Conference10 - Moving Sites From Big Pharma To Cdmo - Bruno DOUE

Licensed to Houda ATTJIOUI, PHARMACEUTICAL INSTITUTE : Copying and Distribution Prohibited.
Downloaded on 2020-08-07
Directeur Commercial
Bruno Doue
Moving sites from Big Pharma to
CDMO Rx.
Licensed to Houda ATTJIOUI, PHARMACEUTICAL INSTITUTE : Copying and Distribution Prohibited. Downloaded on 2020-08-07
Actors of this movie
The HR Manager
The Site Director
The Industrial Operational Director
The Financial Director
The EHS Director
And all the employee of the two sites located at 180 Km one site from the other.
But also :
The Seller, the Buyer, the Advisors of the Seller or the Buyer, the Quality
Corporate, the Legal Corporate, and all the Lawyers …
Context of this movie
-Teva had more than 100 Manufacturing sites

-Teva is looking for a big Acquisition
-Teva need to Concentrate and Change its business model
-Teva France do not want to lose the French Sites activities.
-Teva France want to have a smooth operation with low impact on the
employees of the sites.
Nevers is a site dedicated to Freeze Dried Tablets Lyoc®
Sens is a site dedicated to packaging of Oral forms and Services

First location : Nevers site
Second location : Sens site
A not so easy walk for Nevers
-First notice given to employees in December 2014 during an

employees’ meeting
-Real opening of the movie in July 2015 after Employee Representative

Committee in the two sites.
-Beginning of Expertise asking by Employee Representative Committee
-2 Expertise by the Safety, Health and Environment committee

-A global Expertise from the Central Works Council
-Psychologic and Stressful meeting for Managers and in particularly for

the Human Resource Manager and Site Director.
-Suspicion, Tears, Doubts, but we need to continue and deliver…

A not so easy walk for Nevers
A walk in a tunnel for the sites’ Director…
-Site Director needs clarification : Stay or Leave…
-Doubts and uncertainties periods :
-The employees are KO and angry against the direction

-The site director needs to be calm even if he is full of doubts…
Need of Clarification for himself to be fully engage in the process…
Finally in September 2015, a purchaser became interested: Meetings

with him, Future is rising.
I take a decision : I stay with the purchaser, now need to convince the
employees.
Stay on track, Avoid Reefs and Reassure Buyer
A new Challenge: Yes with Defiance
-Motivation of the employee is Mandatory

-Every week, Central Work Council Meeting in Paris to deep in the specific
solution
-The Buyer comes to the Work Council and present himself and his solution for
the site. He explains that a future exists for the sites after Teva, but he explains
also what is a CDMO and where is the marging in a CDMO.
-Employees are unhappy and feel out of the deal…
-Financial Compensation or Not, Situation is not comfortable on sites
-Relationships are more difficult, Strike, Television, Moral Prejudice
-December 2015 : Compromise is found between Teva and Central Work Council.
How to convince and motivate: listen
-4 years to transform
-Exclusivity for many years
-Ramp down for one site
-Site director needs to be

Loyal with Teva and
Transparent with CDMO
-Sometimes a big step…

Listen, Listen and Listen and if you can, Inspire…
Transition Time with 4 majors documents
-4 Documents between Seller and Purchaser
-SPA : Selling and Purchasing Agreement
-QTA : Quality Technical Agreement
-TSA : Transaction Service Agreement
-MSA : Manufacturing Supply Agreement.

Risks with the Purchasing and Selling teams
-More Complex Relationship between the team…
-Seller want to have the same service before the Sale and this need explanation,
frustration for Galien®LPS Team….
-IT is a nightmare with a lot of interaction with IT Corporate. …
-Do not forget : The Authority ANSM, State representative, the costumers, the
Suppliers…
-Frequent Meeting with the Key leaders Teva and Galien®LPS to manage the
transition.
-Documents need to be create for the new company with the Authorities…
1st of March 2016: We are alone in Galien®LPS
-We start a CDMO, we need to change but employees are the same…
-Human Resources is sitting on the edge, 4 persons in a big pharma,

alone for 200 employee and with a particular task the wedges…
-We keep the actual company for help but not so easy…
-We are a CDMO but the employee request the same level of services
even if we are with less staff in HR.
The difficult part for the Human Resources…

