In an era where sustainability and economic resilience are more important than ever, International Process Plants (IPP) is leading the charge in industrial redevelopment. One of its most ambitious projects is the repurposing of the former Novartis plant in Grimsby, England—a large-scale pharmaceutical manufacturing facility poised to serve as a hub for active pharmaceutical ingredient (API) production. By revitalizing this world-class site, IPP is not only providing companies with a turnkey solution for rapid operational startup but also delivering significant environmental and economic benefits to the local community.

In this Q&A, Ross Gale, vice president of IPP, discusses the company’s strategic vision for the Grimsby plant, its broader commitment to the circular economy, and how sustainable industrial practices can transform communities impacted by plant closures. From minimizing carbon footprints to preserving high-quality infrastructure, Gale explains why industrial reuse is a smarter, faster, and more responsible alternative to new construction—and how projects like Grimsby are shaping the future of pharmaceutical manufacturing.

Contract Pharma: Could you tell us more about IPP’s current work to repurpose the former Novartis plant in Grimsby, England? What’s the vision for this facility, and what makes it such a pivotal project for IPP?

Ross Gale: We are so excited to see this large-scale API plant be put back into service for an originator or contract development and manufacturing organization (CDMO) that needs to add capacity at a fraction of the time and £2 billion (US$2.53 billion) cost to build new. It’s truly a one-of-a-kind opportunity for one or more companies to move into the site’s three main production buildings to bring their molecules to patients quickly.

As to the specifics of your question, when we acquired this API plant from Novartis, our vision was clear: to breathe new life into a world-class, world-scale facility and position it as a hub for pharmaceutical ingredient manufacturing in the U.K. The plant’s existing high-quality equipment and robust infrastructure offer unparalleled value to prospective operators seeking a turnkey solution. (Explore the site)

Our revitalization of the Grimsby site supports economic resilience by restoring high-paying, technical jobs and providing opportunities for skilled labor. Grimsby is a wonderful town that has suffered because of a few large technical employers shutting their factories, causing skilled workers to endure long commutes or become underemployed locally. It’s exciting to be working to make a marked difference in a community. Our efforts at this site and others worldwide showcase the potential of industrial reuse as a sustainable alternative to new construction. This project is a prime example of how we transform decommissioned sites into thriving assets, reducing environmental impact and supporting industry growth.

Grimsby’s strategic location and robust infrastructure, along with our extensive experience in managing complex projects, make it a cornerstone of IPP’s broader strategy to lead in sustainable industrial redevelopment. It’s also about revitalizing an entire community.

CP: IPP is known for promoting sustainable industrial practices with shutdown plants. How does the Grimsby project align with IPP’s broader sustainability goals and its commitment to the circular economy?

Ross: Sustainability is at the heart of everything IPP does, and the Grimsby project exemplifies our commitment to the circular economy. By repurposing the Novartis facility, we’re extending the life cycle of valuable infrastructure that might otherwise have been dismantled and scrapped. We take quite seriously our mission to keep resources in use for as long as possible and minimize waste.

Grimsby is particularly aligned with our sustainability goals because it enables us to achieve multiple objectives simultaneously. First, it avoids the carbon-intensive processes associated with demolition and new construction, from raw material extraction to logistics and assembly. And it preserves high-quality equipment and infrastructure that can be re-integrated into operations with minimal modification, drastically reducing resource consumption.

The Grimsby facility also is a testament to how sustainable industrial practices can be applied at scale, delivering economic and environmental benefits while supporting global pharmaceutical production needs. Grimsby is one of 20 complete process plant sites we own, in addition to more than 110 complete process plants and over 15,000 equipment systems and major pieces of high-quality, ready-to-ship used process equipment. In a perfect world, we’ll be able to find the right purchasers or tenants to operate in all 20 of our plant sites—and we are striving for perfection.

CP: What are the environmental benefits of repurposing existing industrial plants such as Grimsby, compared to new construction? Could you share any specific data or examples from past projects?

Ross: Repurposing industrial plants significantly reduces the demand for raw materials, which account for a large share of the environmental impact of new builds. By utilizing existing infrastructure, we save on concrete, steel and other high-energy materials, cutting carbon emissions by up to 60%.

