Workforce Reductions in Pharmaceuticals - Outsourcing, External Innovation and Collaboration Will Drive the Industry Forward
Publisher Name » GBI Research
Published Date » 2012-06-12
No. Of Pages » 54
GBI Research, the leading business intelligence provider, has released its latest research, Workforce Reductions in Pharmaceuticals Outsourcing, External Innovation and Collaboration Will Drive the Industry Forward. Job losses within the pharmaceutical industry are an on-going reality. In the light of this fact, this new report focuses on managing staff during the redundancy process and managing site closures. It also investigates future outlook for the industry and highlights where the best job opportunities lie.
The report is built using information from primary and secondary research including interviews with experts in the field.
GBI Research analysis shows that all of the biggest pharma companies have been looking hard at the way in which they invest in new product development. Although companies are adopting a number of different ways of tackling the problems they face, trends that emerge include a focus on emerging markets both in terms of increasing sales and R&D capabilities; an increasing trend towards outsourcing of different activities within drug discovery and development; and increasing reliance on products conceived externally to fuel company pipelines. In order to support innovation externally, companies are spinning out assets whilst retaining an equity stake and board membership, setting up incubators on company premises to support emerging new companies, supporting life science research through the development of innovation funds and venture capital groups to invest in early stage research and developing closer links with academia. Independent bioscience incubators also have a major role to play in supporting the life science community.
Scope
- Detailed statistics on job losses over the past decade and analysis of the affect of cuts on different job types in different companies.
- Discussion of strategies for improving workforce morale during the redundancy and site closure processes.
- Analysis of site closures across the globe and review of the sale and repurposing of ex-pharma R&D sites.
- Review of the new strategies being adopted by the pharma industry to fuel their future growth and success.
Reasons to buy
- Identify trends in workforce reduction through statistics and in depth discussion of underlying factors leading to the job cuts.
- Develop strategies for managing site closures or redundancies that will help to maintain workforce morale.
- Review the outcomes of site closures in different regions of the globe.
- Understand the ways in which the industry is evolving to meet the new challenges it faces, including greater reliance on external innovation and increased outsourcing.
- Find examples of successful life science incubators that support new companies in their early years and will help fuel the pharma pipelines of the future.
Table of Content
1 Table of Contents 5
1.1 List of Tables 6
1.2 List of Figures 7
2 State of the Pharmaceutical Industry - Job Cuts and Site Closures 8
2.1 Workforce Reduction 8
2.1.1 Workforce Reduction by Job Type 10
2.1.2 Site Closures 11
2.2 Drivers for Workforce Reduction 14
2.2.1 Mergers and Acquisitions 14
2.2.2 Approval Rates and R&D Expenditure 14
2.2.3 Growth of Generic Medicines 20
2.2.4 Personalized Medicine and Diagnostics 23
2.3 Future Outlook 23
2.3.1 R&D Budgets 23
2.1 Workforce Reduction 8
2.1.1 Workforce Reduction by Job Type 10
2.1.2 Site Closures 11
2.2 Drivers for Workforce Reduction 14
2.2.1 Mergers and Acquisitions 14
2.2.2 Approval Rates and R&D Expenditure 14
2.2.3 Growth of Generic Medicines 20
2.2.4 Personalized Medicine and Diagnostics 23
2.3 Future Outlook 23
2.3.1 R&D Budgets 23
3 Managing Staff During the Redundancy Process 25
3.1 Managing the Transition 25
3.1.1 Communicating with Employees Across the Organization 25
3.1.2 Employee Consultations and Redundancy Conditions 26
3.1.3 Supporting Employees during the Transition 28
3.2 Productivity Following Restructuring 29
3.2.1 Costs Associated with Restructuring Companies 29
3.2.2 Morale 30
3.3 Conclusions 31
3.1 Managing the Transition 25
3.1.1 Communicating with Employees Across the Organization 25
3.1.2 Employee Consultations and Redundancy Conditions 26
3.1.3 Supporting Employees during the Transition 28
3.2 Productivity Following Restructuring 29
3.2.1 Costs Associated with Restructuring Companies 29
3.2.2 Morale 30
3.3 Conclusions 31
4 Managing Site Closures 32
4.1 Site Redesign: Selling and Repurposing Sites 34
