Biogen

Priscila Damiani

People Strategy Catalyst

Insights and Challenges of Human Resources in Biotech

I’ve had the privilege of building a career in Human Resources that spans over two decades, with a strong focus on organizational development, leadership and cultural transformation. At Biogen, I lead the HR function for Brazil, partnering closely with business leaders to shape a people strategy that supports our mission as a leading biotechnology company. We pioneer innovative science to deliver new medicines to transform patients’ lives and to create value for shareholders and our communities. My role involves driving talent development, fostering an inclusive and high-performing culture and ensuring our people practices are aligned with both global standards and local needs. It’s a dynamic and purpose-driven environment and I’m proud to contribute to a company that places such a strong emphasis on innovation and human impact.

Biotech is a fast-paced, highly regulated industry where scientific innovation meets human need. One of the key challenges is attracting and retaining top talent in a niche and competitive market, while also ensuring compliance and agility. We address this by cultivating a strong employer brand, investing in continuous learning e development and creating a culture where people feel deeply connected to our purpose. We also prioritize cross-functional collaboration and adaptability, which are essential in a sector that evolves rapidly and demands both precision and empathy.

Building Employee-friendly Culture in Biosciences

Building a learning culture starts with listening—understanding what our employees need to thrive and grow. We foster a growth mindset by offering personalized development paths, leadership programs and opportunities for cross-functional learning. We also encourage curiosity and experimentation, recognizing that innovation often comes from diverse perspectives and continuous feedback. Our purpose-driven mission inspires people to invest in their own growth, knowing that their work contributes to something bigger than themselves.

“Social responsibility and inclusion must be more than initiatives— they should be embedded in your values, leadership behaviors and everyday decisions.”

We’re embracing the future of work by being proactive and people-centric. Biogen has adopted flexible work models that balance productivity with well-being and we’re leveraging technology to enhance collaboration and efficiency. We also focus on upskilling and reskilling, ensuring our teams are equipped to navigate change with confidence. Importantly, we’re committed to listening to our employees—through engagement surveys, open forums and continuous dialogue—so we can evolve in ways that reflect their needs and aspirations.

Embedding Social Responsibility and Inclusion in Organization

Start with authenticity. Social responsibility and inclusion must be more than initiatives—they should be embedded in your values, leadership behaviors and everyday decisions. My advice is to co-create these efforts with your people; ensuring diverse voices are heard and represented. Measure impact, celebrate progress and be transparent about challenges. We believe that inclusion drives innovation and that our responsibility to society is inseparable from our success as a business.

I believe HR has a unique opportunity to be a catalyst for change—not just within organizations, but in society at large. As we navigate complex global challenges, the role of HR is evolving from operational to transformational. We must lead with empathy, courage and vision, creating workplaces where people feel safe, valued and inspired to make a difference.