Then there’s the impact of repurposing good equipment. Research from the International Energy Agency shows the manufacturing sector accounts for nearly 24% of direct CO₂ emissions from the global energy system. By acquiring high-quality used systems, companies can meet their expansion needs while significantly reducing their carbon footprint. For instance, incorporating reused equipment into capital projects can cut carbon emissions by as much as 70% compared to using newly sourced equipment.

Reductions at 60% and 70% will do so much to advance industry sustainability goals.

Projects like Grimsby also avoid the ecological disruption that often comes with greenfield developments. Instead of clearing land, we optimize what’s already there. Why disturb another piece of valuable, in this case waterfront, vacant land when an existing site could be used? In Grimsby, the environmental savings are amplified by the plant’s advanced infrastructure, which can be retrofitted and updated for maximum efficiency. This approach supports sustainability and demonstrates that industrial reuse is a viable, eco-friendly alternative to traditional development. It’s a win for the environment and for industries looking to reduce their carbon footprints without compromising performance.

CP: Why do companies such as Novartis and Eli Lilly work with IPP when closing their idled facilities instead of selling them on their own?

Ross: Ultimately it comes down to focus. Pharmaceutical companies are focused on delivering new and needed treatments to patients. There’s nobody better at that. We know how to decommission, carry, market and create a new future for idled assets. Typically it would take an operator four to five years to divest an idled site asset, with huge carrying costs—security, electricity, insurance, taxes—associated with maintaining the site.We make that disappear with one transaction. Several companies we worked with took the reserves they set aside for those carrying costs and upon closing with us, converted them into a favorable financial transaction.

IPP has been in business 47 years, and we have offices all over the world. We’ve seen firsthand that plant closures can have a profound impact on local economies, which is why we approach these transitions with a community-focused strategy and the goal to find a customer that will operate these plants in place.

In Grimsby, our goal goes beyond repurposing the site, which includes three production facilities and 14 labs spread over 190 acres; we aim to preserve and even create new economic opportunities for the town. One key strategy is prioritizing local labor. By working with local contractors, tradespeople and suppliers, we ensure the economic benefits of our projects stay within the community. This supports job retention but also builds strong relationships.

Ultimately, IPP’s approach is rooted in the belief that a thriving community is essential to the long-term success of any industrial facility. By focusing on economic integration and collaboration, we’re helping to secure a brighter future for Grimsby and the surrounding communities.

CP: IPP has repurposed many plants globally. Can you share a few examples where IPP’s projects successfully revitalized the surrounding communities?

Ross: We have a long track record of transforming industrial assets into opportunities that deliver exceptional economic and environmental value.

On the eve of the COVID-19 pandemic, IPP was working with AGC Biologics in their search for available high-volume, commercial biologics manufacturing capacity. IPP identified a former Astra Zeneca facility in Boulder, Colorado, that had been idled. Accelerated by the onset of the pandemic, the facility was put back into service with approximately 300 employees in less than 18 months to meet demands for the CDMO’s products in far less than the five-year timeline to build a new facility.

Sometimes, our work goes beyond the communities where plants have been idled.

One notable example is our work with the former Eli Lilly BB36 biologics drug substance plant, which we dismantled and relocated in 2019. Formerly a flagship plant of ImClone and later Lilly, the facility was idled due to a patient-driven commercial requirement for a larger volume plant. IPP was trusted by Lilly to clear the site for future development while repurposing the assets to bring the highest and best value for Lilly and participating in the circular economy. This situation could have easily resulted in wasted resources, but IPP saw an opportunity to repurpose the entire project.

Instead of following the traditional decommissioning and scrapping plan, IPP matched an unmet need from BioVectra with the former BB36 assets. BioVectra was building a new biologics facility, and by using substantially all of the former Lilly assets, they were able to save 70% of the equipment and engineering cost, and upwards of 50% of the lead time when purchasing, relocating, re-installing and requalifying the existing assets.

CP: The whole notion of repurposing a plant sounds complex. Can you walk us through IPP’s process when acquiring a plant, and explain what happens if you can’t find another manufacturer to take over a full plant site?

Ross: As you can imagine, this is very specialized work, and we’re fortunate to have experienced teams to do it. We begin each acquisition with a full-scale evaluation—assessing the land, environmental conditions and the value of every major piece of equipment. Our team documents performance history, regulatory compliance and overall asset viability to determine the best path forward.

