德勤中国生命科学与医疗行业智信未来调研结果（英）-31页_1mb

报告摘要

China LSHC Industry Trust Survey Summary

Core Content

This document presents the findings of the 2021 "Future of Trust" survey conducted by the Deloitte China Life Sciences & Health Care (LSHC) Team. The survey engaged 68 LSHC operators and investors in China and aimed to understand the dynamics of trust among key stakeholders and how it is influenced by various factors, including the impact of the pandemic and the role of technology.

Main Points and Key Insights

Trust: Key Stakeholders and Their Perceptions

Government authorities & regulators are considered the most important stakeholders for trust in the highly regulated LSHC industry.
Medical practitioners are also highly ranked due to their role in product adoption.
Media is seen as the least effective resource for building trust.
Domestic companies (SOE & POE) show a slight gap in the importance of different stakeholders, with staff & employees being ranked lower than others.
CEOs place higher importance on trust from staff & employees and patients compared to other stakeholders.

The Opposite View: How Organizations Are Viewed

Business partners are perceived as the most trusted stakeholders.
Regulators and patients are among the least trusted, although CEOs showed a relatively higher trust in regulators (66%).
Staff & employees are seen as the second most mistrusted group.
34% of respondents who said "Do not know" are C-level executives, indicating a lack of internal trust assessment maps in some companies.

Impact of the Pandemic on Stakeholder Trust

50% of respondents believe trust levels have remained the same across all stakeholder types.
HCPs & medical community saw the highest increase in trust due to the fast response and support during the pandemic.
Staff & employees trust decreased the most, but CEOs reported that trust in their staff has increased (56%).
JV companies showed the highest "trust decreased" ratio (33%) for external stakeholders, unlike large companies and WOFEs.

Actions and Resources to Manage Trust

82% of companies have action plans to enhance stakeholder trust.
WOFEs lag behind in having such plans (10 out of 45 responded negatively).
Regulators and HCPs are the top priorities for trust enhancement for all respondents.
Domestic companies prioritize patients as their first action stakeholder.
Staff & employees are considered critical for trust-related action plans by large companies, pharma cos, and WOFEs.

External Trust Elements Influencing Stakeholders

NRDL listing and internal compliance programs are the top two trust drivers.
Investment in traditional channels (hospitals, offline) is seen as having the least impact on trust.
Technology is seen as a key enabler in trust enhancement, particularly in product integrity, delivery, and preventing misuse of corporate assets.

Technology and Trust

Technology tools have increased trust in most areas, especially in reducing misuse of corporate assets.
CEOs believe that HCP engagement with new technology has not changed trust levels (56%).
Product integrity and delivery with new technology have improved trust significantly (89%).
Advanced analytics is the most preferred technology for compliance and fraud detection (70%).
Robotic process automation is more commonly adopted by Chinese cos and JV, likely due to local manufacturing needs.
Machine learning adoption is higher in large cos and WOFEs (55%) than in Chinese cos and JV (less than 40%).

Data Regulatory Framework Impact

New data security and privacy laws have increased IT & data compliance resource allocation.
Pharma cos (34/37) prioritize this area the most.
Foreign invested companies (JV & WOFE) focus more on cross-border data & IT arrangements.
Partnering with third parties and hiring a Chief Data Officer are common strategies for compliance.

Employee and Talent Trust

Caring and development for talents are the top priorities for all types of companies.
Pharma cos have the highest percentage in employee motivation (54%), while JV have the lowest (22%).
Workplace safety is a major concern for JV & WOFE, with the highest percentage (41%).
Chinese cos have the lowest percentage in leveraging data in talent decisions (0%).

Innovation and Trust

Innovation and digitalization are critical for trust among stakeholders.
60% of companies regularly sense digital innovation opportunities.
Large cos, Chinese cos, and WOFEs are more proactive in sensing digital innovation than JV (only 44%).
JV are the least invested in new tech-led opportunities (11%).
Chinese cos lag in automation and digitalization (21% and 29%, respectively), while large cos and WOFEs have over 65%.

Summary Insights and Future Outlook

Key Insights

Regulators are the most important stakeholders for trust but are the least trusted.
Staff & employees are second in importance for CEOs but are the most mistrusted.
New compliance technologies are ranked second for trust enhancement, yet CEOs believe they have not improved HCP and third-party trust.
Pharma cos excel in employee motivation but also face the most trust decrease from staff during the pandemic.
Med-device cos perceive internal trust higher than external, yet value external trust more for business success.
New technologies have increased trust in product integrity and delivery.
Pharma cos and large cos allocate more resources to data security and privacy, while cross-border data exchange is less prioritized.
Chinese cos are the least advanced in automation and digitalization.

Future Outlook

Trust with external stakeholders is essential for all LSHC players in China.
The Highly regulated environment and the Healthy China 2030 plan have increased attention to trust-building with government, HCPs, and patients.
New technologies are reshaping the trust landscape, with a focus on data security, clinical data protection, and patient privacy.
Digitalization and innovation are key to maintaining and enhancing trust, especially with technology-savvy patients.
Employee trust is crucial for organizational growth, and companies are investing in workforce development and health support.

Appendix

Large Companies' Population Composition

33 out of 68 respondents are from large companies with revenue above 2.5 Bln RMB in H1 2021.
POE respondents are mostly from smaller companies, while WOFE respondents are from large companies.

Calculation Model for Question #7 and #11

Average weight score is calculated based on the rank of each answer (1–5), with rank 1 having the highest weight (5 points) and rank 5 the lowest (1 point).
The formula used:
$$
\text{Average weight score} = \frac{[(rank1#)^{}5 + (rank2#)^{}4 + (rank3#)^{}3 + (rank4#)^{}2 + (rank5#)^{*}1]}{\text{total respondent #}}
$$

Deloitte Contacts

Zhou Chen – Financial Advisory Partner
Email: zhouchen@deloitte.com.cn
Richard Kershaw – Financial Advisory Partner
Email: rwkershaw@deloitte.com.hk
Travis Zhu – Risk Advisory Leader
Email: trazhu@deloitte.com.cn
Jens Ewert – Industry Leader
Email: jensewert@deloitte.com.cn
Linda Pu – Program Manager
Email: linpu@deloitte.com.cn
Tony Lin – Research Assistant Manager
Email: tonyclin@deloitte.com.cn