Building a Healthy Future
“World'sVisionaryLeadersMakinganImpactin Healthcare,2022”World'sLeaders'latesteditionwhich highlightsthetalesofhealthcarebusinessleaderswho aretransforminglivesandcareindustry.Thecover featuresOriolSegarraCEOatUriach.Heisaleadership andchangemanagementexpertwithover20yearsof businessexperienceinmultinationalpharmaceutical firms.AsUriach'sChiefExecutiveOfficer,heoversaw thepharmaceuticalcompany'sdevelopmentfroma traditionalpharmaceuticalcompanytoasuccessful transnationalcorporationfocusonnaturalconsumer healthcare.
Inthecontextofhealthcare,theprocessofdevelopinga desiredoutcome,assessingthepresentsituation,and realizingthepotentialforimprovedhealthcaredelivery viaculturalchangeinsideanorganizationareall componentsoftransformationalleadership.Effective leadersunderstandthatcooperationisthebestwayto buildhealthycommunities.
Aninterdisciplinaryapproachisusedbyhealthcare organizationswithtransformationalleaderstoachieve objectives.Theydeterminewhatorganizationalchange isrequiredbasedondataonhealthoutcomesaswellas
World's Visionary Leaders Making an Impact In Healthcare, 2022
recommendationsfromstaff,patients,andthe community.“World'sVisionaryLeadersMakingan ImpactinHealthcare,2022”haslistedexemplarbusiness leaderslikeOriolSegarra.Theseleadersclearlyillustrate thattransformationalleadersemployavarietyof strategiestomotivatetheirteammemberstorealizethere andorganization'scommongoal.
Whilewecometotheend,pleasedonotforgettoread theCXOstandpointswrittenbyindustryexpertsandthe informativearticlespenneddownbyourin-house editorialteam.
Have a lovely read!
ORIOL SEGARRA
Leading the Transformation of The Family Firm from a Traditional Pharmaceutical Company to a Successful Transnational Corporation Focused on Natural Consumer Healthcare
QUINNIES
KAILEA.ZAGGER 5TECHTRENDSFORTHE FUTUREOFHEALTHCARE RODNEYPEYTON SABRINAKHAN
ORIOL SEGARRA
Leading the The Family Firm from aTraditional Pharmaceutical Company to a Successful Transnational Corporation Focused on Natural Consumer Healthcare
It's a transformation that we are very proud of, by the way. It's been an extraordinary journey in which I've had the best years of my professional life, like many others who are part of this great family. And we still have a lot of challenges ahead of us!"
Peoplewanttolivelonger,butthey alsowanttolivebetter,with improvedhealth,well-being,and qualityoflife.Andtheyunderstand thatachievingthisrequiresa multifacetedapproachthatincludes diet,physicalactivity,sport,rest, sleep,bodycare,emotions,mind, andspirit.
Thishumanizationandintegrationof manydisciplinesaroundwell-being isundoubtedlythemostsignificant challengeconfrontingthehealthcare
industry,inadditiontoothermore operationalaspectssuchas omnichannel,thegrowthofecommerce,personalization, distribution,regulatoryissues, sustainability,directconsumer relationships,andsoon.
OriolSegarraisaleadershipand changemanagementexpertwithover 20yearsofbusinessexperiencein multinationalpharmaceuticalfirms. AsUriach'sChiefExecutiveOfficer, heoversawthepharmaceutical company'sdevelopmentfroma traditionalpharmaceuticalcompany toasuccessfultransnational corporationfocusonnatural consumerhealthcare.
Uriachisacorporationthatthinks thatharnessingthepowerofnatureis thebest(andmostsustainable) approachtocaringforhumanhealth andwell-being.ThisiswhyUriachis solelydedicatedtonaturalconsumer healthcare.Itspurposeistohavea
beneficialinfluenceonpeople's healthandliveswhilealsostrivingto improvetheearthasawhole.It providesthegreatestnaturalgoodsto consumers,basedonsoundresearch andcreativity
Withahistoryofover182years, Uriach'snotableworldwide trademarksincludeAquilea, Fisiocrem,Laborest,Aerored,Fave deFuca,Utabon,Biodramina,and Halibut,withapresenceinthemajor Europeanmarkets.Thecompany's headquartersarepresentlylocatedin Spain,Portugal,Italy,Germany, Austria,Switzerland,andRomania.