1st of June 2016: We are alone for the wages
-Alone for wages but it is not a part time job…
-The HR manager is in a difficult position with the supplier, we need help
-Beginning of the negotiation with unions for the specific agreement

that exists in the 2 sites, we need to transform in order to be agile and
efficient
-We transform the 56 meetings with staff representatives in only 11

meetings
-We initiate the electronic pool for the representative of the personnel
Transformation of the company we need to…
-Most of the work is to limit the impact of the previous agreement from Teva to
the new entity Galien®LPS
First of all : To agree with unions on : How, Where, When….
-Need to review some major agreements :
-Work Agreement & Week Time, number of RTT…

-The on-call and vigilance agreement
-The Participation Agreement
-Health Mutual Agreement(difference between the 2 sites)
-Pension Agreement
And Marathon signatures start… during nearly 6 months…

A Quick Transformation to meet the objectives
- 18 Meetings to be able to sign the New Agreement
- End of February 2017 : The New Work Council is in place and called
« Délégation Unique du Personnel DUP »
- Starting « NAO » at the same time in order to be ready on April 2017.
- In less than one year, we have changed all the agreement of the new
company in order to be flexible and efficient and focus on results.
- Social Dialogue is the most important agreement when you need to change…
Learnings from this transformation
- Be able to have periods of Calm and Thinking as you can have lot of stress
while making the deal.
- Buyer and Seller are also stressful near the end of the deal….
- Be cautious with IT and the IT’s impact on the deal, in a international

company you also have to deal with IT Corporate
- Talk, Listen, Talk, Listen, with employees, unions and staff representatives
- Be able to protect yourself from Hard times of Doubts and Stress.
- Ask for specialists you are not SuperMan or WonderWoman…

A Rich experience on the Human Nature
In Conclusion :
Questions :

Conference10 - Moving Sites From Big Pharma To Cdmo - Bruno DOUE

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Licensed to Houda ATTJIOUI, PHARMACEUTICAL INSTITUTE : Copying and Distribution Prohibited.

-Teva had more than 100 Manufacturing sites

Nevers is a site dedicated to Freeze Dried Tablets Lyoc®

Sens is a site dedicated to packaging of Oral forms and Services

-First notice given to employees in December 2014 during an

-Real opening of the movie in July 2015 after Employee Representative

-Beginning of Expertise asking by Employee Representative Committee

-2 Expertise by the Safety, Health and Environment committee

-Psychologic and Stressful meeting for Managers and in particularly for

-Suspicion, Tears, Doubts, but we need to continue and deliver…

-Site Director needs clarification : Stay or Leave…

-Doubts and uncertainties periods :

-The employees are KO and angry against the direction

Need of Clarification for himself to be fully engage in the process…

Finally in September 2015, a purchaser became interested: Meetings

-Motivation of the employee is Mandatory

-Employees are unhappy and feel out of the deal…

-Financial Compensation or Not, Situation is not comfortable on sites

-Relationships are more difficult, Strike, Television, Moral Prejudice

-Site director needs to be

-Sometimes a big step…

-4 Documents between Seller and Purchaser

-SPA : Selling and Purchasing Agreement

-QTA : Quality Technical Agreement

-TSA : Transaction Service Agreement

-MSA : Manufacturing Supply Agreement.

-More Complex Relationship between the team…

-IT is a nightmare with a lot of interaction with IT Corporate. …

-Human Resources is sitting on the edge, 4 persons in a big pharma,

The difficult part for the Human Resources…

-Alone for wages but it is not a part time job…

-The HR manager is in a difficult position with the supplier, we need help

-Beginning of the negotiation with unions for the specific agreement

-We transform the 56 meetings with staff representatives in only 11

First of all : To agree with unions on : How, Where, When….

-Need to review some major agreements :

-Work Agreement & Week Time, number of RTT…

And Marathon signatures start… during nearly 6 months…

- 18 Meetings to be able to sign the New Agreement

- Starting « NAO » at the same time in order to be ready on April 2017.

- Be cautious with IT and the IT’s impact on the deal, in a international

- Be able to protect yourself from Hard times of Doubts and Stress.

- Ask for specialists you are not SuperMan or WonderWoman…

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