Corporate Vision July 2017

18 CORPORATE VISION / July 2017 , Servier is an international pharmaceutical company, governed by a foundation and headquartered in Suresnes (France). With a strong international presence in 148 countries, a turnover of €4 billion in 2016 and amission to deliver therapeutic solutions to patients, it is fitting that the Director of Servier Laboratories Australia and NewZealand International Centre for Therapeutic Research (ICTR) was given both the Australian CEO Top 25 and, 2017’s Best Performing Pharmaceutical Company CEO awards. To celebrate these successes, we invited Director of the ICTR, Pedro Crisanto to reveal more about the firm’s work and his current senior job role. Leading by Example With a strong international presence in 148 countries and a turnover of € 4 billion in 2016, Servier employs 21,000 people worldwide today. Servier’s corporate growth is driven by their constant search for innovation in five areas of expertise: cardiovascular diseases, diabetes, cancers, immune-inflammatory diseases, and neurodegenerative diseases. Being completely independent, the group reinvests 25% of turnover in research and development and uses all its profits for growth. Pedro Crisanto begins by revealing his thoughts on being awarded the Australian CEO Top 25 2017’s and Best Performing Pharmaceutical Company CEO accolades. “I am deeply honoured and very pleased to be recognised for something that I’m passionate and fully committed to. As any director would know, the work that we do is a collective effort, so I consider this to be a wonderful acknowledgement for the team and for our active engagement in R&D activities here in Australia, with the local scientific community through our clinical trials and research activities. “Being governed by a foundation, sets Servier apart from most pharmaceutical companies. Our profits, rather than being used to pay shareholders, are significantly reinvested into therapeutic research. The freedom of not letting quarterly results dictate your strategy, while still being mindful that we need to insure the sustainability of the group, allows us to create our own fate with a mid/long term vision in mind. “This independence also comes at a price however, as we each carry an individual and collective responsibility to build our future. So, this award is a significant recognition of our strategy to focus in providing patients with innovative therapeutic solutions and of the commitment of our team to finding cures, providing relief and saving lives.” Pedro then reveals more about his work as a Director and what this involves, including for example his successes, methods and achievements. “As a director, you need to create an environment that allows people to thrive and to be at their best. In the healthcare sector, which can be very volatile, you need to be a buffer and absorb some of the stress, so that the team can remain focused on their objectives of bringing innovation to the patients. This doesn’t mean to shelter people from change because constant evolution is key to succeed, but you need to be mindful that evolution is a process not an event. You can constantly evolve but you can’t constantly change or you will risk alienating people. “I’m convinced that the commitment of our men and women is essential to our success - and for that you need to step away from your desk and engage with your team - and help them find their sense of purpose. Don’t let yourself be ruled by your inbox - this might help you to be a great manager - but it will prevent you from being a great leader. “Albert Einstein said, ‘Anyone who has never made a mistake, has never tried anything new’. As access to innovation is a major strategic challenge for us, my role is to let people know that they can fail and learn from the mistakes. This way, when they take up a major strategic challenge, they can move forward with their eyes on the horizon and not on the rear- view mirror. In chemistry, we define ‘catalyst’ as a substance that causes or accelerates a chemical reaction without itself being consumed. I do think that my role is to be that trigger, that accelerator it’s just the not being consumed part that I’m still working on (joke). “The best thing about being a director is when you hear stories about patients and their families about how their lives were transformed, because of the work that you do, or when you see someone in your team meeting his or her full potential.” Staying on the subject of being a director, Pedro is keen to reveal what he perceives to be the main attributes of any person in the same senior position as him. “The main attributes of any director should be to have a clear vision and lead by example. You must walk the talk, otherwise you will never get the buy in and commitment from your team. Your daily actions need to match and live up to the vision shared by the group and that a leader embodies, so that together you can build a successful future. “You also need to actively listen, do not just hear what you think people are saying to validate your pre-conceived assumptions, be curious. By having an open mind and sharing, you will be able to build on one another’s experiences. “The ability to address issues when they arise is very important, plus not being complacent or avoiding difficult conversations, as they will undermine your commitment to succeed. You also need to trust 1706CV07