graduates to be future research and industry leaders in both research-intensive and manufacturing industry environments. The CDT equips doctoral scientists in Ireland and the UK to drive innovation in the pharmaceutical and healthcare sectors. For more information, visit: sspc.ie/epsrc-sfi-centre-for-doctoraltraining-cdt-in-transformativepharmaceutical-technologies/
Ireland is one of the leading countries in the world when it comes to pharmaceuticals. With a high number of
PhD-level professionals, Ireland has been able to develop innovative products and services that have helped the country become an industry leader. 25% of all PhDs nationally are employed in the BioPharmaceutical sector and SSPC is the largest producer of PhD graduates in this sector in Ireland. SSPC’s alumni network is a testament to the exceptional education and opportunities provided by the centre. SSPC graduates have gone on to make significant contributions in various corners of the world.
With a high number of PhD-level professionals, Ireland has been able to develop innovative products and services that have helped the country become an industry leader. SSPC stands out through its focus on advancing talent, pushing beyond state-of-the-art science, impactful industry partnerships, international engagement, and societal impact.
Pictured at the launch of the second phase of an SSPC resin project at the BPCI Conference, are (l-r): Aisling Arthur, SSPC Industry Engagement Manager; Matt Moran, retired Director of BioPharmaChem Ireland; Dr Sarah Hayes, SSPC COO; Professor Damien Thompson, SSPC Director; and (seated); Professor Sarah Hudson, project lead, and Professor Philip Nolan, Director General, Science Foundation Ireland.
Adopting Automation: Safe and Healthy Work in the Digital Age
The
European Agency
for
Safety
and Health at
Work
(EUOSHA) is running
a 2023-2025 Europe-wide
Healthy Workplaces Campaign (HWC) to raise awareness of the implications of using digital technologies for safety and health at work.
If designed, implemented, managed and used in line with a human-centred approach, digital technologies can be safe and productive. As the use of these technologies at work continues to increase and their impact on work and workplaces is still not fully assumed, it is important to gain an understanding of how to fine-tune strategies that promote and protect workers’ safety and health.
The Growth of Advanced Robotics and AI-Based Systems
Traditional industrial robots began appearing in factories in the 1950s, but recent developments of advanced algorithms and AI-based systems have automated more and diverse tasks, both physical and cognitive. Machines can be used to automate tasks that are dirty, dull or dangerous, providing opportunities for improving occupational safety and health (OSH), while increasing productivity and transforming work. However, a number of challenges should be considered, too.
Adopting a Task-Based Approach
Tasks are a better unit of analysis when investigating the impact of automation potential. The task approach allows a more nuanced and detailed understanding of
which specific aspects of human work can be more easily automated. To that end, advanced robotics and AI-based systems are currently, in most cases, used to automate specific tasks of a job and not to replace humans by automating jobs.
The automation of physical tasks across a number of industries utilises AI to automate routine tasks, while sensors and actuators enable the identification of obstacles and allow stopping or redirecting movement. In logistics, robots are becoming increasingly autonomous, following pre-programmed routes, while being set up for collision avoidance. Such automated AI-based systems are used for loading and unloading containers, stationary and mobile piecepicking tasks and storage and delivery tasks.
The growing capacity of AI to perform cognitive tasks can impact a wide range of sectors in the short- and long-term, including in healthcare. Data-based processes in the medical field are being automated, providing support for decision-making, while higher cognitive tasks, such as diagnoses and treatment plans, are still carried out by skilled medical professionals. However, as this technology advances, such cognitive tasks could become less supervised.
Implications of Automation for OSH
Advanced robotics and AI-based systems create challenges and opportunities for OSH. The effects can be classified as physical, psychosocial and organisational. In addition to scientific research findings about potential challenges and opportunities, first-hand experience could provide further insight. To that end, EU-OSHA developed 16 case studies to illustrate the practical implementation of advanced robotics and AI-based systems and related challenges and opportunities for OSH. Each case study comes with implications specific to the specific scenario, but there are several repeatedly occurring OSH effects related to these technologies.
