This extended online version is produced by the Science/AAAS Custom Publishing Office
Career Advice
Innovation and Research:
The Human Factor
CREDIT: © ISTOCKPHOTO.COM/TOMML
Continuous innovation and outstanding
research are the most important attributes to
respondents choosing this year’s best biotech
and pharma
companies—yet
to top employers,
their scientists’
ingenuity and
enthusiasm are
the real essentials
for excellence. By
Carol Milano
The 2011 Science Careers Top Employers Survey was designed to
identify the 20 companies with the finest reputations in the industry,
as well as the characteristics that most impact an employer’s status.
The results are based on 3,784 responses to a web-based survey (see “We choose people who
survey methodology in chart below). Nearly half of the respondents
aren’t afraid to take risks—
are under 40 years old, 79 percent work in the United States, and 40
percent are female.
by trying something new
Besides innovation and research, survey respondents expect a
or bringing a nontraditional
leading company to be socially responsible, treat its employees with
respect, and inspire their loyalty. This year, the #5 criteria—“has a
idea forward—and who are
top leadership that successfully makes changes needed to keep the
not satisfied with the status
organization moving in the right direction”—replaced 2010’s “has
quo.” —Lisa Kelly-Croswell,
a clear vision of where the organization is headed.” (See Driving
Characteristics chart below.)
senior vice president, Vertex
The 2011 results brought a new, first-time #1 employer: Vertex
Pharmaceuticals Incorporated (#3 in 2010). In fact, three of the
highest-ranking companies are new to the top 20 list (see Top 20
Employers chart below for complete company listing). These shifts aren’t surprising, because
“It’s been an interesting time in the industry,” observes Alan Smith, Genzyme Corporation’s
chief scientific officer before its acquisition by Sanofi. “For us, the past year has been a period of
upheaval, but we’ve regularly scored well in this survey,” he notes (Genzyme is #13 this year, #8 in
2010). Now chief science advisor for Sanofi Global Research and Development, he says, “As part of
Sanofi, we’ll take the approach we’ve used at Genzyme and apply it more generally.”
Other top employers are entering new phases, too. Vertex recently introduced their first drug,
Incivek, to the market, and has begun been building their first commercial team. “This [survey]
recognition is tied directly to the passion and creativity that our 1,800 employees bring to Vertex
1
FOCUS ON CAREERS
Produced by the Science/AAAS Custom Publishing Office
Employers
2011 2010
Rank Rank Employer (Global Headquarters)
Vertex Pharmaceuticals Incorporated (Cambridge, MA)
1
3
Regeneron Pharmaceuticals, Inc. (Tarrytown, NY)
2
–
Genentech (South San Francisco, CA)
3
1
4
19 Pioneer Hi-Bred, a DuPont business (Johnston, IA)
5
4 Millennium: The Takeda Oncology Company (Cambridge, MA)
6
10 Amgen (Thousand Oaks, CA)
Boehringer Ingelheim (Ingelheim, Germany)
7
6
Syngenta (Basel, Switzerland)
8
7
Novo Nordisk (Bagsvaerd, Denmark)
9
–
10
15 Biogen Idec (Weston, MA)
11
13 Abbott (Abbott Park, IL)
Merck KGaA/Merck Serono/EMD Serono (Darmstadt, Germany)
12
9
Genzyme Corp. (Cambridge, MA)
13
8
14
11 Novartis (Basel, Switzerland)
Roche (Basel, Switzerland)
15
5
Monsanto Company (Creve Coeur, MO)
16
2
17
14 Eli Lilly and Company (Indianapolis, IN)
18
17 Gilead Sciences (Foster City, CA)
19
20 AstraZeneca PLC (London, UK)
Bayer (Leverkusen, Germany)
20
–
SURVEY
METHODOLOGY
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TOP EMPLOYERS SURVEY
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This web-based survey was
conducted from March 24 to
April 11, 2011 by Brighton Consulting Group and Cell Associates. For this year’s survey, a
mixed methodology was again
used.
The first part of this methodology included e-mailed
invitations to roughly 46,000
individuals who were located
worldwide. These individuals
were Science website visitors
who have registered with AAAS
and past survey respondents.
This year Facebook, Twitter, and
online banner ads were also
used to promote participation in
this survey. Forty-two percent
of all surveys submitted were
from this first effort.
The second part of the methodology included an e-mail blast
to a list of about 500 human
resource contacts at industry
firms that were pulled from
the Science Careers sales database. The remaining 58 percent
of the surveys were from this
second effort.
This report is based on a total sample of 3,784 survey respondents.
The 20 companies with the best reputations as employers and the top three driving characteristics for each company, according to respondents in the 2011 survey
undertaken for the Science/AAAS Custom Publishing Office. The companies without a 2010 rank did not rank among the top 20 in the 2010 survey.
each
we
seek
toresearch
change
thedone
lives
of being
peoplewant
with
devastating
says
Peter
Mueller,
knownday,
withinas
their
field
for the
they’ve
or for
to be,
not what wediseases,”
are today,” says
Vertex’s
Mueller,
who
thought leaders.
” science officer and executive vice president
looks for people
with “the
scientific and
and technologic
expertise
Vertex’s
chief
for global
research
development.
Bayer’s U.S. division seeks scientists with the “ingenuity, to take Vertex to the next frontier, and the courage to constantly
Regeneron
Pharmaceuticals, Inc. (#2, and new to the top 20 list) has a treatment for a major
curiosity, and enthusiasm for working at an organization striving for move the frontier forward. In science, experiments often have
eye
disease
under
FDA review.
Later
this year,
seek FDA
approval
a new
cancer
drug
innovations
that make
a difference
in the world,
” summarizes
Bryanthey’ll
unexpected
outcomes.
Some for
scientists
have
the willingness
and
additional
application
for Arcalyst,
their
product
on uncertainty.
the market.
Arcalyst
Iams,request
director ofan
external
communications.
“In a global
company and
joy first
to deal
with this
That’sSince
the phenotype
operating
in everyfor
country,
can genetic
they be respectful
and understand
we’re
for.”
was
created
a rare
condition,
Regeneron
is looking
now essentially
developing a brand-new
that in different cultures, different beliefs drive people?” he asks.