Depending on market demand, the seller’s demands and the plant’s potential, we either sell the facility as a complete site ready for operation – as we aim to do with Grimsby – or dismantle and resell individual systems and equipment. Each component is inspected and assessed to make sure our customers receive top-quality assets without the cost and lead time of new equipment.

Additionally, IPP’s ISN RAVS Plus designation highlights our commitment to safety, compliance and environmental responsibility when working at plant sites. We were incredibly proud to be recognized with this certification last year.

The bottom line for us is: Whether selling a full plant, a single system or key process components, we aim to maximize value for both sellers and buyers while promoting sustainability in industrial operations.

CP: I read somewhere that IPP has built relationships with something like 160,000 customers and is the world’s largest reseller of process plants, systems and equipment. What do you believe is the key to building such long-term trust?

Ross: We have a lot of really good people on our team all over the world, and we have so many repeat customers—people who have a clear need, sometimes urgent need, and require a partner they can trust to show up ready to deliver on that need—whether they have a critical failure of a glass-lined reactor and need replacement equipment installed the next day, or have a large and complicated site they need to divest. It’s what we do, and we’ve worked really hard for decades to earn that trust.

It’s hard for us to put into words what it means when a customer tells us they would have missed major deadlines if it weren’t for us, or they never could have expanded without us. And I believe that trust is built on four things: quality, reliability, speed and fairness.

From the first conversation to final delivery, we maintain clear, honest communication—setting realistic expectations and delivering on them, while being incredibly consultative in our sales approach. We take time to listen to our customers to make sure we’re shipping the best option at the best price for them.

Every piece of equipment we sell and every site or plant we purchase is backed by decades of industry expertise, rigorous inspection processes and a commitment to safety and compliance, reinforced by our ISN RAVS Plus designation.

Customers return to us because they know IPP delivers solutions that work—whether they need a complete process plant or a critical piece of equipment.

CP: We’ve talked a lot about plants and repurposing large industrial sites. But equipment sales must be incredibly important as well. What else can you tell us about IPP’s equipment offerings?

Ross: Let’s start with the obvious—and the most important things that make our customers keep coming back: time and cost savings are the biggest advantages. Companies that source equipment from IPP cut lead times by up to 90%, avoiding the long waits associated with new manufacturing. On the financial side, choosing used process equipment can save businesses up to 50% compared to new purchases, offering a competitive edge in industries where margins and speed are everything.

Beyond savings, IPP ensures quality is never compromised. Many types of process equipment are engineered to last for decades, making them ideal for reuse in high-demand industries.

With over 15,000 pieces of equipment, 110 complete process plants, and 20 ready-to-go plant sites, IPP provides immediate access to critical assets without delays. Our expertise, inventory depth and commitment to quality assurance make repurposed equipment not just an option, but a smart, strategic choice.

CP: Anything we missed or something you’d like to add?

Ross: I really appreciate you asking that. We have two other group companies that serve the pharmaceutical manufacturing industry. The launch of Gale Process Solutions (GPS) has been one of the most exciting developments at IPP this past year or so. GPS was launched to meet a growing demand for high-quality, customizable new alloy pressure vessels and equipment—without the excessive lead times of traditional supply chains.

By leveraging our deep industry relationships and procurement expertise, GPS provides reactors, heat exchangers, filter dryers and more in stainless steel, Hastelloy and other alloys, cutting lead times by 50%+ and at competitive costs. Our customers appreciate that GPS delivers tailored solutions without sacrificing speed, reliability or budget.

Further, we have developed a library of “gold standard” GMP designs, and we keep that equipment in stock in our facilities in the U.S., U.K. and Germany—immediately available—from centrifuges, Nutsche-type filter dryers and reactors to tanks, heat exchangers and more. We can offer immediate delivery of new equipment to shorten your project, or a critical replacement to be commissioned and qualified in days or weeks and not months or years.

At the same time, Universal Glasteel Equipment (UGE) continues to expand its capabilities, supplying new, unused and rebuilt/reglassed glass-lined equipment to meet the highest industry standards.

Both GPS and UGE reinforce our mission at IPP: providing customers with the best-fit solution, whether that’s high-quality used process equipment, custom-built new alloy equipment or specialized glass-lined solutions.

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