LifeOutsideoftheWorkplace
OriolwasborninBarcelonain1971 andisthefatheroftwochildren. Orioldefineshimselfasan inquisitive,restless,andambitious individualwhoisalwayslookingfor newreasons,challenges,and learningopportunitiesinorderto improveprofessionallyand personally.HeattendedESADE, Harvard,Stanford,Singularity University,andIMD,amongother businessinstitutions.Throughouthis
career,hehasheldpositionsinfinance,corporateservicesand generalmanagement,healthcare,andfast-movingconsumer products.Heprioritizeshisfamily,leadership(whichisalsoa loveofmine),andhishobbies,whichincludetraveling,music, reading,andanotherofhispassions:wine.
VisionbehindJoiningUriach
Orioljoinedthefirmattheendof2012,withacleargoalthat wasasignificantchallenge:totransformUriachintoaleaderin consumerhealthcare,whichatthetimeaccountedforlessthan athirdoftotalrevenueandsolelyoccurredinSpain.Withthe trustoftheshareholdersandtheboardofdirectorsbehindit, andafterconstructingamagnificentteam,theteamhas successfullycarriedoutthistransformation,whichisbasedon fivecornerstones:professionalisationofthecompanyandits governance;astrategicfocusonnaturalconsumerhealthcare; profitablegrowth,internationalisation,and lastbutnotleast,a uniquecorporateculturetoachievemaximumcommitmentand passionfromallitsemployeesand,throughthem,some sustainablebutextraordinaryresults.
Uriach
Uriachisaprivate,family-owned,yetcompletelyprofessional enterprisewithamorethan180-yearhistory.Inthelastdecade, ithasshifteditsfocustowhatitcalls"NaturalConsumer Healthcare":productswithnaturalingredientsenhancedby scienceandinnovation.InSpain,thecompanywasapioneerin thisindustry,andithasreinforceditspositionovertheprevious 10yearsthroughstrongorganicandinorganicexpansion.
Today,ithasover850partnersspreadthroughoutitscompanies inSpain,Italy,Portugal,Germany,Austria,Switzerland,and Romania,makingitthemarketleaderwiththegreatestdirect presenceonthecontinent.
Overthepreviousdecade,Uriach'sturnoverhasbeenincreased by7,anditsEBITDAby5.In2021,thecompany'sturnover surpassed€235million(+42percentoverthepreviousyear), anditsEBITDAsurpassed€38million(+41percent).Despite thechallengesassociatedwiththecurrentscenarioowingto inflation,supplyissues,theimpactofthecrisisinUkraine,and soon,thefirmforecaststhatitwillcontinuetoexpandby roughly15%organicallyin2022.
KeytoConstantGrowth
Anewhealthparadigmisemerging thatgoesbeyond"diseaseandcure withaprescriptiongivenbya doctor"andismovingtoward holistic,natural,andsustainable healththatisbasedonimproved habitsandpreventionandiscarried outbyamoreproactive,expert,and empoweredconsumer.Uriach'sgoal istoassist,guide,andfacilitatethe customeronthisjourney,leadingthe transitiontothisnewparadigmof healthandwell-being,allowingusto haveabeneficialinfluenceon people'slivesandtheearth.Andit accomplishessobyrelyingontwo pillars:
i. innovation,inordertooffer thebestnatural formulationsand alternatives,and ii.itsbrands,whichareits mostvaluableassetand primarymeansof communicatingwithand presentingitselfto consumers.