Mueller wants his scientists “maximally integrated across all funcsales and marketing function. Explains Ross Grossman, human resources vice president, “We’ve
With 108,000 employees worldwide, the Germany-based company tions—research, development, commercial, legal, human resources,
focused
a great
energy
a true
biotech culture—[stressing]
innovation
and fungreat
(#20; reappearing
on deal
the listofsince
being on
#19 retaining
in 2006) looks
for accounting—so
they can communicate and
collaborate. That’s
science—as
we’ve
and matured
as a company.
It’stoespecially
gratifying
toand
bedeveloping
recognized
by
versatility and the
kind ofgrown
entrepreneurial
thinking encouraged
at damental
our ultimate goal:
Discovering
transforBayer’s “innovation
in China, Europe,
and California.
mational
medicines.
Science
for ourcenters”
science-driven
culture,
and“These
to come
out so
high”in our first year.”
then hook into and get translated into our larger global organization,”
prefers highly-trained scientists, several years beEight of this year’s top 20 companies are based yond
inGenzyme
Europe.
Global collaborations and concerns are
explains Iams.
their Ph.D.s. “Our best hires, in a creative sense, have
increasingly
important
to leading
biotech/pharma
companies,
pay
carefulThey’re
attention
to their
“It’s sometimes
easy to hire someone
just because
they are an about
five years which
of postdoc
experience.
really where
the
exceptional scientist,
but and
we spend
ample time
find a person with
excitement
is in research—and
they’reinexciting
to be around,”
research
facilities
services
in to
developing
countries.
Health
care providers
less-developed
the technical
alsoaccess
fits with to
ourthe
core newest
values,” says
Lisa says
Smith.
areas
mayskills
not who
have
medical
procedures
and pharmaceutical treatments.
Kelly-Croswell, Vertex senior vice president for human resources.
In 2008, needing several hundred additional employees for a
Denmark-based
Novo
Nordisk
(#9
this
year,
and
also
new
to
the top 20 list) is one
“We choose people who aren’t afraid to take risks—by trying some- new collaboration with Sanofi-Aventis, Regeneron worked with
pharmaceutical
that
addressing
specific
international
need.
thing new or bringingcompany
a nontraditional
ideaisforward—and
whoa are
a recruitment
and branding
firm Diabetes
to attract thetreatments
right people. They
not satisfiedfor
with
the status
”
launched an
online
ad campaign,
highlighting
account
about
75quo.
percent
of Novo Nordisk’s business.
They
provide
training
aboutwhat
bestGrossman
practices
Their
research
and
development
group
hires
“for
what
we
calls
their
“quirkiness
and
selectivity,
”
by
presenting
their
in diabetes care for thousands of physicians in China. “Diabetes doesn’t get the attention
it recently
deserves there because of limited resources,” observes Steve Chinn, vice president for human
250resources. “We’re striving to be a partner
www.sciencecareers.org
with the Chinese health care system, not simply as just
a maker of medicine, but by doing more to help educate and inform patients and physicians about
the severity of the disease.”
2
FOCUS ON CAREERS
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TOP EMPLOYERS SURVEY
different perspective and understanding, so we can expand globally,”
SELECTING
THEhuman
SCIENTISTS
explains Susan Bunz,
resources and corporate services vice
Being
an
“innovative
president at Pioneer Hi-Bred,leader”
a Dupontcontinues
business, theto
plant genetics
be
the most
powerful
forleap
selecting
a 2010). The
company
that ranked
#4 this driver
year (a big
from #19 in
Iowa-based company’s
plus scientists
at 110
company
as a top 3,000
employer.
When work
asked
to research
locations in “what
24 countries.
“Ourthe
culture
is very
collaborative. People
describe
makes
best
company,
GENDER
share a ‘can do’ attitude, want to work in a very dynamic environthe
best,” survey respondents specifically
57% Male, 40% Female, 3% No response
ment, and know how to complete a project.”
mentioned “supports a culture of innovation,”
EXPERIENCE
“employee-driven
curiosity,”
and “innovative
RETAINING OUTSTANDING
SCIENTISTS
64% have 10 years or more of work experience
ideas
of everyone
areareconsidered.”
The world’s
best scientists
always on recruiters’ radar screens,
and
employers
know
that people often
change
“It’s one thing to
HIGHEST DEGREE EARNED
How
do top
employers
create
an jobs.
innovative
attractinspiring
new talent,corporate
another to retain
them,” says Bayer’s
Iams.
42% Doctorate, 26% Master's, 27% Bachelor's,
and
atmosphere?
Among
“You must provide an environment that recognizes accomplish5% Other
many highly qualified applicants, they search
ment and celebrates the entire team,” Iams continues. Bayer offers
for
theprograms,
exceptional
most likely
to so an emCOMPANY TYPE
growth
such asscientists
internal education
activities,
53% Biotech, 34% Pharma, 7% University,
bring
fresh,
original
ideas
to
the
company.
ployee always feels, “I’m learning here.” Motivators include letters
6% Other; more than four out of five work in
Novo Nordisk,
Chinn
specifies
of At
recognition,
awards (some
monetary),
andone
performance-based
private industry
bonuses, which
are sometimes
company shares.
priority:
“Passion
about reinvested
diabetesinto
and
However, manythe
biotech/pharma
companies
are moving
NATURE OF WORK
hemophilia,”
two diseases
for which
theaway from
broad eligibility for stock options, according to Grossman. Regen36% Development, 33% Applied Research, 27% Basic
company creates medications. “We want
eron, though, remains “absolutely committed to employee ownerResearch, 13% Administrative/Executive, 11% QA/QC/
people
who
Regulatory Affairs, 19% Other (Respondents were able to
ship. Every
neware
hire very
will beknowledgeable
a shareholder.” Theand
company recently
educated
about
these
disease
states,
and University
choose more than one response.)
introduced an on-site “mini-MBA
program”
with Rutgers
professors
a broadtheir
view field
of thefor
industry’s
who
are presenting
known within
the business isGEOGRAPHY
sues. Beyond
classrooms,
givebeing
scientists
very challenging
research
they’ve
done“we
or for
thought
80% from North America; 12% from Europe;
roles, where they can contribute to the fullest extent of their abilileaders.”
6% from Asia/Pacific Rim; 2% from rest of world
ties,” adds Grossman.
