Data Privacy in Pharma Industry

When companies talk about creating a culture of data privacy and implementing security measures, perhaps key decision-makers focus on a comprehensive approach for business continuity planning and disaster recovery planning from all levels within an organization to properly prepare for the evolving threats, backing up data, knowing how to restore it and enabling remote backups through application of new tools, upgrading in technologies and installation of novel devices.

Okay, that’s all about improving IT systems and placing security measures. But, oftentimes, the most neglected part is creating a culture of privacy among employees. 

Imagine an organization where top management make a litter out of crucial information, share files to irrelevant recipients or mistakenly disclose key data. It’s totally privacy breach, and this normally happens when employees lack proper training and are devoid of unified corporate culture where they feel detached with the company mission.

When there’s no sense of belonging, no respect for organization’s values system, then often privacy breaches and information theft happen. With all craftiness, it becomes easier for deviant employees to share confidential information, aid external people to win projects or tenders and pocket their share of profits.

Literally, in one company, the newly appointed HR supervisor refurbished files and forms he saved from his ex-company by changing the header with the current company name. With this duplication, there’s neither confidentiality nor loyalty at all. It’s simply info larceny!

In another case, one senior manager, after his termination, got a lucrative offer from a competitor. And, in order to boost product sales, probably he got in contact with his close allies from his previous company, and while government tenders were out, he quoted low prices and finally won the potential tenders to supply products all over the country.

In simple ways, providing awareness programs and relevant trainings can mend employees’ disorderly behaviors, attitudes and inculcate in them strong sense for safeguarding company’s values, vision and systems.

Sometimes, we need to tutor senior leaders on the impending impact of confidentiality risks, and make clear to them, with paradigms, how miscommunication or communication gaps can mar a potential project. An unusual delay in project execution or extended timelines with repeated corrections will eventually lower a company’s reputation.

Where privacy is taken in loose terms or security measures are uncared for, then there are possibilities of hypocrisy in culture. 

For example, one entrepreneur worked out, in a cunning way, to accelerate business by stocking raw materials in his warehouse for contractual supply to a top company. In fact, he frequently bribes the purchasing team of that company to get tips on requirements of materials, with their specific quantities, on monthly basis. Based on that information, he procures respective materials and maintains uninterrupted supply on time. No hurdles, no tension!

Perhaps, like the performance bonus or annual incentive, every company should conduct annual privacy refresher training to ensure that employees abide by workplace ethics and compliance code. With such a balanced environment, a company can really build a culture of privacy and security.