As one of Novozymes Biopharma UK’s senior administrative employees, Shelagh Robinson is involved in nearly everything that goes on. The company, previously known as Delta Biotechnology, was bought by Novozymes in 2006 and, according to Shelagh, quickly became part of the family.
“It has been quite demanding because suddenly there were higher requirements of our work,” laughs Shelagh when invited to talk about Delta Biotechnology’s transfer to a new owner. “Novozymes has high standards, so you automatically come to expect more of yourself. This helps make the work more challenging, which means that I now enjoy my working day even more than before.”
Shelagh is the administrator at Novozymes Biopharma UK’s manufacturing site and assistant to the Operations Director. It is a multi-faceted job that ranges from the co-ordination of company-wide events to arranging trips for employees and ensuring that all the practical things are running optimally at the site.
As the Operations Director’s right-hand woman, Shelagh is also always at the centre of events; for example, she was one of the first people to learn that Novozymes' takeover of Delta had fallen into place. This was in July 2006, when the 105 employees in Nottingham were suddenly incorporated into a large global family.
“We had been bought by big companies before, but we never really felt included in those companies. It was more like Nottingham was a remote outpost. This time it was very different; we felt as if we were drawn into Novozymes and became 100% part of the company, so it’s been fantastic,” says Shelagh.
Completely overwhelming
Any worries about having to change owner were, in Shelagh’s view, groundless.
“To put it simply, we were really well received. Everyone from the parent company was so enthusiastic about getting us on board; it was completely overwhelming. And it was clearly explained how we fitted into Novozymes' overall strategy and what the plans were for the future,” says Shelagh.
After the takeover Novozymes Biopharma UK was given the once-over with the broad Novozymes brush - signs, writing paper and much more were replaced. At the same time the process began of introducing the less tangible aspects of being part of Novozymes: culture and values. Both parts fell on good soil with the Delta employees.
“From the outset we took the trouble to fit in with the Novozymes culture, and there have been lots of visits backwards and forwards. And it has clearly improved us as a company being part of a strong brand like Novozymes with a clear identity and values that we can relate to. Now we feel that we are part of something bigger and more important than before. And the Rethink Tomorrow philosophy is also finding ready acceptance. It makes you think about what you yourself can do to continuously raise your game,” concludes Shelagh.