Bayer’s U.S. division seeks scientists with
From microbiology to etymology to agronomy, Pioneer Hi-Bred
the
enthusiasm
uses “ingenuity,
a diverse rangecuriosity,
of expertise.and
A scientist’s
specific assignment
for
working
at an
for Ph.D.s are
formalized corporate values (“The Regeneron 5”), through reverse
depends
somewhat
on organization
his or her degree,striving
explains Bunz.
psychology: that make a difference in the world,” summarizes
at the senior
scientist
level; director
a B.S.-degree
holder would be an asinnovations
Bryan
Iams,
of external
sociate
or assistant
to the and
educational support
communications. “In a global company operating in every
country,
canresearcher.
they beThanks
respectful
sæ If science isn’t
obsession—DON’T
APPLY
Pioneerpeople?”
provides, “employees
can go108,000
back to school while they’re
understand
thatyour
in different
cultures,
different beliefs drive
he asks. With
sæ If you’re content being the smartest person in the room—
here, when they see that additional education will increase their proemployees
worldwide, the Germany-based company (#20;
reappearing on the list since being
DON’T APPLY
motional opportunities.”
#19
in
2006)
looks
for
versatility
and
the
kind
of
entrepreneurial
encouraged
at Bayer’s
sæ If you’re afraid to fail—DON’T APPLY
Novo Nordiskthinking
encourages
scientists to “focus
on a specific job
“innovation
in is
China,
Europe, andAPPLY
California. “These
then
get and
translated
intodevelopsæ If you thinkcenters”
good enough
good enough—DON’T
aspect that
will hook
forwardinto
their and
research,
their personal
If you need
a routine
to define you—DON’T
APPLY
ment,” says Chinn. Every employee is required to prepare an “Indioursælarger
global
organization,”
explains
Iams.
vidualare
Development
Plan.” Theyscientist,
can opt to attend
symposia, specific
“It’s sometimes easy to hire someone just because they
an exceptional
but we
By the
year’s time
end, Regeneron
its goal
of hiring
350 highly skills
educational
otherour
learning
The company
spend
ample
to find amet
person
with
the technical
who programs,
also fits or
with
coreopportunities.
values,” says
qualified new employees.
gladly provides tuition “to further their employees’ education. We
Lisa
Kelly-Croswell, Vertex’s senior vice president ofhope
human
resources. “We choose people who
Genentech, a member of the Roche group, (#3 in 2011; #1 in eight
it’s holistic—not just to help Novo Nordisk, but to improve their
aren’t
afraid
to
take
risks—by
trying
something
new
or
bringing
a nontraditional
out of the 10 years of surveys) is continuously recognized for its
own specialized
skills,” he explains.idea forward—and
who
are not
satisfied
with the
status
innovative
leadership,
high-quality
research,
and quo.”
talent pool. GenenVertex holds weekly “social hours” where scientists and other
tech’s
makers
aredevelopment
extremely respectful
of the
company’s
staff
share
The are
company
also has unique
Theirdecision
research
and
group
hires
“for what
wemembers
want to
be,perspectives.
not what we
today,”
scientists.
Emphasizing
excellent
skills, with
Genentech
employee incentives,
such as “the
Vertex Nobel
says
Vertex’s
Mueller,
who communication
looks for people
“the scientific
and technologic
expertise
toPrize”
takefor outstandscreens for a strong publication record, because they feel that it ining research and the recently introduced Science Technology ExVertex
to the next frontier, and the courage to constantly
move the frontier forward. In science,
dicates an ability to communicate well in writing. “Everyone I inchange Program (STEP), a sabbatical opportunity. Bench scientists
experiments
often
have
unexpected
outcomes.
Some
scientists
have
willingness
andout”
joyofto
deal
terview is very bright, motivated, and accomplished, especially on
whose proposals
arethe
accepted
get to “STEP
their
usual roles
with
this
uncertainty.
That’s
the
phenotype
we’re
looking
for.”
the biology side,” observes Andy Chan, senior vice president of reand pursue a new path for three months. The program was develMueller
wants
integrated
allseven
functions—research,
development,
search
biology.
“Buthis
theyscientists
must really “maximally
want to translate
biology into across
oped by
Vertex scientists working
in a focus group on improvmedicine. That’slegal,
the driving
force behind
who comes
to Genentech, they
ing career
and recognition.
commercial,
human
resources,
accounting—so
can paths
communicate
and collaborate. That’s
and why we’re to
in the
” Some
skilled
scientific problem
In many professions,
accomplishments
and recognition bring profundamental
ourbusiness.
ultimate
goal:
Discovering
and developing
transformational
medicines.”
solvers, Chan believes, are far better suited for academia. “We want
motion into management. “For a scientist, that means moving away
Genzyme prefers highly trained scientists, several years beyond their Ph.D.s. “Our best hires, in a
the ones who want to make something happen that helps people.”
from the bench,” Smith observes, “but you may not want to have a
creative
have about
five
of postdoc
experience.
reallytowhere
the excitement
is fourAt thesesense,
top employers,
research
andyears
development
jobs aren’t
hundred They’re
people reporting
you.” Genzyme
offers a popular,
inonly
research—and
they’re
exciting
to
be
around,”
says
Smith.
for Ph.D.s. Throughout his organization, reports Novo Nordisk’s
level alternative track: Fellow, Senior Fellow, Distinguished Fellow,
In 2008,
needing
hundred
employees
for coveted
a new slot
collaboration
with
SanofiChinn,
scientists
work atseveral
many different
levels.additional
At their Seattle
site,
and one
as Presidential
Fellow.
“If you want to stay
for example,
some of theworked
scientistswith
doing a
fundamental
research
at the bench,
herethe
can right
be paidpeople.
as much They
as a senior vice
Aventis,
Regeneron
recruitment
andonbranding
firm atoFellow
attract
new therapeutic
areas have
or Master’s
degrees.what
They’reGrossman
president. calls
It’s a great
to keep people
who
may not want manlaunched
an online
ad Bachelor’s
campaign,
highlighting
theirway
“quirkiness
and
selectivity,”
working alongside M.D.s and Ph.D.s.
agement, but want to progress. It’s very effective—these are such
by
presenting their recently formalized corporate values
(“The Regeneron 5”), through reverse
“This is such a diverse organization, we want people who bring a
valuable people,” he says.
psychology:
CREDIT: © ISTOCKPHOTO.COM/ARENACREATIVE
SURVEY
DEMOGRAPHICS
252 •If science isn’t your obsession—DON’T APPLY
www.sciencecareers.org
•If you’re content being the smartest person in the room—DON’T APPLY
•If you’re afraid to fail—DON’T APPLY
•If you think good enough is good enough—DON’T APPLY
•If you need a routine to define you—DON’T APPLY
3
By the year’s end, Regeneron met its goal of hiring 350 highly qualified new employees.
