Switzerland is the 22nd biggest country in Europe in terms of population yet plays host to a full 20 percent of the continent’s life science companies, with over 1,000 operational firms. Over 0.5 percent of the entire Swiss population (48,000 out of 8.8 million) work in the life sciences, 67 percent of whom have a university degree, given the industry’s research-intensive nature. This is far higher than the 0.1 percent of the population that work in pharma in larger European nations like Spain (50,600 out of 47.5 million) and the UK (70,000 out of 67.7 million) according to data from EFPIA and the Swiss government. Additionally, given the modest overall size of the Swiss labour market, the country heavily relies on access to skilled workers from third countries and the EU.
All of this means that the battle for talent among both the Big Pharma affiliates embedded in Switzerland, as well as its dense network of SMEs, biotechs, and service providers, is fierce, although the opportunity of leveraging this talent pool is also enormous. The sheer concentration of companies means that top talent can easily move between employers and boost their pay check without having to relocate. Meanwhile companies themselves must come with ever more sophisticated and holistic offerings (from career growth opportunities to decision making autonomy, flexible working) to attract (and retain) their employees.
This is clearly a hot topic for the executives interviewed for this report, some of whom weigh in on their talent attraction and retention strategies below.
Empowered Teams
Florian Saur, country president, AstraZeneca
“Employee retention is not something we focus on as an isolated goal—it is an outcome of building the right work environment. Our main priority is to create a space where people feel empowered to make decisions, collaborate, and thrive within a diverse and inclusive culture. There is clear evidence that diverse teams make better decisions and feel more engaged, and this naturally leads to stronger loyalty. Our high retention rates reflect this approach.”
Free from Bureaucracy
Thomas Wirth, CEO, Biomed
“Attracting and retaining talent in a market as competitive as Switzerland is certainly challenging, especially when competing with larger, more established companies. However, Biomed appeals to individuals who are eager to learn and take on broader responsibilities. Unlike larger corporations, where roles may be more specialized, we offer employees the chance to engage in a wider range of activities. This exposure helps them develop a broader skill set, which can be a significant draw for those seeking to grow their careers. Our work culture is highly professional but free from the bureaucracy and corporate politics that often come with large, multinational companies. We don’t have a distant headquarters dictating our actions—decisions are made locally, and employees have real autonomy.”
Making a Difference
Dimitri Gitas, managing director, MSD
“In addition to attracting purpose-driven individuals, it is equally important to cultivate an environment where employees can develop both professionally and personally. We are dedicated to offering opportunities that allow our people to grow while also enabling them to contribute meaningfully to society. This combination of professional development and social impact is crucial to both attracting new talent and retaining our current employees. When people feel they are growing and making a difference, they are more likely to stay and thrive within the organization.”
Flexibility & Opportunity
Dennis Engelke, executive director, general manager Switzerland & Austria, Jazz Pharmaceuticals
“Many industry professionals are eager to join smaller, innovative companies like ours, which are increasingly recognized in the Swiss pharmaceutical landscape. Our core values—prioritizing patient needs and fostering enriching career experiences—serve as compelling factors for prospective employees. Additionally, we emphasize flexible working arrangements, allowing our team members to maintain a healthy work-life balance. Unlike some larger companies, we do not impose rigid office hours, which enables greater flexibility in where and how our employees work. This commitment to creating an inclusive and supportive environment helps foster a sense of belonging among our team.”
Flying the Flag for CDMOs
Michael Quirmbach, CEO & president, CordenPharma
“Attracting top talent to a CDMO like CordenPharma can be challenging, particularly when professionals often consider larger pharmaceutical companies. However, many are drawn to our organization due to the diverse nature of the work and the fast-paced environment we offer. Employees gain the opportunity to engage with a variety of projects, frequently rotating between clients such as Novartis and Roche, which creates a dynamic and stimulating work atmosphere.”
Value-Based Culture
Jörg Storre, general manager, CSL Vifor
“A hallmark of our organization is working in a value-based culture with the collective power of our people. We emphasize close collaboration among medical, market access and marketing, where appropriate, which creates a cohesive working environment. This culture not only enhances individual development but also allows employees to explore various functions, helping them identify their strengths and interests. My own journey with diverse roles throughout the CSL Vifor organization exemplifies how this supportive environment facilitates professional growth.”
Identifying Individuals
Thomas A. Tóth von Kiskér, CEO, Tillotts Pharma
“Unlike some organizations that focus solely on “talents” as abstract entities, we prioritize finding individuals who align with our core values and who fit within our culture. Flexibility is key to our approach—our employees are often empowered to take on multi-functional roles and have the freedom to innovate without being constrained by rigid processes. This culture of trust and adaptability drives motivation, enabling our people to grow and make a tangible impact on the company’s success. In contrast to large corporations where processes can become overly bureaucratic, we offer a supportive environment that balances structure with the freedom to explore and excel.”
Manufacturing: High-Tech but Human Focused
Geoffrey Folie, head of internal manufacturing, UCB
“UCB’s value proposition for attracting top talent is centered on our leadership in bio-manufacturing, which is a critical area of growth and innovation within the pharmaceutical industry. This sector represents a highly competitive field, and we position ourselves as a high-tech, forward-looking company that offers opportunities to engage with cutting-edge technologies and processes. A blend of high-technology focus, growth potential, and a genuine sense of community is what makes UCB stand out as a preferred destination for skilled professionals and young engineers seeking impactful careers in manufacturing and bio-manufacturing.”
