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In conversation with – Petra Pesendorfer, Chief People Officer, Valneva

In this Q&A, Petra Pesendorfer, Chief People Officer at Valneva, shares how our culture, values, and people strategy are deeply connected to our mission to contribute to a world in which no one dies or suffers from a vaccine-preventable disease. She discusses how Valneva empowers its people across global sites, nurtures leadership, and builds a workplace where innovation thrives – as well as sharing some advice for aspiring HR leaders.

Q: Tell us a bit about your background and current role at Valneva?

When I think about what brought me to work in HR, it was people. Early in my career, I became fascinated by how culture, leadership, and communication shape outcomes, sometimes even more than strategy itself. I wanted to be in a role where I could influence how people feel about coming to work, how they grow, and how they contribute. That desire still fuels me today.

I joined Valneva in January 2024 as Chief People Officer. What drew me here wasn’t just the mission – though contributing to a world free from vaccine-preventable diseases is certainly powerful. It was the authenticity of the people, the culture, and the belief that human potential is central to scientific innovation. Having spent nearly 20 years working in HR across other fast-paced, dynamic industries, I recognized quickly that this was an environment where the people strategy could align with the company purpose.

Q: What stands out about Valneva’s culture and mission?

At Valneva, we authentically live our mission to contribute to a world in which no one dies or suffers from a vaccine preventable disease. But we’re not just a vaccine company. We’re a team of people working with urgency, agility, and heart to protect lives through science. That clarity of purpose energizes everything we do.

Our culture is refreshingly open and agile. Everyone has a voice. Whether someone works in R&D, manufacturing, commercial or HR, there’s a strong sense that our daily efforts contribute to something that truly matters.

It’s important to me that hierarchies don’t get in the way of ideas, and collaboration flows across functions and geographies. There’s a shared mindset of curiosity, resilience, and mutual respect at Valneva. It’s a place where people are empowered to speak up, take initiative, and grow – not just within their role, but as individuals.

Q: What are some of the key challenges in fostering a sense of community in a global company?

With six global sites, one of our key challenges is building a sense of community across borders but we’ve found several ways to achieve this.

Our values and behaviors are our compass, shaping both our processes and daily collaboration. The ‘how’ we work together is as important as the ‘what.’

We invest in leadership development, feedback culture, and cross-functional collaboration. Our global onboarding program ensures new joiners feel supported from day one. And through a flexible, open and non-hierarchical structure as well as regular town halls, and structured feedback loops, we keep listening at the heart of what we do.

We’re also nurturing a culture where everyone can grow. We are in constant dialogue with our people on their development needs. Our online learning platform offers flexible, high-quality development opportunities to all. Fireside chats, DEI initiatives, and targeted development sessions also give employees the tools to thrive in a changing world.

All of these approaches connect our people, nurture a shared identity, and drive a high-performing global community.

Q: What is one lesson you have learned as a HR leader that has stayed with you?

As a leader, especially in HR, I don’t believe it’s about having all the answers, but about creating space for others to be heard, understood, and empowered. You have to understand the bigger picture, not only your function but the business and its needs as well. That mindset has shaped how I build teams, design processes, and show up every day with curiosity, authenticity, and respect for the people around me.

My advice for aspiring HR leaders? I believe it’s so important to lead with authenticity. People can feel when you’re real and trust starts there. You’re not just shaping policies, you’re shaping culture, helping people advance in their careers, and creating an environment where they can thrive.

Stay curious. Lead with humanity. Listen deeply and design with both people and business in mind. Don’t be afraid to ask critical questions and stand up for what you believe in. Your credibility won’t come from knowing everything, it will come from keeping people at the center of everything you do.

Q: Looking ahead, what are your priorities as you navigate change in an evolving biotech market?

Change is a constant in biotech, and at Valneva, we see it as an opportunity to evolve, adapt, and lead. My priority as CPO is to ensure that our people and culture remain a source of strength and agility as we advance. That means staying close to the business, supporting the organization through times of change, and preparing the company—and our people—for what’s next.

In times of transformation, values and behaviors matter more than ever. That’s why they will continue to guide how we show up, make decisions, and support one another. They are not just words on a page, they’re how we stay grounded while moving forward.

As CPO, I’m committed to creating an environment where continuous learning, collaboration, and leadership growth empower our teams to innovate and thrive, ultimately driving our mission forward so we can contribute to a world in which no one dies or suffers from a vaccine preventable disease.