Genentech, a member of the Roche group, (#3 this year; #1 in 8 out of 10 previous surveys)
is continuously recognized for its innovative leadership, high-quality research, and talent pool.
Genentech’s decision makers are extremely respectful of the company’s scientists. Emphasizing
excellent communication skills, Genentech screens for a strong publication record, because they
feel that it indicates an ability to communicate well in writing. “Everyone I interview is very bright,
motivated, and accomplished, especially on the biology side,” observes Andy Chan, senior vice
president of research biology. “But they must really want to translate biology into medicine. That’s
the driving force behind who comes to Genentech, and why we’re in the business.” Some skilled
scientific problem solvers, Chan believes, are far better suited for academia. “We want the ones
who want to make something happen that helps people.”
At these top employers, research and development jobs aren’t only for Ph.D.s. Throughout his
organization, reports Novo Nordisk’s Chinn, scientists work at many different levels. At their Seattle
site, for example, some of the scientists doing fundamental research on new therapeutic areas have
Bachelor’s or Master’s degrees. They’re working alongside M.D.s and Ph.D.s.
“This is such a diverse organization, we want people who bring a different perspective and
understanding, so we can expand globally,” explains Susan Bunz, human resources and corporate
services vice president at Pioneer Hi-Bred, a Dupont business, the plant genetics company
that ranked #4 this year (a big leap from #19 in 2010). The Iowa-based company’s 3,000 plus
scientists work at 110 research locations in 24 countries. “Our culture is very collaborative. People
share a ‘can do’ attitude, want to work in a very dynamic environment, and know how to complete
a project.”
RETAINING OUTSTANDING SCIENTISTS
The world’s best scientists are always on recruiters’ radar screens, and employers know that people
often change jobs. “It’s one thing to attract new talent, another to retain them,” says Bayer’s Iams.
“You must provide an environment that recognizes accomplishment and celebrates the entire
team,” Iams continues. Bayer offers growth programs, such as internal education activities, so
an employee always feels, “I’m learning here.” Motivators include letters of recognition, awards
(some monetary), and performance-based bonuses, which are sometimes reinvested into company
shares.
However, many biotech/pharma companies are moving away from broad eligibility for stock
options, according to Grossman. Regeneron, though, remains “absolutely committed to employee
ownership. Every new hire will be a shareholder.” The company recently introduced an on-site
“mini-MBA program” with Rutgers University professors presenting a broad view of the industry’s
business issues. Beyond classrooms, “we give scientists very challenging roles, where they can
contribute to the fullest extent of their abilities,” adds Grossman.
From microbiology to entomology to agronomy, Pioneer Hi-Bred uses a diverse range of expertise.
A scientist’s specific assignment depends somewhat on his or her degree, explains Bunz. Ph.D.s
are at the senior scientist level; a B.S.-degree holder would be an associate or assistant researcher.
Thanks to the educational support Pioneer provides, “employees can go back to school while they’re
here, when they see that additional education will increase their promotional opportunities.”
Novo Nordisk encourages scientists to “focus on a specific job aspect that will forward their
research, and their personal development,” says Chinn. Every employee is required to prepare an
“Individual Development Plan.” They can opt to attend symposia, specific educational programs,
or other learning opportunities. The company gladly provides tuition “to further their employees’
education. We hope it’s holistic—not just to help Novo Nordisk, but to improve their own specialized
skills,” he explains.
Vertex holds weekly “social hours” where scientists and other staff members share perspectives.
The company also has unique employee incentives, such as “the Vertex Nobel Prize” for outstanding
research and the recently introduced Science Technology Exchange Program (STEP), a sabbatical
opportunity. Bench scientists whose proposals are accepted get to “STEP out” of their usual roles
and pursue a new path for three months. The program was developed by seven Vertex scientists
working in a focus group on improving career paths and recognition.
In many professions, accomplishments and recognition bring promotion into management. “For
a scientist, that means moving away from the bench,” Smith observes, “but you may not want to
have a hundred people reporting to you.” Genzyme offers a popular, four-level alternative track:
4
FOCUS ON CAREERS
Produced by the Science/AAAS Custom Publishing Office
TOP EMPLOYERS SURVEY
values risk-taking, creativity, and scientific exploration, which spurs our
scientists to succeed,” says Chan.
“Once they make a breakthrough,
it’s a very addicting feeling. Their suc2011
2010
cess encourages more emphasis on
1. Innovative leader in the industry
1. Innovative leader in the industry
innovation.”
With its “incredibly strong commit2. Treats employees with respect
2. Treats employees with respect
ment to high-risk innovation, Vertex
3. Loyal employees
3. Socially responsible
starts with a disease and finds a way
4. Socially responsible
4. Loyal employees
to treat its underlying cause,” says
5. Clear vision
5. Makes changes needed
Mueller. “We’re innovative in the way
we partner, how we set ourselves up
6. Does important quality research
6. Does important quality research
as an organization, how we reach out
7. Work and personal values are aligned
in the community, and how we interact with patients and physicians. We
balance risk on several shoulders,
Black type indicates the characteristics in common for the two years.
increasing our chances for success,
“It’s easier to do well when things are going well,” Smith reflects,
through our network of global partners.”
“and hard to do well when times are tough. I’m very proud and
For Pioneer Hi-Bred, global interconnections are internal. They’ve
fellow,
senior fellow, distinguished fellow, and one coveted
slot as presidential fellow. “If you want
pleased that we’ve scored well this year—it says that people are
added 4,000 employees since 2007, in 95 locations. Research and
toseeing
stayand
at believing
the bench,
a
fellow
here
can
be
paid
as
much
as
a senior
vice
president.
It’s
a great Latin
wayAmerica,
in new opportunity here. We pay a lot of attendevelopment
(R&D)
scientists
in Europe,
Asia/Pacific,
totion
keep
people
who may
notconvincing
want management,
to progress.
very effective—these
to how
we convince
and keep
people that this but
is a want
and North
America areIt’s
in constant
contact. “They knoware
where the
such
people,”
hea rough
says.period. Very few people have soils are similar and who should be collaborating. One strategy may
good valuable
place to work
even during
left
since
the acquisition.