Uriach'sportfolioincludesbrands withaEuropeanscope,whichare positionedindifferentcategoriesand withdifferentbusinessmodels,such asAquilea(theleadingfood supplementbrandinSpain,whichis highlyinnovativeandfocusedon consumersandpharmacies), Fisiocrem(amusclepreparationand recoverybrand,alsousedforjoint pain),andLaborest(Italy'sleading brandofhighlysophisticatedfood supplementswithclinicalstudies, whichismarketedthroughmedtech). Thefirmalsoboastsprominentlocal brandsintheircategories,suchas Depuralina(Portugal),Sidrogaand
Awards
Ems(Germany),Biodramina,and Aerored(Spain),amongmany others.
Multiplerecognitionsandprizes, accordingtoOriol,highlightUriach's portfolio'sdegreeofinnovation.Here areafewexamples:Fisiocremwon BestProductforAthletesatthe iDermoAwardsinAugust2020;its Colpofixnebuliserspraywon 'ExcellenceinPharma':Finished Products'attheCPhIAwardsin 2020,andourSinopolproductwasa finalistinthesamecategoryin2021.
UriachgottheNutraingredients awardforthebestbotanicalproduct in2020,andithaskepttheprizewith itsproductFucain2022.Uriachwas recentlynamedaCatalonia ExponentialLeader2022,anaward thatrecognizesthetenmost disruptiveCatalancompaniesbased ontheirpositivesocialimpact, differentiatedvalueproposition, potentialforexponentialgrowth, internationalscalability,teamand businessculture,andtraction capacityforothercompanies.
AdvicetotheNextGenerationof HealthcareLeaders
Hefurtheraddsthatonceyouhave definedit,youhavetofollowthe pathtowardsthatdestinationbravely, andmakethenecessarydecisions basedondetermination.
Withacleargoalinmindandthe flexibility/agilitytoadapttosucha constantlychangingenvironment (VUCA),thenextstep,accordingto Oriol,istorecognizethatacompany isitspeopleandcorporate culture—everythinghappensthrough
We will continue to increase our footprint in Europe in the coming years, and also expand our business in the rest of the world by means of license and distribution contracts (which are currently in place in more than 20 countries).
If we have learned anything in our journey of transformation over the last 10 years, it is that the important thing is to have a single, clear, and consumer-focused purpose,
them,andtheyaretheonlysourceof asustainablecompetitivestrategic advantage.Humanizingthe organizationsothatitembracesnot onlytherationaldimension,butalso theindividual'sotherdimensions (physical,emotional,andspiritual well-being)iscriticalforcreatinga comfortable,trustingwork environmentinwhichchallengesand healthyambitionscanbeexpressed throughtheinfinitetalentthatpeople havewhentheyarepassionateabout theirworkandidentifywiththe company'scommonproject.
VisionforFuture
Health,likeotherbusinesssectors,is expandingandchangingatarapid pace,andtechnologymaycausebig disruptionsforcustomersseeking newhorizonsasgenerationsshift.3D printing,wearables,andIoT,aswell astheopportunitiesopenedupbybig dataandthemetaverse,allpresent newpossibilitiesforpeople'swellbeing,andtheworldmustremain
vigilantandopen-mindedinthis regard."Beyondthepill"isnowa reality,andUriach'sdedicationto leadershipmeansthatitisconstantly interestedinimplementingthesenew optionsasquicklyaspossible,as longastheyarehelpfulandrelevant tothecustomer
IntermsofUriach'sfutureplans, Oriol'svisionentailsleadingthe naturalconsumerhealthcarebusiness inEurope,increasingourdirect footprintonthecontinent,and
growingorganically(taking advantageofcross-countrysynergies thatincreaseaswegrow)and inorganically(throughacquisitionsin France,theNordiccountries,and someEasternEuropeancountries) untilwereachaturnoverofaround €500millionin2025.
Themainleversforachievingthis willbethosethatcurrentlyconstitute Uriach'spillars:innovation;the developmentofleadingglobaland localbrands,rapidandprofitable growth,sustainability,itscorporate reputation,andthemaximum expressionofitscorporateculture anduniquepeoplepracticesthat makeitabenchmarkandan enjoyableplacetowork.Forthepast sixyears,Uriachhasbeen recognizedasatopemployer.
