Employee well-being has rapidly evolved from a fringe HR concept to a core strategic priority for organisations worldwide. This shift is especially critical in high-pressure sectors like pharmaceuticals, where the lines between personal and professional life often blur. In such environments, leadership plays an indispensable role in championing well-being initiatives that support both employees and organisational success.

As the industry navigates this evolving landscape, leaders must balance innovation with experience, embrace generational diversity, and foster psychological safety to build a sustainable and resilient workforce. To gain deeper insight into how leadership can effectively drive these employee well-being initiatives, People Matters spoke with Devvesh P Srivastav, Country President, Global HR Director – Tech OP & Regional HR Head – APAC at Centrient Pharmaceuticals, a global pharmaceutical leader known for its forward-thinking people strategies.

Balancing innovation and experience

The pharmaceutical industry is unique in its high-stakes environment, where risk mitigation and strict regulatory compliance are non-negotiable. According to a 2023 Deloitte report, 86% of pharma companies cited regulatory compliance as their biggest hurdle to adopting innovation. Within this context, leadership faces the delicate challenge of integrating fresh perspectives from younger professionals with the seasoned expertise of senior leaders.

At Centrient Pharmaceuticals, Srivastav highlights the complementary roles these groups play: “Senior experts act as stabilisers, while young professionals are disruptors — both are essential.” Young teams often introduce technology-driven improvements, pushing the company forward, while experienced leaders ensure these innovations align with complex regulatory standards and safety requirements.

This blend of innovation and caution is more than just a balancing act—it represents a fundamental leadership imperative. Srivastav underscores the cultural shift needed to enable this dynamic: “Make senior leaders mentors, not gatekeepers — and empower young talent to lead with confidence.” Such an inclusive approach encourages collaboration across experience levels, which McKinsey research shows can increase profit margins by 24%.

Bridging generational gaps through culture

Generational friction presents a significant challenge across industries, and pharma is no exception. With Gen Z entering the workforce in large numbers, there is growing demand for transparency, inclusivity, and authentic leadership. Traditional hierarchical models often clash with these expectations.

Centrient Pharmaceuticals has addressed these challenges by “redefining leadership — not by age or tenure, but by influence and collaboration,” says Srivastav. The company adopts a flat hierarchy and matrix organisational structure that break down silos and increase transparency, creating a culture where respect is given regardless of title.

This cultural shift resonates deeply with younger employees who prioritise purpose and connection over authority. It encourages leaders to listen more and direct less, fostering an environment where people feel heard and valued across generations.

Using technology to bridge divides

Technology plays a pivotal role in bridging generational divides and promoting inclusivity. Srivastav describes digital tools at Centrient as “translators” that standardise processes and create consistent, accessible experiences for all employees, regardless of age.

Platforms such as SuccessFactors, SharePoint, and Monday.com streamline onboarding, performance tracking, and employee recognition, leveling the playing field across diverse workforce segments. Despite some resistance, particularly from legacy systems common in the generics sector, Centrient’s approach focuses on “execution-driven tools and a bias toward action. Data beats assumptions.”

A 2023 PwC report indicates that HR digital transformation boosts productivity and employee engagement by up to 40%, reinforcing technology’s crucial role in modern workforce management.

Additionally, traditional performance reviews, often annual or biannual, no longer meet the expectations of today’s employees, especially Gen Z, who seek immediate, transparent, and meaningful feedback.

Srivastav explains that Centrient has shifted to a continuous feedback model, leveraging one-on-one meetings and digital tools like Monday.com and SuccessFactors. Managers are trained to act as coaches rather than evaluators, fostering a culture focused on growth and development.

This shift is vital in a sector where rapid feedback accelerates innovation and strengthens teams. Harvard Business Review supports this, finding that companies adopting frequent feedback cycles improve employee engagement and retention by 30%.

Maintaining high standards in a heavily regulated environment while evolving feedback processes requires leadership that understands timely communication drives both compliance and innovation.

Fostering psychological safety

Beyond feedback, psychological safety—the confidence that employees can speak up without fear of negative consequences—is foundational to well-being and high performance. In pharmaceuticals, where errors can impact lives, fostering psychological safety is imperative.

Centrient has embedded this value through initiatives like its “Speak Up” platform, which guarantees protection for every voice. Town halls and transparent leadership commitments reinforce this, transforming concerns into opportunities for improvement rather than punishment.

Complementing this are Diversity, Equity, and Inclusion (DEI) programs such as the “Women of Centrient” network, which offer safe spaces for dialogue and growth. Deloitte research highlights that organisations with robust DEI initiatives report 1.8 times higher employee well-being scores.

Srivastav sums it up: “When people feel safe, they contribute fully. That’s not a bonus — it’s a requirement in a high-stakes industry like ours.”

Meanwhile, one of the most profound leadership lessons from Gen Z talent is the shift from traditional top-down management to co-creation. “Don’t manage me — co-create with me,” encapsulates the mindset of younger employees.

They seek relevance, instant feedback, and meaningful engagement, prompting Srivastav to introduce his leadership philosophy EDGE: Empower, Delegate, Grow, Engage. This approach recognises that empowering Gen Z talent not only enhances well-being but also drives agility and innovation—critical to thriving in the fast-paced pharmaceutical sector.

Leading generations, not just people

For HR leaders managing multi-generational workforces, Srivastav offers a simple but powerful mantra: “Lead generations, not just people.” This requires recognising diverse needs, flattening hierarchies, and designing collaborative structures that foster engagement across age groups.

Above all, psychological safety must be woven into the organisation’s DNA. When employees feel safe to express themselves, they “show up as their best selves” — becoming the true source of competitive advantage in today’s complex and regulated world.