”
be applicable
in North
South
the same products
“It’s
easier
to do well
when things are going well,” Smith
reflects,
“andand
hard
toAmerica,
do wellbut
when
don’t
work
globally,
”
explains
Bunz.
times are tough. I’m very proud and pleased that we’ve scored well this year—it says that people
INNOVATION
AND
RESEARCH
Bayer takes a similar approach. “Collaboration at our worldwide
are
seeing and
believing
in new opportunity here. We pay
a lot of attention to how we convince
Two of the survey’s perennial top drivers—innovative leadership and
locations is part of our model for success,” Iams emphasizes. “Sharand
keep
convincing
people
that
this
is
a
good
place
to
work
even today
during
a rough
period.
Veryfive
few
quality research—are never taken for granted at excellent compaing information
is so
much easier
than even
years ago.
people
havecarefully
left since
theand
acquisition.”
nies. They’re
nurtured
cultivated.
Other scientists can access your files to further [distant] collabora“We’re highly committed to further strengthening our innovative
tions. Now our high-growth regions are really learning from other
capabilities—innovation
is key
to maintaining or gaining a leading polocations, allowing much faster development in China, India, and
INNOVATION
AND
RESEARCH
sition
in
every
market
in
which
we
operate,
and
also
the
foundation
Latin America.
” All quality
2,500 Bayer
scientists, engineers,
and chemists
Two of the survey’s perennial top drivers—innovative leadership
and
research—are
never
for improving the lives of many millions of people,” says Katharina
in various labs are charged with driving innovation.
taken for granted at excellent companies. They’re carefully nurtured and cultivated.
Jansen, Ph.D., director of global media relations and issues man“We’re
committed
to further
strengthening
our innovative
is key
agementhighly
for Bayer
Schering Pharma
AG in Leverkusen,
Germany.
ECONOMICcapabilities—innovation
IMPACT
toShe
maintaining
or gaining
a leading
position
in every
in which we
operate,
and
the has led to layconsiders Bayer’s
research and
development
investments
to be market
Survey respondents
indicated
that the
softalso
economy
long-term: Their
or agricultural
av-of people,”
offs, site closures,
and outsourcing.
When asked
which key events
foundation
forpharmaceutical
improving the
lives ofresearch
many projects
millions
says Katharina
Jansen,
director
10 years
before
reaching the
marketplace.
have had
the greatest
effect onAG
the in
industry
over the past year, reoferage
global
media
relations
and
issues management for Bayer
Schering
Pharma
Leverkusen,
To encourage
Regeneron
labs
operate like
a hybrid
of
spondents
named mergers
andlong-term:
acquisitions, which
Germany.
Sheinnovation,
considers
Bayer’s
research
and
development
investments
to be
Theirhave created
academe and business, Grossman explains. “We give researchers
some instability and uncertainty. Yet, many top employers experipharmaceutical
or agricultural research projects average
10 years before reaching the marketplace.
a great deal of freedom, and encourage employees to suggest imenced surprisingly few effects during the lengthy global recession.
To
encourage
innovation,
Regeneron
labs
operate
like
a
hybrid
ofadequate
academe
and business,
provements at the implementation level. Anyone comfortable with a
“Bayer
takes
precautions
that economic instabilities do
Grossman
explains.give-and-take
“We give can
researchers
a great
deal not
of freedom,
encourage
scientific organization’s
be part of any
discussion
impact R&D and
activities,
a priority employees
on our agenda,” says Jansen.
We’re not
yet big enough toat
have
of channels, formal level.
proBayer’s
R&D
investments increased
€2.9 billion in 2009 to €3.1
tohere.
suggest
improvements
thelots
implementation
Anyone
comfortable
with afrom
scientific
cedures, or hierarchies.
The enemy iscan
bureaucracy,
” heofsays.
billionhere.
in 2010 We’re
and 2011.
organization’s
give-and-take
be part
any discussion
not yet big enough to have
is continuously
new approaches,
says Gross-The Another
firm, Novo
lotsRegeneron
of channels,
formalseeking
procedures,
or hierarchies.
enemy international
is bureaucracy,”
heNordisk,
says. has thrived, with 36
man, and asking at every stage, “What’s the next generation of techquarters of double-digit growth. “We actually grew, added employRegeneron is continuously seeking new approaches, ees,
saysand
Grossman,
and asking at every
nology?” He elaborates: “When it wasn’t fashionable, we invested
brought new products to market last year,” says Chinn.
stage,
“What’s
the next
generation
of technology?”
“When
wasn’t fashionable,
in building
a technology
that was
then highly innovative,
and broughtHe elaborates:
Regeneron also
seems it
countercyclical,
having “hired two-thirds
we
in building
a technology
thatawas
and
brought
uswere
to our
us invested
to our first marketable
product.
Then we invented
suite then
of tech-highly
of ourinnovative,
employees since
2008,
when we
under 700. We’ll soon
niques
that led to Arcalyst.
” Although
uses these
suc-of techniques
reach 1,800,” says
“At the endAlthough
of 2010, 43 percent of
first
marketable
product.
Then Regeneron
we invented
a suite
thatGrossman.
led to Arcalyst.”
cessful techniques
develop
other drugs,techniques
they’re also committed
had been
here onealso
year or
less.”
Regeneron
uses tothese
successful
to developemployees
other drugs,
they’re
committed
to
to
ongoing
innovation.
Like
Regeneron,
Genentech
has
been
expanding. Since 2008, as
ongoing innovation.
Genentech concentrates on innovations in transformative therapy.
cutbacks left talented professionals unemployed, the company has
Genentech concentrates on innovations in transformative
therapy. “Our strength is our patient
“Our strength is our patient focus,” asserts Mike Varney, senior vice
been “very lucky to hire some exceptionally qualified scientists,”
focus,”
asserts
Mike drug
Varney,
senior
vice president,
“We
constantly
president,
small molecule
discovery.
“We constantly
work with small
says molecule
Varney. “Ourdrug
small discovery.
molecule group,
and
research in general,
work
clinical
groupswhat’s
to understand
going
with
a growing,
particular
it’s treated,
clinicalwith
groups
to understand
going on with what’s
a particular
dis- on
have
been
whiledisease,
the rest of how
the industry
is contracting. Beease,
howlimitations
it’s treated, and
limitations
of existing This
therapies.