Arecognizedexpertonleadership andhumanresourcemanagementin Canada,Dr.NitaChhinzeristhe principalagentforAccountable HR.Dr.Chhinzertakesavery pluralisticapproachtoherareaof expertise,bothinsideandoutsideof theworkplace.Shehasmultiplework identitiesthatconvergetoadvance thehumanresourcemanagement professionandimproveworkplaces: professor,author,consultant,and corporatetrainer/speaker.
Belowarehighlightsoftheinterview conductedbetweenWorld'sLeaders andDr.NitaChhinzer:
Describewhoyouareasaperson, insideandoutsideofthe workplace.
Wespendsomuchofourwaking timeatwork.Thenotionoftrading ourtimeformoneyisbeingreplaced withtheideathatworkisan expressionofourvalues,our motivations,andourcontributionsto society.Morespecifically,inCanada, theconceptofworksuggeststhat individualsmakedecisionsabout theircareersandprofessional development,withthepotentialto change,adapt,ormodifytheircareer trajectoryastheyseefit. Outsideoftheworkplace,Dr Chhinzercontinuestoleverageher expertisethroughvoluntary
contributions.Sheisonthe GovernanceProfessionalsof Canada'sCOVID-19AdvisoryPanel andtheAdvisoryBoardforthe CanadianHRReportermagazine. Shehasservedonnumerousboards ofdirectorsfornon-profit organizations(currentlyontheBoard oftheTorontoCentreforLearning andDevelopment).Sheisalsoa highlysoughtaftermedia contributor,discussingavarietyof HRissueswith21professional developmentwebinars,14 professionalmagazinecontributions, 35news/TVcontributions,andover 45radiocontributionsduringthelast 2yearsalone.
Describeyourbackgroundand whatdidyoudobeforeyou started/joinedthecompany?
Ratherthanbeingacareeracademic, Nitare-enteredacademeafter workinginthetechsectorpostMBA. Themostpivotalexperience camein1998-2002,whenshe workedforCanada'sleading technologyfirm(NortelNetworks).
In2000,thecompanywasinits prime.Ithad93,000employeesand $30billioninrevenue.By2002,the companywasinturmoil,withmissed revenuetargets,accountingscandals, andstockinstability.Masslayoffs occurredfrequentlyandwithout warning.Nitafeltthattheinstability couldhavebeenpartiallyneutralized withamoreproactiveand responsibleapproachtorestructuring.
ThatinspiredhertopursueaPhDin management,launchamanagement consultingfirm,andstartsharingher expertisethroughauthorship, research,andpublicspeaking.With theuniquecombinationofapractice-
focusedMBAandaresearch-focused PhD;shecontinuestobridgethe academicandpracticalworldstoday
Tellusabouttheinceptionofthe company.Howdiditallstart?
Theprofessorrole(Departmentof Management,UniversityofGuelph) helpscurrentstudents,other academiccolleagues,andtheoverall managementdiscipline.Theworldof workcontinuallyevolves.Assuch, myareaofexpertiserequiresmeto keeplearning.Itrequirestheability toforecastinternalandexternal pressuresthatreshapehow employersandemployeesachieve organizationalgoals.
Authorshiphelpsfuturemanagers, entrepreneurs,andemployees. Regardingauthorship,Dr.Chhinzer positionsresponsibilityfortalent managementasafunctionofevery manager,notjusttheHRmanager
SheincorporatesmultipleHR executiveinterviews,current companyexamplesandleading academicresearchresultsinher writing.Collectively,thishelpsto reinforcedthenotionofashared responsibilityforimprovingthe worldofwork.
Theconsultingfirm (AccountableHR)helpscurrent leaders,managers,andemployees. Thisbeganorganically,whena colleagueataHumanResource ProfessionalAssociationboard meetingbegandescribingthe challengestheirorganizationwas experiencing,afteranacquisition. Retentionofkeyemployeeswas criticaltothesuccessofthe acquisition,butthecompanydidn't knowwheretostart.Dr.Chhinzer