Physical workload reduction and physical health improvement are the main benefits of advanced robotics. The automation of physical tasks supports workers by avoiding long-term strain injuries, removing them from hazardous working environments, reducing their workload, eliminating exposure to dangerous substances and avoiding accidents. The improvement of cognitive workload and health is another benefit, along with upskilling and reduction of screen time. However, there are disadvantages too, with the drawbacks mainly psychosocial and
AUTOMATION
organisational, which should be addressed with the same attention given to the physical impacts. A common challenge is the fear of job loss within the workforce. In the case studies, this seems to prevail even with all companies stating that their intention is not to dismiss people but to move them into more fulfilling positions. Perceived job insecurity is related to risks of depression, anxiety and emotional exhaustion. While upskilling is an opportunity, the increased cognitive workload that it brings can be a challenge. Companies usually require workers to acquire new skills in a short amount of time, while adjusting their working routines. It can be difficult for some to adapt to this change.
Also, when AI-based systems are employed for social tasks, there are risks of depersonalisation and loss of social interaction between workers, clients, students and patients. Especially in the social field, most technologies cannot replace the complex layers of human interaction.
So What is Best Practice?
The case studies developed by EU-OSHA investigate the practical implementation of AI-based systems for the automation of physical and cognitive tasks and the use of intelligent cobots (collaborative robots) in the workplace.
They focus on the impact of these technologies on OSH and provide a better understanding of the drivers, barriers and success factors for the safe and effective implementation of these systems.
To ensure OSH for automation, companies should include the technology as early as possible in their OSH management. While including such systems is not so different from other procedures, some companies have noticed that this process can be timeconsuming, particularly during the initial
steps linked to OSH policy.
Before a cobot or AI-based system is integrated into a workplace, an OSH risk assessment should be carried out. There is a reported need for comprehensive risk assessment tools that reflect the abilities and limitations of today’s technologies. This needs to run in parallel with current legislation and norms, and enforcement authorities should adapt as well.
When OSH improvement is the main motivator, and adequate information is provided to workers in a clear and transparent way, automated systems are more effectively introduced into the procedures and accepted by employees. It is important to educate workers not only on how to use a machine but also on how it helps them, including information in training materials about the technology’s benefits. Especially in cases of automating secondary tasks, this approach might help in achieving greater acceptance, reducing negative psychosocial reactions and increasing productivity. To that end, a human-centred approach in the design and implementation of new automation could ensure performance and OSH improvements.
In addition, active steps need to be taken to prevent deskilling, not only to perform the task manually in case the technology malfunctions, but to understand the work process and make informed decisions. This counteracts the feeling of complete dependency on the system that could otherwise lead to a perceived loss of autonomy.
Data Privacy and Cybersecurity
Any AI-based system in the workplace should follow the latest privacy and data protection regulations. Companies should focus on the principles of consent, transparency, participation and accountability towards their employees to keep the loss of actual and
perceived privacy to a minimum.
With interconnected technology and data as a resource for some AI-based systems to improve their functionality, cybersecurity could become central. Some systems require additional safety and security measures depending on their use, given that cyber threats can also affect OSH.
For more information, visit https://osha.europa.eu
Automation at a Glance:
• Advanced robotics and artificial intelligence (AI)-based systems for the automation of tasks (both physical and cognitive) have entered sectors such as manufacturing, healthcare and education.
• Implications of these systems for occupational safety and health (OSH) are physical, psychosocial and organisational.
• Automation of tasks has significant benefits for OSH, since it can remove workers from dangerous work environments and reduce their cognitive workload.
• Psychosocial risks related to advanced robotics and AI can arise due to misplaced trust, a low level of acceptance, automation bias or fear of job loss.
• Early OSH management during implementation, early worker involvement, human-centred design and clear communication are effective tools to address OSH issues.
• OSH management should be adapted with new tools for risk assessment, while cybersecurity should be considered as well.
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Tap into our global network and over 35 years experience in sourcing specialised chemicals.
We understand your needs, we provide solutions, above all, we exceed your expectations.
Visit www.camida.com, email us at info@camida.com or phone us at +353-52-6125455.