This
ing
little out
of syncisallowed
to cherry-pick
the very best.”
and
the
of the
existing
therapies.
proximity
toa the
patient
rare.us
Even
with portfolio
proximity to
the patient is center
rare. Even
with portfolio
reviews, discusnot economics,
the biggest
variable for a
Pioneer Hireviews,
discussions
around
the patients,
how to Weather,
help them,
and the is
reality
of improving
sions center around the patients, how to help them, and the reality
Bred. “We continue to create products to deal with weather factors,”
patient’s life.”
of improving a patient’s life.”
says Bunz. An innovative new drought-resistant product, AQUAmax,
Genentech’s
culture
encourages
research. is
“Genentech
risk-taking,
Genentech’s culture
encourages
ambitiousambitious
research. “Genentech
for areas with values
a dry climate
or too littlecreativity,
rainfall for farming. New
CREDIT: © ISTOCKPHOTO.COM/RAPIDEYE
DRIVING CHARACTERISTICS
and scientific exploration, which spur our scientists to succeed,” says Chan. “Once they make a
breakthrough, it’s a very addicting feeling. Their success encourages more emphasis on innovation.”
254 With its “incredibly strong commitment to www.sciencecareers.org
high-risk innovation, Vertex starts with a disease and
5
finds a way to treat its underlying cause,” says Mueller. “We’re innovative in the way we partner,
how we set ourselves up as an organization, how we reach out in the community, and how we
interact with patients and physicians. We balance risk on several shoulders, increasing our chances
for success, through our network of global partners.”
For Pioneer Hi-Bred, global interconnections are internal. They’ve added 4,000 employees since
2007, in 95 locations. Research and development (R&D) scientists in Europe, Asia/Pacific, Latin
America, and North America are in constant contact. “They know where the soils are similar and
who should be collaborating. One strategy may be applicable in North and South America, but the
same products don’t work globally,” explains Bunz.
Bayer takes a similar approach. “Collaboration at our worldwide locations is part of our model
for success,” Iams emphasizes. “Sharing information today is so much easier than even five years
ago. Other scientists can access your files to further [distant] collaborations. Now our high-growth
regions are really learning from other locations, allowing much faster development in China, India,
and Latin America.” All 2,500 Bayer scientists, engineers, and chemists in various labs are charged
with driving innovation.
ECONOMIC IMPACT
Survey respondents indicated that the soft economy has led to layoffs, site closures, and
outsourcing. When asked which key events have had the greatest effect on the industry over the
past year, respondents named mergers and acquisitions, which have created some instability and
uncertainty. Yet, many top employers experienced surprisingly few effects during the lengthy global
recession.
“Bayer takes adequate precautions that economic instabilities do not impact R&D activities,
a priority on our agenda,” says Jansen. Bayer’s R&D investments increased from €2.9 billion
(US$4.06 billion) in 2009 to €3.1 billion (US$4.34 billion) in 2010 and 2011.
Another international firm, Novo Nordisk, has thrived, with 36 quarters of double-digit growth.
“We actually grew, added employees, and brought new products to market last year,” says Chinn.
Regeneron also seems countercyclical, having “hired two-thirds of our employees since 2008,
when we were under 700. We’ll soon reach 1,800,” says Grossman. “At the end of 2010, 43 percent
of employees had been here one year or less.”
Like Regeneron, Genentech has been expanding. Since 2008, as cutbacks left talented
professionals unemployed, the company has been “very lucky to hire some exceptionally qualified
scientists,” says Varney. “Our small molecule group, and research in general, have been growing,
while the rest of the industry is contracting. Being a little out of sync allowed us to cherry-pick the
very best.”
Weather, not economics, is the biggest variable for Pioneer Hi-Bred. “We continue to create
products to deal with weather factors,” says Bunz. An innovative new drought-resistant product,
AQUAmax, is for areas with a dry climate or too little rainfall for farming. New products have to
be tested in-ground in a target-type location, but uncooperative weather can prevent planting. In
areas with a single growing season, that can delay testing for an entire year.
CORPORATE CULTURE
Three of this year’s top five drivers reflect workplace values and environment. To survey
respondents, outstanding employers are socially responsible and have loyal employees whom they
treat with respect.
“What we do to shape our culture comes from listening to employees,” notes Vertex’s KellyCroswell. “We hold numerous focus groups, often in-the-moment. We take what we hear and
translate it into action. Employees routinely tell us, ‘Hey, thanks for asking.’”
Leading companies often codify their corporate values, as exemplified by “The Regeneron 5.”
“Not only do we hire scientists who will treat patients with respect, we also expect them to respect
each other,” asserts Chinn. The recently revised “Novo Nordisk Way” stresses accountability and
responsibility. “Our employees have a right and a responsibility to say something if they see people
not treating someone else well. Being an organization focused on just a few therapeutic areas,
rather than many, makes us different, and gives us a shared sense of commitment.”
Bayer, too, recently updated its global corporate values statement, choosing an acronym easily
remembered in many languages: LIFE. It stands for Leadership, Integrity, Flexibility, and Efficiency.
The company seeks to keep its culture consistent throughout all locations. “LIFE encourages
6
FOCUS ON CAREERS
AAAS/Science Business Office Fe
TOP EMPLOYERS SURVEY
2010. “That’s a big part of
we are,” says Novo Nord
Chinn. “We know we have
nancial responsibility to s
holders, and we also
a social and environm
100
Vertex
responsibility.”
95
Chan praises Genentec
Genentech
its “significant infrastru
90
Millennium/ Takeda
Pioneer Hi-Bred
and philanthropic funds to
85
Regeneron
patients copay for me
Boehringer
80
Syngenta
tions.” Since 1985, when
Ingelheim
first product was appro
75
Biogen
Amgen
the company has dispe
70
Idec
US$2.3 billion of free me
Novo
65
tions in the United States
BUBBLE WIDTH = SOCIALLY RESPONSIBLE
Nordisk
nentech’s Access To Care F
60
60
65
70
75
80
85
90
95
100
dation is based on the prin
that no patient should
INNOVATIVE
go without a Genentech
because of inability to pay
Comparison of the top 10 companies on the basis of the top three drivers (scored out of 100): Socially responsible
The top bio/pharma co
(bubble width), Innovative leader (x-axis), and Treats employees with respect (y-axis).
nies are also particularly p
products have to be tested in-ground in a target-type location, but of their science education programs, both local and distant. S
individual employees
makecan
decisions,
to take
the with
leada whenever
they
see over
things
theystudents
think in
could
uncooperativeto
weather
prevent planting.
