As one of the most important fixtures in the pharmaceutical calendar, CPHI Frankfurt 2025 will bring together global stakeholders from across the value chain to discuss where the industry is, and where it’s headed. The event offers a platform not just to connect and showcase, but to align your communications strategy around the forces reshaping the life sciences sector.

This year’s edition promises to be a landmark gathering, capturing the pace of change facing the life sciences industry today: an ever-changing global trade landscape, breakthroughs in next-generation therapeutics, and the promise and pitfalls of AI. Ahead of the event, we’ve identified five major trends shaping the conversation in 2025, and what they mean from a brand and communications perspective.

1. Authenticity is more important than ever

In a marketing landscape increasingly dominated by AI, authenticity can be a powerful differentiator. Research into behavioural biases shows that even in high-stakes B2B purchasing decisions, buyers respond to signals of genuine effort and human involvement.

A study conducted by behavioural marketer Richard Shotton found that when an identical ad was presented as having been created in 10 minutes by AI, only 38% of buyers trusted the brand. When the same ad was described as the result of a three-month, high-effort creative process, trust jumped to 59%. In an era where content can be produced instantly and cheaply, brands that communicate the care, skill, and originality invested in their work are more likely to be seen as credible and high-quality.

Why it matters:

Stakeholders want to partner with organisations they can trust, remember, and champion internally. An authentic brand supports not only customer acquisition, but recruitment, retention, and investment too.

Marketing implication:

Build trust by showing the human expertise, values, and consistency behind your brand. Communicate in ways that feel genuine and memorable, ensuring your authenticity resonates with both external stakeholders and internal teams.

2. Data-driven manufacturing & digital maturity

As companies face mounting complexity and pressure to accelerate timelines, Pharma 4.0 is shifting from buzzword to benchmark. Digital transformation is now a priority, with organisations integrating data and automation to streamline processes. Increasingly, the focus is on moving beyond isolated digital tools towards fully connected operations — supported by centralised systems, real-time analytics, and intelligent process control — to unlock greater efficiency and consistency.

This shift is not just about adopting new technologies, but about building the infrastructure and culture needed to support them. From harmonising data across global networks to deploying predictive analytics for proactive decision-making, Pharma 4.0 requires alignment across people, processes, and platforms. Companies that succeed will be positioned to reduce risk, ensure compliance, and create more agile, scalable operations capable of keeping pace with evolving market demands.

Why it matters:

Pharma 4.0 capabilities signal operational maturity. For partners and customers, it’s a marker of your ability to deliver reliably, scale efficiently, and adapt in real time. In an environment where speed, transparency, and compliance are paramount, digital maturity is a powerful strategic lever.

Marketing implication:

Communicate your digital strengths clearly — whether that’s data transparency, automated batch records, AI and machine learning capabilities, or process analytics.

3. From capacity to capability: The biologics boom shaking up CDMOs

The global biologics market is projected to grow from 450 billion USD in 2025 to over 1 trillion by 2035, with double-digit growth in emerging markets such as China and India. The shift is especially pronounced in areas like oncology and immunology, where antibody-drug conjugates (ADCs) and other next-generation modalities are driving demand.

With continued therapeutic innovation comes manufacturing complexity, and the CDMOs of today must be flexible, adaptable, and responsive in order to pivot to emerging modalities and the ever-changing regulatory landscape. The most innovative CDMOs are moving beyond capacity, offering integrated, flexible, and technology-rich platforms. They’re partnering early with biotechs to co-design processes, invest in capabilities, and accelerate the launch of innovative therapies.

Why it matters:

Drug developers are looking for strategic partners, not just manufacturing capacity. CDMOs must demonstrate the technical depth, platform flexibility, and scientific leadership required to navigate evolving modalities and regulations.

Marketing implication:

Position yourself as a specialist partner, not just a supplier. Craft narratives that reflect scientific leadership, platform-based innovation, and your ability to support complex, high-growth modalities.

4. Green chemistry & sustainable scale-up

This year’s CPHI Frankfurt introduces a brand-new Sustainability Supplier Zone — a clear signal that environmental responsibility is now front and centre in pharma. Sustainability-related sessions are expected to triple in capacity compared to recent years, reflecting a surge in both demand and dialogue. In just 18 months, CPHI has seen a 200% increase in the number of pharma sustainability experts and decision-makers attending its events.

Beyond carbon reduction and energy-efficient manufacturing, companies are rethinking how they manage waste, water, and sourcing practices to create more sustainable operations. Increasingly, this involves embedding sustainability throughout the value chain —  by advancing green chemistry, renewable energy, and circular supply chains with transparent sourcing.

Why it matters:

Sustainability is no longer a ‘nice-to-have’, it’s a strategic imperative. Organisations that lead on ESG are not only more attractive to partners and investors, but also more resilient in the face of regulation, reputational risk, and resource scarcity.

Marketing implication:

Tell your sustainability story clearly and authentically. Share your sustainability roadmap, demonstrate measurable progress, and tell a story that balances data with human impact. Credibility comes from clarity, transparency, and authenticity.

5. Going global-local

As supply chains evolve, companies need partners who can deliver both global reach and local relevance. From reshoring strategies to emerging market access, flexibility and regulatory fluency are key. Success depends not only on physical footprint, but also on the ability to adapt operations, processes, and communications to fit diverse regional contexts. Companies that strike this balance can expand faster while maintaining trust and compliance.

Building strong local networks is essential, from suppliers and regulators to healthcare providers and patient groups. At the same time, global oversight and harmonised standards ensure quality, reliability, and efficiency. Organisations that master this dual perspective are best placed to manage risk, accelerate market entry, and meet patient needs wherever they arise.

Why it matters:

Expansion doesn’t just mean more sites, it means better knowledge of local markets, policies, and patient populations. The ability to pair global scale with regional nuance is becoming a decisive factor in competitive differentiation.

Messaging implication:

Emphasise your agility and adaptability. Showcase how you scale with your customers, navigate regional complexity, and bring global consistency with local insight.

Final thoughts

The pharmaceutical landscape is changing fast, and companies that can align their brand and communications strategy with these shifts will be better positioned to grow, lead, and partner effectively. As we head to CPHI Frankfurt, now is the time to sharpen your story: to clarify your value, highlight your differentiation, and connect with stakeholders across the industry.