 | Sylvie Grégoire, President of Shire Human Genetic Therapies, was nominated for a ‘Woman to Watch’ award by Mass High Tech |
At Shire we ensure that we attract, retain and develop the right people, because we need them to succeed. It’s because of their teamwork, commitment, innovative thinking and energy that we can continue to grow and be recognized as a world-class bio-pharmaceutical company.
We’ve got amazing people here at Shire but it’s not just us that have noticed. Sylvie Grégoire, President of Shire Human Genetic Therapies, was nominated for a ‘Woman to Watch’ award by Mass High Tech*.
Mass High Tech has been holding these awards for five years in order to raise the awareness of inspirational professional women in science and technology in the local community. The criteria for this award: women who are gogetters, hard working, inspirational and motivational to their peers and will shape the future of their industry.
Sylvie, with a Doctor of Pharmacy degree and a graduate degree, is an advocate of the value and importance of personal development and education. At Shire our people, their integrity, respect, hard work and excellence drive us forward as a company.
“Our focus going forward will be on a leadership development program for today’s leaders while growing tomorrow’s,” says Shire’s Senior Vice President of Leadership Development, Charlotte Sibley. “We aim to have succession plans for all key roles in Shire, a core curriculum/leadership degree for all Shire leaders, a decrease in the voluntary turnover ratio, a consistent and less costly process of acquiring new talent, and a really excellent orientation program, among other things.” Enriching opportunities – such as an education program with the Darden School – will be offered to greater numbers of Shire people, including business partners from the Finance and Information Technology teams.
A primary focus will be on increasing international assignments within Shire. Sibley continues: “Well-rounded leaders have global experience. They pick up and move to other cultures, take time to learn new ways of working. Assignments should last anywhere from a year and a half to three years.”
At the moment, a dozen or so Shire people are on international assignments. “We’d like to see five-percent of our people rotating through global experiences at any one time,” she says. “It’s essential to the future of the company.”
*Mass High Tech: The Journal of New England Technology
CR Report 2007