In areas
single the late
1990s,
2 million
Asia have participat
season, that
delay testing
for an entire
Bayer’s youth
environmental
programs,see
which educate schoo
be changedgrowing
or adapted.
Thecan
culture
empowers
ouryear.
research scientists
to think
independently,
dren the
aboutcompany
the sciencemove
and technology
that
is available to hel
ideas and solutions, and propose or just implement whatever helps
towards
our
CORPORATE
CULTURE
dress
current
environmental
problems.
larger vision,” Iams summarizes.
Three of this year’s top five drivers reflect workplace values and
Regeneron cosponsors the Westchester County National
“This is the
only place I’ve ever worked,” declares Vertex’s Kelly-Croswell, “where everyone can
environment. To survey respondents, outstanding employers are Science and Engineering program, and sends its BioBus to
recite our core
values,
because
we
allemployees
live them:
Fearless
of excellence;
innovation
is ourto introduce kids to
socially
responsible
and have
loyal
whom
they treatpursuit
with schools.
The rolling science
lab is designed
life-blood; and
‘we’ wins.”
respect.
makes science so exciting. “We also have 75 high-school and
“What we do to shape our culture comes from listening to em- lege interns,” says Grossman, “and we’ve come full-circle. On
ployees,” notes Vertex's Kelly-Croswell. “We hold numerous focus our high school interns now is a patient who suffers from the c
SOCIAL RESPONSIBILITY
groups, often in-the-moment. We take what we hear and translate tion that our first drug treats.”
Social responsibility
is increasingly significant to both survey respondents and excellent employers.
it into action. Employees routinely tell us, ‘Hey, thanks for asking.’”
In Vertex’s STEM (Science, Technology, Engineering, and M
It rose from Leading
ranking
#5 in 2010
to #3
this
year.values,
The increased
among
companies
often codify
their
corporate
as exempli- emphasis
matics) Initiative,
staff survey
scientists volunteer in local schools in ne
respondents
mirrors
a
global
trend:
Eighty-six
percent
of
citizens
worldwide
believe
companies
fied by “The Regeneron 5.” “Not only do we hire scientists who will communities, and engage that
kids to
become enthusiastic abou
need to place
least with
as much
on society’s
interests
they
on business
interests,
treatatpatients
respect,emphasis
we also expect
them to respect
each as
ence.
Thedo
company
works with
United Way to bring eight-to
other,
” asserts
Chinn.
recently Global
revised “Novo
Way” (www.goodpurposecommunity.com).
year-olds to Vertex’s headquarters for hands-on science explora
according to
a 2010
study
byThe
Edelman
PublicNordisk
Relations
stresses accountability
and responsibility.
“Our employees
Apart from
their academic
and motivational benefits to stud
The highest-ranking
companies
in the Science
Careers have
Top aEmployers
Survey
take environmental
right and a responsibility to say something if they see people not (and strong appeal to staff scientists), science education effort
concerns and community involvement seriously. Many larger companies have foundations that
treating someone else well. Being an organization focused on just valuable for high-achieving bio/pharma companies. “These typ
manage their
philanthropic
and
humanitarian
efforts.
The traditions
are are
especially
strong
in Mueller declares. “Un
a few
therapeutic areas,
rather
than many, makes
us different,
and programs
mission-critical,
” Vertex’s
European-based
businesses.
gives us a shared sense of commitment.”
nately, in our society the science and technology track is no lo
Bayer, for example,
beganupdated
demonstrating
a strong
environmental
issues
early
Bayer, too, recently
its global corporate
valuesconcern
statement,for the
most wanted. We
have toas
engage
kids when they’re youn
easily
in many languages:
LIFE. Itto partner
that science
becomes
understandable
to them, and fun. As a
as 1901. Inchoosing
2004, an
it acronym
became
theremembered
first private-sector
business
with
the United
Nations
stands
for Leadership,
Integrity,
Flexibility,
and Efficiency.
The com- pany,
but the
also late
as a society,
we needhas
to nurture and inspire f
Environment
Programme
in the
areas
of youth
and environment.
Since
‘90s, Bayer
pany seeks to keep its culture consistent throughout all locations. scientists.”
annually given
€$1.2 million (US$1.68 million) plus noncash contributions for environmental
“LIFE encourages individual employees to make decisions, to take
Top employers invest in developing a stream of eager, cu
education programs.
Overthey
twosee
million
students
in Asia
have or
participated
in these
environmental
the lead whenever
things they
think could
be changed
future scientists
because
they recognize that, as Genzyme’s
education programs.
In
Bayer’s
Young
Environmental
Envoy
Program,
students
chosen
by their
adapted. The culture empowers our research scientists to think inde- Smith attests, “Your most precious
resource is your people.”
home communities
in fast-growing,
emerging
economies—including
Thailand, Brazil, Chile, China,
pendently, see
ideas and solutions,
and propose
or just implement
whateverEcuador,
helps the company
move towards ouran
larger
vision,” Iams
Carol Milano
is an
independent
in New York City, covering
Colombia, Kenya,
and Korea—attend
intensive
one-week
study
program
injournalist
Germany.
health
and science.
“They gain summarizes.
first-hand experience in the principles and applications
of care
modern
environmental
“This is the only place I’ve ever worked,” declares Vertex’s Kellyprotection, and learn how industry, government, and private households interact in environmental
Croswell, “where everyone can recite our core values, because we
programs,” all
explains
live them:Iams.
fearless pursuit of excellence; innovation is our lifeTo hear the Top Employers Podcast and read the extended
“With ourblood;
Danish
heritage,
into
Novo
Nordisk,”
and ‘we’
wins.” social responsibility was essentially built
online
social
responsibility
content, see online version
RESPECT
COMPARISON OF TOP TEN'S
TOP CHARACTERISTICS
explains Chinn. “It’s such a big part of who we are. We know we have
a financial responsibility to
www.sciencecareers.org/TopEmployers2011
SOCIAL RESPONSIBILITY
shareholders—and
we also have a social and environmental responsibility.”
Social
responsibility
is increasingly
significant
to both
survey million)
reInitially, the
company
donated
DKK$650
million
(US$122
for a 10-year period. In 2008,
spondents and excellent employers. It’s the #3 driver, up from #5 in DOI: 10.1126/science.opms.r1100109
shareholders approved an additional DKK$575 million (US$108 million) for the next decade.