4.1.1 Selling to CROs: GlaxoSmithKlines Zagreb and Verona Sites 35
4.1.2 Case Study: Pfizers Ann Arbor Site 35
4.1.3 Case Study: AstraZenecas Lund and Charnwood Sites 35
4.1.4 Case Study: Pfizers Sandwich Site 36
4.2 Conclusion 36
4.1 Site Redesign: Selling and Repurposing Sites 34
4.1.1 Selling to CROs: GlaxoSmithKlines Zagreb and Verona Sites 35
4.1.2 Case Study: Pfizers Ann Arbor Site 35
4.1.3 Case Study: AstraZenecas Lund and Charnwood Sites 35
4.1.4 Case Study: Pfizers Sandwich Site 36
4.2 Conclusion 36
5 Planning for the Future 37
5.1 Emerging Markets 37
5.2 Outsourcing 39
5.2.1 Outsourcing by Big Pharma 39
5.2.2 Small and Specialist CROs 41
5.3 Spin-outs and Licensing 43
5.4 Hubs, Clusters and Life Science Incubators 45
5.4.1 Life Science Incubators 45
5.4.2 Big Pharma Bioscience Incubators 47
5.4.3 Pharmas Growth Close to Hubs and Clusters 48
5.4.4 Working with Academia 48
5.5 Employment Opportunities 49
5.6 Conclusion 49
5.1 Emerging Markets 37
5.2 Outsourcing 39
5.2.1 Outsourcing by Big Pharma 39
5.2.2 Small and Specialist CROs 41
5.3 Spin-outs and Licensing 43
5.4 Hubs, Clusters and Life Science Incubators 45
5.4.1 Life Science Incubators 45
5.4.2 Big Pharma Bioscience Incubators 47
5.4.3 Pharmas Growth Close to Hubs and Clusters 48
5.4.4 Working with Academia 48
5.5 Employment Opportunities 49
5.6 Conclusion 49
6 Appendix 51
6.1 Abbreviations 51
6.2 References 51
6.3 Methodology 53
6.3.1 Primary Research 53
6.3.2 Secondary Research 53
6.4 Contacts Us 53
6.5 Disclaimer 54
6.1 Abbreviations 51
6.2 References 51
6.3 Methodology 53
6.3.1 Primary Research 53
6.3.2 Secondary Research 53
6.4 Contacts Us 53
6.5 Disclaimer 54
List of Tables
Table 1: Workforce Reductions in Pharmaceuticals, Job Losses from Major Pharma Companies by Year (2007-2010) 9
Table 2: Workforce Reductions in Pharmaceuticals, Number of Employees in the Largest Pharma Companies (2005-2010) 9
Table 3: Workforce Reductions in Pharmaceuticals, Employees by Job Function: Novartis (2004 to 2010) 10
Table 4: Workforce Reductions in Pharmaceuticals, Employees by Job Function: GlaxoSmithKline (2004 to 2010) 10
Table 5: Workforce Reductions in Pharmaceuticals, Employees by Job Function: PhRMA Members 2008 and 2009 11
Table 6: Workforce Reduction in Pharmaceuticals, Examples of Pharma R&D Site Closures (2009-2011) 12
Table 7: Workforce Reduction in Pharmaceuticals, Examples of Manufacturing Site Closures (2007-2011) 13
Table 8: Workforce Reduction in Pharmaceuticals, Transition Probability at Each Stage of Clinical Drug Development 16
Table 9: Workforce Reduction in Pharmaceuticals, Loss of US Sales Revenues due to Patent Expiries ($m; 2010-2013) 20
Table 10: Workforce Reduction in Pharmaceuticals, Branded Drugs Patent Expiration Due in 2011 21
Table 11: Workforce Reduction in Pharmaceuticals, Branded Drugs Patent Expiration Due in 2012 21
Table 12: Workforce Reduction in Pharmaceuticals, Branded Drugs Patent Expiration Due in 2013 22
Table 13: Workforce Reduction in Pharmaceuticals, Comparison of Key Points of Collective Redundancy Laws in Major EU Countries 26
Table 14: Workforce Reduction in Pharmaceuticals, Outcomes Following Site Closures: Site Sales and Repurposing Activities 34
Table 15: Workforce Reduction in Pharmaceuticals, Big pharmas Core Facilities Located in China, India and Singapore 38
Table 16: Workforce Reduction in Pharmaceuticals, Mergers and Acquisitions of UK Start-up Life Science Companies in 2010 45
List of Figures
Figure 1: Workforce Reductions in Pharmaceuticals, Job Losses in the US Pharma Industry (2000 to 2010) 8
Figure 2: Workforce Reduction in Pharmaceuticals, FDA Approval Rates and R&D Expenditure, 2004 - 2010 14
Figure 3: Workforce Reduction in Pharmaceuticals, New Molecular Entity Applications to the FDA Centre for Drug Evaluation and Research, 1996-2010 15
Figure 4: Workforce Reduction in Pharmaceuticals, The Rising Cost of Drug Development 1975-2005 15
Figure 5: Workforce Reduction in Pharmaceuticals, Failure Rates According to Therapeutic Area in Phase II and Phase III/Submission 17
Figure 6: Workforce Reduction in Pharmaceuticals, Reasons for Increasing Failure Rates 18
Figure 7: Workforce Reduction in Pharmaceuticals, Increasing Complexity of Clinical Trials 19
Figure 8: Workforce Reduction in Pharmaceuticals, R&D Budgets of Leading Pharma Companies 2009-2011 (Predicted) 24
Figure 9: Workforce Reduction in Pharmaceuticals, Summary of Locations of R&D Site Closures (2009-2011) 32
Figure 10: Workforce Reduction in Pharmaceuticals, Summary of Locations of Manufacturing Site Closures (2007-2011) 33
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