Journal of Pharmacy Management - Apr 2021

Journal of Pharmacy Management • Volume 37 • Issue 2 • April 2021 Being a senior woman leader in the pharmaceutical industry can be a lonely existence. The times I’ve been the only woman in the roomwhere decisions aremade and strategies are set, are too numerous to count. It’s getting better but the pace of change is regrettably slow and there’s a lot of work still to be done. Diversity and inclusion are passions of mine but not just because I’m a woman myself. As a leader, my own experiences have shown me that when we actively include people with different backgrounds, life experiences and outlooks we enrich our industry and ultimately can do better by the patients we are here to support and serve. Not only is it morally the right thing to do but having diverse voices around the table allows innovative and creative ideas to grow and flourish – that’s an environment that all organisations should be interested in developing. I’ve had some amazing opportunities throughout my career at Teva and worked in a wide range of job roles and on large global projects, which have given me exposure to senior colleagues from all over the world. The times I have felt proudest are the moments when I have been able to make a tangible difference to people’s lives for the better but I am also proud to be setting a good example to others who may not fit the usual ‘CEO’ stereotype. I’m well aware that I have a responsibility not only to open the door for other women and minority groups to enable them to fulfil their potential but also to keep that door open for future generations. I’m a people leader, and nothing satisfies me more than seeing the individuals that I work with develop their careers and go on to exciting things. I want to ensure there are no barriers in place to anyone at Teva reaching their potential. I want Teva to be viewed by potential employees as a company that builds people up and allows them to develop their career regardless of their background or situation. For this reason, I’m proud to be leading on equality, diversity and inclusion at both a local and European level at Teva to make sure that everyone can make their unique contribution. We’re looking to embed inclusion and diversity into the fabric of our business, and have a group of diversity and inclusion champions who are constantly looking at what we can do to go even further to create a more positively inclusive environment for all our current and future employees. I would describe us as definitely being on a journey, with a lot of work still to do, but I can honestly say that it is a business priority for my leadership team and we want to be held accountable for delivering real and measurable progress. I’m noticing that within the wider pharmaceutical industry more conversations around diversity and inclusion have been taking place in recent years. This is promising and to be welcomed, as our leadership has historically been rather ‘pale, male and stale’ to coin a phrase. I’m keen for diversity and inclusion to reach beyond gender and ethnicity; as an industry, we’ve still also got a long way to go to make ourselves “I’mwell aware that I have a responsibility not only to open the door for other women and minorities to enable them to fulfil their potential, but also to keep that door open for future generations.” Kim Innes, General Manager of Teva UK & Ireland 74

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