Pipeline & People
Jérôme Garcin, general manager, Bristol Myers Squibb
“There are two key reasons why I joined BMS 18 years ago, and they are the same reasons I believe others are drawn to us today: the pipeline and the people. Today, we have one of the most impressive pipelines in the industry, with groundbreaking work in areas like hematology, oncology, cardiology, and immunoscience. Now, the idea that we might transform neuroscience in a similar way we transformed the HIV and oncology field in the past, is incredibly exciting. If I were starting out fresh with a background in pharmacy, science, business, or a related field, BMS would absolutely be where I’d want to work. On the people side, the culture here has always been open, welcoming, and extremely patient-centric. Achieving impactful results while staying grounded and enjoying the work is something we value deeply. We strive to build a team culture that is collaborative, authentic, and purposeful, and I think that is the kind of environment that attracts top talent.”
Leading the Way on Gender Parity
Anne Mette Wiis Vogelsang, CVP & general manager, Novo Nordisk
“I lead a global initiative called Women in Novo Nordisk (WINN) and recently supported the launch of a branch network of the initiative here in Zurich. Ensuring gender diversity and support for female talent is a high priority, and our leadership team in Switzerland reflects this balance. In Switzerland, the high cost of healthcare and childcare remains a significant barrier to gender equality in the workplace. Therefore, in my view, Switzerland should develop further on diversity and inclusion, especially compared to other countries. I feel a strong responsibility for Novo Nordisk to be a leader in this space. We strive to be role models in creating inclusive solutions for our employees, but I believe true progress will require collective efforts across society.”
The Inspiration of the Unknown
Hendrik von Waldburg, country manager, Angelini
“My approach to attracting top talent is to offer them the chance to be part of building something meaningful, and to help shape a company from the ground up. I do not focus on age or fixed profiles, but instead, I look for people who are energized by the uncertainty and challenges of a startup environment. Yes, we have some foundational support from our base in Italy, but many aspects here are unestablished, meaning that things will need to be built, adjusted, and sometimes overhauled. This dynamic environment brings inevitable setbacks, but it also offers an incredible opportunity for fast personal and professional growth. Uncertainty can be inspiring, and I believe in drawing an honest picture of this journey rather than just selling it. “
A “Speak Up” Culture
Michael Kubischik, country lead & general manager specialty care, Sanofi
“In Switzerland, we blend the structure of a large organization with a uniquely pragmatic and open-minded culture. We cultivate a “speak-up” environment, inviting all employees, regardless of experience level, to contribute their ideas and perspectives. This inclusivity builds mutual respect and a sense of belonging, essential in a company where diverse viewpoints drive innovation. At the heart of our culture is a concept we call “One Sanofi,” where, although individual teams focus on specific products and franchises, everyone works toward a common purpose. We often prioritize the greater good of Sanofi over individual objectives, creating a collective commitment to both patient care and company goals.”
A Hands-On Experience
Patrick M. Leimgruber, general manager, UPSA
“What makes UPSA particularly attractive is the opportunity for individuals to make a real impact. Unlike larger, more centralized companies that are focused on cost-cutting and consolidation, we offer a dynamic environment where people can take ownership and drive meaningful change. It is not just about managing the bottom line—it is about achieving top-line growth, expanding market share, and growing volumes. For those seeking hands-on experience and a chance to truly influence the company’s direction, UPSA provides a unique and exciting opportunity.”
A Lasting Impact
Daniel Weber, country head, Boehringer Ingelheim
“We differentiate ourselves by our purpose and our commitment to it. Boehringer Ingelheim has always had a long-term vision—transforming lives for generations—and this deeply resonates with those who join us. Unlike companies driven by short-term financial targets, we focus on strategic, lasting impact. This creates a sense of stability and purpose that people value. In addition, our robust pipeline means that there are always new opportunities and challenges, ensuring ongoing engagement and meaningful work. It’s this combination of our culture and our pipeline that truly attracts and retains talent.”
Stretching Out
Georg Pirmin Meyer, SVP & head of international, Blueprint Medicines
“Our approach to talent is based on creating opportunities for our existing employees, encouraging them to take on “stretch assignments” and assume multiple roles. This results in a workforce that is deeply embedded in Blueprint’s mission and values, making them able to quickly adapt to new challenges. For instance, many of us in the international region manage responsibilities that cross functions or span across markets, ensuring we remain connected to on-the-ground realities and keep a clear, patient-centered perspective. This adaptability prevents the disconnect that sometimes arises in larger organizations where local needs can be overlooked.”
A Three-Pronged Approach
Giuseppe Grossi, general manager, Daiichi Sankyo
“At Daiichi Sankyo, we aim to be an employer where people feel proud to work and inspired to make a meaningful impact. To achieve this, we combine a competitive offering with a strong cultural identity, which we believe sets us apart in the market. Our strategy is grounded in our company’s core behaviours: “Develop and Grow,” “Collaborate and Trust,” and “Be inclusive and embrace diversity,” each of which informs our approach to talent management. Daiichi Sankyo also fosters an entrepreneurial spirit within a flat hierarchy and open-door policy. We encourage employees to share ideas, take initiative, and have a direct impact on the company’s direction.”
