Three questions to our new Vice Chair of the Ecosystem Committee (SEC): Bairbre Hickie, General Manager Switzerland Takeda

Competition between international pharmaceutical locations is constantly increasing. Where do you see the biggest differentiating factors for Switzerland as a location? 

Reliability and predictability through stable framework conditions are the factors I think of first – above all thanks to the stability of institutions shaped by Switzerland’s direct-democratic system and the strong role of municipalities and cantons, in close coordination with the federal level. This well-established and pragmatically oriented policy machinery fosters competition, not least in terms of location, and is likely one of Switzerland’s strengths – though we must ensure it does not become a disadvantage in terms of speed.

Switzerland also benefits from a dense, high-quality talent ecosystem – world-class universities, the Swiss apprenticeship culture, and a workforce that combines strong domestic capabilities with international expertise that performs exceptionally well in cross-functional settings – though this advantage is not guaranteed and could come under pressure, e.g., in the context of CH–EU relations.

The Most-Favored-Nation discussion also shows that Switzerland is not an island when it comes to global location competition. I am convinced, however, that Switzerland’s high degree of planning security creates enormous added value – especially for the pharmaceutical sector, whether in R&D, manufacturing, or commercial operations. Sustained, future-proof investments in Switzerland – in people as well as in technological advancement – will continue to ensure strong supply chains to the benefit of patients, not only in Switzerland, but worldwide.

In which area do you see the greatest unused potential in the Swiss pharmaceutical ecosystem? 

In my view, despite a solid foundation, there is indeed still clear potential. I see this particularly in a stronger narrative – and the corresponding strategies – to further establish Switzerland as a Life Science Hub. The goal should be to align all key stakeholders consistently around Switzerland’s role as a reliable global supply and innovation hub. This, together with the right investment decisions – based on framework conditions that reduce unnecessary bureaucracy and support European and global interaction as well as progress in digitalization – will strengthen Switzerland’s location ecosystem and is the logical counterpart to a domestic market that puts patient access first.

Specifically on digitalization, I see a need to upgrade skills to meet next-generation requirements. This includes systematic upskilling for AI-enabled operations in manufacturing and commercial functions, as well as the broader digitalization of the Swiss healthcare system. There is real potential for industry, science, academia, and public authorities to tackle this challenge even more jointly – potentially also in the spirit of agile, pilot-driven collaboration.

What other priorities would you like to set in your new role as Vice Chair of the SEC? 

Ultimately, my aim is to build on the strengths mentioned above – something that is far from easy in today’s global economic and policy landscape – while at the same time addressing, in a targeted way, the opportunities also highlighted. By combining speed, simplicity, and predictability, we can achieve this – and that is exactly what I expect from Switzerland’s framework conditions for our industry.

I look forward to working with the Chair and all members of the Swiss Ecosystem Committee, and I am convinced that we can drive an even stronger “footprint-first” agenda for the pharmaceutical industry in Switzerland – one that must be closely linked to market needs and always keeps in mind the needs of patients in the domestic market, including rapid access to innovation.