We use a range of communications media, as well as face-to-face meetings, to ensure our people are kept up to date with business developments and are clear about their individual and team roles and targets. Opportunities for giving feedback are integrated into our communication programmes at all levels.
We also use a two-yearly Global Employee Survey to measure perception on business and leadership performance, business priorities and employee engagement. This helps us to understand better what we are doing well and where we need to improve. These surveys are conducted confidentially with the help of a specialist independent external agency who also analyse the results. We conducted our fourth such survey in 2006 and it generated the highest response rate to date (86%). This high level of employee engagement reflects people’s continuing confidence in the survey as a trusted feedback mechanism. The scores improved across all categories compared to the last survey in 2004 and exceeded the pharmaceutical benchmark in most cases. Areas of positive feedback included health, safety, information sharing and communication (in particular, immediate managers being more open to feedback). Employees rated the Company highly on the ethical standards that are applied to its external dealings. Overall, engagement levels were strong, but the survey highlighted the need for further improvement in some aspects of leadership and performance management. Initiatives focused on these areas have already begun – including increased clarity on accountabilities being integrated into business performance management frameworks.
During 2007, to ensure that we stay in tune with employee perceptions between Global Surveys, particularly in the light of the recent business changes, we piloted a Snapshot Survey of a representative cross-section of employees that aims to provide a regular employee pulse-check for senior management against key people objectives. The pilot survey in June indicated that some good progress is being made in comparable Global Employee Survey areas. 86% of the 3,000 respondents believe that senior leadership provides clear direction for AstraZeneca and individuals have clear personal objectives (86%). However, the Survey showed that we still have work to do in some areas of rewarding performance (35% unfavourable), and ensuring we fully utilise the talents and abilities of our staff (36% unfavourable). Following the success of the pilot, we now aim to conduct these surveys on a regular basis and Senior Management Teams will take account of the feedback from them when assessing progress against functional objectives and planning for the coming year.
AstraZeneca's Code of Conduct includes procedures for employees to raise integrity concerns, including a confidential telephone helpline number. In 2007, 133 concerns were raised via the helpline and other routes. All concerns are investigated and appropriate actions taken as required, which can include management counselling, disciplinary action or dismissal. No material issues were reported through this route during 2007.
In addition to the helpline, we have local grievance processes in place in all the countries in which we operate, in line with local labour law and our own commitment to best practice. The responsibility for the grievance processes typically lies with the business leaders and Marketing Company Presidents in each country.
The content of this page was externally assured by Bureau Veritas, February 2008
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