Built to belong: How Octapharma Plasma, Inc. made culture its strongest competitive advantage

“As leaders, our job is to listen, learn, and act,” says Alice Stewart, Chief Operating Officer of Octapharma Plasma, Inc. (OPI). “When we embody our values, our culture thrives - and people do too.”

That conviction has guided OPI through a profound transformation in recent years, turning cultural ambitions into measurable results. In 2025, the company reached a milestone with Insights to Action - its largest engagement initiative to date, involving nearly 1,000 employees across 80 sessions. The goal was not simply to collect feedback, but to turn insight into action.

In an era where talent defines competitive advantage, Octapharma’s ambition to remain an employer of choice is a strategic pillar of the Group’s long-term success. Across the organisation, the leadership team is focused on driving workplace satisfaction and engagement, reflecting a shared belief that success starts with people.

In the United States, OPI has emerged as one of the most powerful examples of this transformation in action. Here, a deliberate shift toward a “people-first” culture has redefined how employees connect with purpose at work. Voluntary turnover has nearly halved, and early retention has improved dramatically - clear proof that a people-centred strategy can drive lasting success.

Strong leadership at the core

With more than 180 donation centres nationwide, OPI recognised early that strong culture depends on strong leaders. This approach was tested in the wake of the pandemic, when employee turnover spiked. Alice and her leadership team responded not with slogans but with action – strengthening communication, expanding HR resources, and introducing new technologies to better support frontline teams.

Backed by Octapharma’s shareholders and the Board, these steps reinforced a simple truth: people are at the heart of sustainable growth.

Listening as a catalyst for change

Listening has become part of OPI’s DNA. Through Insights to Action, employee feedback is directly channelled into clear improvements – from new recognition programmes and career pathways to team-specific action plans owned by local leaders. Progress will be tracked transparently through measurable performance indicators, ensuring accountability at every level.

“Sustaining engagement isn’t just HR’s responsibility,” notes Darrell Fincher-Crusan, Senior Director and Head of HR. “It’s a partnership with leaders, grounded in our shared commitment to keep our fellow team members front and centre.”

“Transformations don’t happen overnight,” he adds. “It’s the result of consistently listening to our employees, understanding their evolving needs, and taking meaningful actions.”

Pride in our workplace

Culture is both seen and felt, expressed through the environments where people work and the daily behaviours that define how teams connect. At OPI, the cultural reset began with a simple question: how can we help people feel more connected to our purpose?

Creating environments where people feel valued isn’t just about improving morale; it delivers results. Research shows that employees who feel recognised and supported are significantly more productive and far more likely to stay with their employer.¹ Understanding this has guided OPI’s approach to building workplaces that combine purpose, pride, and performance.

One of the first visible steps came as OPI began rebranding its plasma donation centres across the US. The transformation aimed to create professional, mission-driven spaces that encourage a sense of pride and belonging, sending a clear message that employees and donors alike deserve inspiring environments reflecting their shared purpose.

That effort has continued. In 2025, new centres are opening in the same modern design - ensuring a consistent look and feel that reflects OPI’s values nationwide.

“Our teams deserve spaces that reflect who we are,” says Alice. “The visible transformation we’ve undertaken reinforces a sense of connection to our purpose.”

The company’s physical renewal has deepened its emotional one. At OPI donation centres, walls now feature patient stories and Octapharma’s core values, linking everyday work to a larger mission.

“Walking into one of the new centres, you can feel the difference,” says Jeovany Becerra, Centre Director. “Each centre reflects not just a modern, welcoming space, but the collective effort of so many teams working together toward a better tomorrow. It’s a great representation of how we put into practice our core values.”

Collaboration has also become more intentional. Cross-functional teams work together to solve challenges, enhance donor experiences, and continually improve operations - showing that when the environment reflects our shared goals, engagement naturally follows.

Strengthening the employee journey

Recruitment and onboarding have been redesigned to match this evolving culture. In 2024, OPI centralised its recruitment process to ensure every candidate experiences consistent, values-based interactions. With less of an administrative burden, local managers can now focus on developing people rather than managing paperwork.

A refreshed corporate onboarding programme introduces new hires to Octapharma’s vision and values from day one. “New colleagues tell us they feel engaged, informed and supported right away,” says Darrell. Due to the success with our corporate teammates, plans are underway to scale the experience with new centre employees in 2026.

That early engagement is paying off: retention within the first 90 days has risen sharply, demonstrating that new employees are finding purpose and commitment early in their journey.

A culture built to last

At OPI, purpose is more than a principle – it’s something people experience daily. Across every centre, employees see the impact of their work: in the lives of donors, in the gratitude of patients, and in the strength of the communities they serve.

The transformation of recent years is now part of everyday life. Engagement continues to grow, leadership alignment has strengthened, and teams describe a renewed sense of connection and pride in what they do. “There’s a genuine sense of interdependence,” says Andra Jones, Senior Director of Operations. “Everyone knows their success depends on helping others succeed.”

For patients, that connection means access to life-saving plasma-derived medicines. For donors, it’s the opportunity to contribute to something greater than themselves. And for employees, it’s the chance to grow within an organisation that truly cares – about its vision, its people, and its promise to make every drop of plasma count.

Together, these experiences define a culture where purpose drives performance, and where every decision - from leadership strategy to frontline action - reflects the same belief: when people thrive, the organisation thrives with them.

“It’s a win–win–win,” says Darrell. “Purpose, impact and opportunity coming together. That’s what makes Octapharma Plasma, Inc. and Octapharma as a whole, a great place to work.”

References:

^{1. Gallup. (2024). State of the Global Workplace Report. Accessed September 23, 2025. Accessible at: State of the Global Workplace Report - Gallup}