Although the foundation operates independently, Novo Nordisk’s Chief Executive Officer, Lars
www.sciencecareers.org
Rebien 256
Sørenson, is on its board of directors.
The World Diabetes Foundation focuses on neglected areas of diabetes care, such as preventing
7
unnecessary foot amputations or blindness resulting from the disease. These problems, particularly
prevalent in poorer communities, receive little attention from international diabetes organizations.
So far, the World Diabetes Foundation has funded 253 projects in developing countries, and paved
the way for improved access to diabetes care and screening. Already, its efforts have inspired
Uganda, Tanzania, and Kenya to include chronic diabetes care in their national health policies.
COMMUNITY OUTREACH
Socially responsible companies sometimes tackle a community problem near one of their facilities.
Pioneer Hi-Bred’s Thailand team discovered that students in several provinces received inadequate
nutrition from their school lunch programs because of insufficient funds. At that time, only
US$0.56 per day was needed to feed a child well. In 2002, Pioneer Thailand formed an innovative
collaboration among schools, communities, and local businesses to improve students’ nourishment.
Pioneer donated high-yielding hybrid corn seed, supplies, and supervision; schools provided land;
and each community contributed labor to raise a corn crop. After each harvest, the schools used
proceeds from crop sales to fund healthier lunches. Local farmers, gaining valuable experience with
seed technology and agricultural practices, began improving regional corn production. Entering
its tenth year, Pioneer Hi-Bred’s “Corn for Student Lunch Program,” involving 14,000 people, has
estimated revenues exceeding US$330,000, which is shared among all 43 participating schools.
“We just received an award in Dar es Salaam from the president of Tanzania,” reports Genzyme’s
Smith. “It’s for HAND (Humanitarian Assistance for Neglected Diseases), our malaria research
program that looks for new drugs,” he explains. In collaboration with the Broad Institute of Harvard
and the Massachusetts Institute of Technology, Genzyme’s focus in Africa is on screening for
malaria, on-site.
“During the sales meetings that are held in various U.S. locations, Novo Nordisk gets in touch
with local communities to see what we can do to help them,” says Chinn. “We’ve built bikes for kids
with diabetes. I’ve personally put together ‘care packages’ for the homeless in cities we’ve visited.
We’re not just delivering a medication, we believe we have to be part of the community.”
Some employers have to match social responsibility activities with their available resources. “We
don’t have deep pockets, or a foundation,” notes Regeneron‘s Grossman. “We’re not yet profitable—
we’re small but fast-growing, with one approved product. We mobilize our employees to become
involved in ‘give-back’ programs in local communities.”
Vertex Pharmaceuticals has a similar perspective. “We probably sold the first thing in our
company’s history two weeks ago,” jokes Kelly-Croswell, “so we’re mostly giving of our time.”
The company’s online community network encourages anyone involved with a local organization
(professionally or privately) to post and ask for volunteers.
In 2009, Vertex’s founder stepped down after 20 years. “As our parting gift, instead of a trophy,
we announced the annual company-wide Joshua Boger Day of Service in his honor. All six global
locations have coordinated service opportunities on the same day,” Kelly-Croswell notes. Near their
Cambridge, Massachusetts headquarters, the company’s largest site, employees choose from 15
events, ranging from zoo projects to assembling care packages for military personnel to Habitat
for Humanity projects. In 2009, about 800 employees took part. In 2010, the 1,100 Joshua Boger
Day participants included a team of 15 scientists from the San Diego site. They presented “A Day
in the Life of a Scientist/Engineer” to middle- and high-school students throughout the city’s school
districts.
Genzyme, another Cambridge, Massachusetts-based company, has always had community
outreach programs. “We do things like Earth Day initiatives, bike rides for cancer, and walks for the
March of Dimes,” says Smith. “They’re very popular with the staff, because they feel like they’re
giving back. It’s surprising how important that kind of activity is to generating the right atmosphere
around a place.”
Genentech’s Chan praises his employer for its significant philanthropic work on behalf of patients.
The Genentech Foundation, established in 2002, provides financial support to carefully chosen local
and national not-for-profit patient education and advocacy efforts in the United States.
The grants are intended for projects that enhance patients’ understanding of their disease,
provide support through diagnosis and treatment, and improve their ability to obtain appropriate
health care for a serious illness. Recent contributions have focused on support and education
programs for patients with cancer or with a diagnosed immunological disorder. Grant recipients
include the Children’s Cancer Association, the Multiple Sclerosis Association of America, Guide Dogs
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for the Blind, the Jack & Jill Late-Stage Cancer Foundation, and the Lupus Foundation of America.
Genentech’s Varney “is very conscious of publishing our work. That’s not only good for our
science from a reputation perspective, but it’s part of moving science forward in the world. Most
companies keep a lot of their work as trade secrets. Genentech has more publications than any
other pharmaceutical company.” Noting the high quality of the journals where their research
appears, he adds, “We feel publishing our work serves the advancement of the science.”
At its sprawling South San Francisco headquarters, with nearly 50 buildings and 9,000 employees,
Genentech encourages employee use of public transportation with an on-campus bus system. A
fleet of free company buses transports employees throughout the Bay Area, so staff members don’t
have to use their cars.
ENCOURAGING FUTURE SCIENTISTS
Cultivating future scientists is extremely popular among top employers. “Our company leaders are
scientists who take science education seriously, no matter what size we’re at,” declares Regeneron’s
Grossman. “We have 75 high-school and college interns,” says Grossman, “and we’ve come fullcircle. One of our high-school interns now is a patient who suffers from the condition that our first
drug treats.”
For Vertex’s STEM (Science, Technology, Engineering, and Mathematics) Initiative, staff scientists
volunteer in local schools and engage kids in activities that foster their enthusiasm for science. The
company collaborates with the local United Way to bring six-to-ten-year-olds to Vertex for hands-on
science exploration, like visiting the formulation labs to learn how a pill is made. “Throughout the
day, the kids have a chance to communicate with all sorts of scientists,” says Mueller. “These types
of programs are mission-critical. Unfortunately, in our society the science and technology track is
no longer the most wanted. We have to engage kids when they’re young so that science becomes
understandable to them and fun. As a company, but also as a society, we need to nurture that.”
Carol Milano is an independent journalist in New York City, covering health care and science.
10.1126/science.opms.r1100109
Published in advance of print on September 16, 2011. Print Edition available on October 7.
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