Teva Pharmaceuticals

A Message from Lord Pickles and Lord Blunkett, followed by Teva Pharmaceuticals's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Teva Pharmaceuticals is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

17TEVA |
Steve Forrester-Coles, director of
Teva Runcorn
Teva is one of the largest manufacturers of medicinal
products in the world, with a similarly large and historic
presence in the United Kingdom. Indeed, Teva has been a
major supplier in the UK since before the NHS even existed. To
this day, they are a key supplier to the health service and help it
to do more with less by driving sustainability and value through
a range of generic as well as innovative medicines. They work
in partnership with the NHS and other organisations to improve
care and modernise services while achieving cost-effectiveness.
The medicines they deliver to their patients cover a wide range
of diseases and conditions. Their UK Runcorn site plays an
important role in these global operations, particularly in terms
of research and development. Speaking on behalf of this hugely
important enterprise are their head of product development
and director of operations, Claire d’Abreu-Hayling and Steve
Our origins
Teva Runcorn was founded in 1980. Back then, we made wound irrigation bottles
for hospital use. We became part of Ivax in 1992 and then Teva in 2006. During
this time we have been on a huge journey with the aim of differentiating ourselves
from other companies like ours, finding our niche, not only in terms of the
medicinal products we produce, but also how our business works.
»Head of product development:
Claire d’Abreu-Hayling
»Director of operations:
»Established in 1980
»Based in Preston Brook,
Runcorn, Cheshire
»Services: Pharmaceutical liquid
sterile manufacture & research
and development
»No. of employees: Circa 500
Highlighting best practice
18 | TEVA
Not only are
we investing
in the future
in terms of
but we are
investing in
our employees
We began our “business excellence”
journey in 1997, implementing new
systems and pushing towards difficult-
to-do and difficult-to-make products.
We started with the development
of respiratory nebulisation products,
which are important in helping people
suffering from severe asthma or
pulmonary disease. This has become
a particularly successful line of ours
– we are actually one of the largest
manufacturers of it. We followed this
with the development of a long-term
sterile manufacturing strategy, which
included pre-filled syringes.
In 2004, we opened our Preston
Brook research and development
facility, which is our current home.
We’re really proud of the fact that
it took us just ten months from
acquisition of the plot to receiving
authorisation from the US Food and
Drug Administration (the government
agency that is responsible for
regulating the safety of a wide range
of products in the USA, including
drugs, biological products and
medicinal devices).
We are always looking to expand the
capability of our operations, to enable
us to be even more competitive.
Rather than just compete on cost,
we compete with the calibre of our
employees by engaging everyone
in the development of our difficult-
to-make products to a very high
standard. We identified this as a
business strategy and believe that this
is what makes us unique. Not only are
we investing in the future in terms
of product development, but we are
investing in our employees.
The “lean journey”
We evolved our business excellence
project into a “lean journey” in 2008.
We realised that our forecasting
wasn’t as accurate as it could be and,
while our factory was excellent at
supplying medicines, the market was
more volatile than that model would
support. We needed a new method
that would support the realities of the
highly unpredictable market that we
operate in.
So, we took a step back and
benchmarked who we saw were
market-leaders in other industries,
identifying how they maintained their
success – oven cleaner and perishable
foods may not immediately spring to
mind when you think of medicines,
but examples from other markets can
often provide opportunity to think of
ways to do things differently.
And that is what has enabled us to
get where we are today. We took
on board examples from different
industries, and one of the areas in
which we made the biggest changes
was in our people. We completely
changed the structure of the
TevaRuncorn organisation to enable
this to happen. The medicines we
are moving into are becoming more
and more complex and our strategy
is to increase production of these
more complex products that require
technology and skill. Underpinning all
of this is a highly skilled workforce.
And this is where we have been
investing most heavily.
Our professionals manage
the automation to ensure
quality of our product
Claire d’Abreu-Hayling, head
of product development
19TEVA |
Today, we employ around 500
people, working in a variety of roles
encompassing everything from
quality assurance, quality control,
manufacturing operations, research
and development, engineering,
microbiology and packaging. What
we feel makes us unique is the depth
of talent within our organisation;
every single one of these people is
degree educated and highly skilled
in their chosen field. We inverted the
management pyramid, empowering
employees at all levels through
investment in recruitment and
upskilling capabilities. We upskilled our
staff, developed their leaders and then
empowered them to be successful in
their chosen field.
Now, we place a keen focus on
recruiting educated staff with a view
to developing and training them
in-house, enabling them to become
competitive and agile in the modern
marketplace. We believe that the
developed economies’ move towards
providing everyone with a tertiary
education is greatly beneficial for
companies like ours. Our Runcorn site
is teeming with bright and ambitious
professionals passionate about what
they do.
We’re not a site of low-paid, unskilled
roles. With a high-quality workforce,
our company can develop increasingly
higher-tech products, both in
terms of drugs and devices. It’s in
these respects that we’re looking
to compete in the world market:
namely, innovation, research and
Already, with the staff we have, we
offer them as much scope as possible
in their areas, and this is a model we
will perpetuate into the future with
new trainees. Roughly half of school
leavers now attend university, and
it would be a tremendous waste to
not tap into this great resource of
educated young people.
Agility – a hugely important trait
for the modern world of industry –
requires this kind oftalent.
More generally, we would like to see
better schemes in place for university
graduates, more specifically with
regard to their ability to interact with
and be supported by our industry.
Ultimately – important though courses
are in the days of student loans –
it’s also important to attract and
support the talented students as they
progress through their learning, to
give them a sense of purpose and the
Where next?
We are optimistic for the future. We
see a lot of opportunities in store for
us, both here and abroad – all that’s
required of us is that we have the
agility to act upon them.
We place a
keen focus on
educated staff
with a view to
and training
them in-house
Talented people ensuring
our systems are robust

This article was sponsored by Teva Pharmaceuticals. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister