EyeD Pharma : structure an HR action plan thanks to Balencio

Two societies, the same human culture

EyeD Pharma and UniD Manufacturing form a complementary tandem based in Liège. EyeD focuses on the research and development of innovative treatments for eye diseases such as glaucoma or dry eye syndrome. UniD Manufacturing operates as a CDMO (Contract Development and Manufacturing Organization), producing for EyeD—but also for other clients, both small and large.

These two organizations share the same site, the same vision, and around one hundred employees. Innovation is omnipresent, but as research projects are long and sometimes uncertain, management quickly became aware of the importance of a strong and sustainable internal climate.

“Here, projects take time. We must be able to create the conditions for colleagues to want – and the means – to stay for a long time.”
— Olivier Vanbrabant, Communications Manager

An impulse from the top

It was Mélanie Mestdagt, the group’s CEO, who spearheaded the process of assessing well-being. Convinced of the importance of values such as kindness or team spirit, she wanted to go beyond intentions : measure to act.

After researching several solutions, the company turned to Balencio. A choice dictated by the scientific quality of the tool, its ease of use and the relationship of trust established with the team.

“The first time we saw Balencio, we thought : this is exactly what we need.”
— Olivier Vanbrabant

A key support

“Our Customer Success Manager is a real partner. He has a perfect command of the platform, but he is also able to step back and challenge us. It saves us a tremendous amount of time.”

This expertise has enabled a small internal team—comprising HR, the trusted person in charge of well-being and prevention, and Olivier from the communications team—to manage the project effectively.

Measure, but above all act

The implementation of Balencio was carried out progressively. After an initial global survey (via the Human Capital Index – HCI), two additional modules were launched: an “energy” survey (also used to comply with psychosocial risk assessment requirements), and a targeted survey focusing on workload within a specific department.

“What is powerful about Balencio is its ability to objectify perceptions. But we need to go further: employees expect concrete actions.”

In response to this expectation, the steering team developed a structured action plan with a differentiated approach depending on departments. To further strengthen its impact, some actions are now integrated into managers’ annual objectives.

Concrete challenges, adapted responses

Among the identified challenges are a significant transformation within production teams, the need to further structure HR initiatives, and the difficulty of involving managers in operational implementation.

“This is our main challenge: ensuring that actions do not remain in the hands of HR or communications, but are genuinely driven by managers.”

Despite constraints in terms of time and resources, the team is moving forward with the objective of making Balencio a strategic management tool, rather than a simple measurement instrument.

Why recommend Balencio ?

Olivier recommends Balencio to organizations of 50 to 60 employees or more that are ready to engage in a genuine continuous improvement process. According to him, the tool is relevant across all sectors, provided there is a willingness to listen and to drive transformation.

Like EyeD Pharma and UniD Manufacturing,
turn your intuition into concrete actions.