7
7
SCIENCE, RETAIL & MANUFACTURing
426 A sunnier outlook
458 Levi Strauss & Co.
430 Agrium Inc.
462 LifeScan Scotland Ltd
434 AstraZeneca Pharmaceuticals
464 Loblaw Companies Limited
436 Celgene
468 Molex Incorporated
440 Coloplast
472 Novartis Oncology
444 Domtar
476 Novelis Inc.
448 Forest Laboratories, Inc.
480 NSK Europe Ltd
452 International Paper
484 Smith & Nephew
454 John Deere
488 Vertex
a sunnier outlook Recent data suggests that the storm clouds have lifted for the retail and manufacturing sectors – a forecast that spells a brighter future for young talent
The UK’s unusually hot summer in 2013 coincided with an equally
would increase the number of their employees over
welcome development for the country’s manufacturing sector.
the following six months, which is very encouraging
Commenting on a report presented by the Manufacturing Advisory
when you consider that positive key indicators do
Service (MAS) in late August, the organisation’s Area Director for
not always necessarily translate into a greater number
London and the South East, David Caddle, observed that: ‘There is
of available jobs.
a warmer glow surrounding the English economy at present, and
‘This statistic is very important, in my opinion,’ said
a continuing upturn in manufacturing is playing its part.’
David. ‘If we are going to take full advantage of existing
Renewed optimism Indeed, after a difficult 2012, the industry began to pick up in the spring of 2013, according to a survey conducted by the Chartered
and future opportunities, then our SMEs will need to ensure they have the workforce and skills in place to meet demand.’
Institute of Purchasing and Supply (CIPS) and financial information
An international trend
services company Markit. And with orders and output growing
It’s not just in the UK where things are looking up.
faster than at any point since 1994, the sector is, after a period of
At around the same time as the CIPS and MAS revealed
stagnation, once again an attractive proposition for young talent.
their findings, similar surveys conducted elsewhere
‘Encouraging PMI [Purchasing Managers’ Index] statistics,
revealed that manufacturing output had increased in
which are economic indicators derived from monthly surveys
many parts of the world. In Spain and Italy, for instance,
of private sector companies, combined with a surge in output
the sector grew for the first time since 2011, while
and good news from the Society of Motor Manufacturers and
China recorded growth for the first time in a year.
Traders car figures, have created a sense of renewed optimism,’
The upturn across the eurozone also gave the UK
David explained.
a boost. ‘The UK’s factories are booming again,’ said
This is underlined by the fact that exactly half of the almost
Rob Dobson, Senior Economist at survey compilers Markit.
700 small to medium-sized enterprises (SMEs) that MAS surveyed
‘Orders and output are growing at the fastest rates
between April and June 2013 for its quarterly MAS Barometer
for almost 20 years, as rising demand from domestic
expected to invest in more machinery and premises in the coming
customers is being accompanied by a return to growth
months. ‘This overwhelming response should not be underestimated,’
of our largest trading partner, the eurozone.’
David said. ‘Manufacturers are a cautious bunch by their very nature,
He added: ‘Manufacturing is clearly making a
and they will only spend if they can see long-term confidence in
strong positive contribution to the economy, providing
the marketplace.’
welcome evidence that the long-awaited rebalancing
These expansion plans are bound to have a positive impact on
of the economy towards manufacturing and exports
the career prospects of anyone choosing to work in manufacturing.
is at last starting to take place now that our export
In fact, 43 per cent of respondents in the MAS survey said they
markets are recovering.’
CHAPTER 7 | science, retail & manufacturing
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CHAPTER 7 | science, retail & manufacturing
‘with output growing, the sector is once again an attractive proposition for young talent’
Reasons to be cheerful And the positive news was not limited to the manufacturing industry. The retail sector also had plenty of reasons to be cheerful, with Britain’s high streets generally performing well. According to the British Retail Consortium (BRC), sales rose by 3.6 per cent in August 2013 compared with the previous year’s figures – significant considering that August 2012 was the time of the London Olympics, when retail sales were buoyed by a higher-than-usual number of tourists across the UK. The durability of the industry in Britain has been helped by the fact that, throughout the recent economic downturn, it ‘continued to deliver quality products at reasonable prices’, according to Helen Dickinson, Director General of the BRC. A major factor in this success has been the use of technology that makes it easier for customers to purchase goods, thereby prompting them to spend more readily. Speaking at the BRC Retail Symposium in London in June 2013, Helen added: ‘British retail is embracing the game-changing digital revolution faster than anywhere else in the world.’ For jobseekers, this progressive mindset means that there are great job opportunities in retail, as well as in the manufacturing sector. It’s an upturn that offers positive prospects for many graduates – not only those with marketing, merchandising or business qualifications, but also those who may not have initially considered a career in the sector, such as computing and IT picture for the industry, where – after a period of good news for the economy – the forecast is looking far less stormy.
428 / 429
graduates. This broad appeal, in turn, contributes to a rosier
The past ten years have seen Agrium, one of Canada’s major suppliers of agricultural crop inputs and services, nurture success for the company and its employees alike www.agrium.com
Agrium Inc.’s mission statement – ‘providing ingredients for growth’
And it seems that Chuck’s colleagues share his passion for
– is not simply a literal reference to its core business of providing
the company’s grander purpose, with employee surveys showing
the crop inputs and services needed to feed a growing world.
high levels of employee engagement. Chuck says people across the
Agrium’s mission has been carefully considered to take in the
company are driven by a desire to ‘do the right thing’ for Agrium,
company’s many facets, including the growth of the organisation,
and feel a sense of ownership of its decisions, actions and results.
the development of its employees and the continued strength
He adds that there is a ‘no excuses culture’ and that everyone
and success of its various clients’ businesses.
is expected to ‘get the job done’. But in getting the job done, the
The company has certainly made good on its stated ambitions
organisation also takes care to act with integrity in how it treats
regarding its own performance. A successfully executed and clearly
people and how business plans are executed. ‘That’s what makes
thought-out strategy saw Agrium increase both profits and sales by
us quite special,’ says Chuck.
more than 500 per cent from 2003 to 2012. In 2012 alone, Agrium earned a historically high revenue and profit of $16.7 billion and
Community impact
$1.5 billion respectively, ranking it among Canada’s top 25 companies.
Agrium is equally proud of its ability to make a positive impact both
This made it a rewarding decade for its shareholders, customers
within the agricultural sector and the community at large. The breadth
and employees alike, with the future looking just as promising.
and size of the organisation means it is well placed to understand
Strong corporate culture
CHAPTER 7 | science, retail & manufacturing
cultivating value
evolving trends and challenges in agriculture and, thanks to its global nature, sees itself as ideally situated – indeed obligated – to contribute significantly to society.
Magro explains: ‘The company is about much more than just making
To this end, Agrium has established a Corporate Social
money.’ Driven by its principles and its people, Agrium is as proud
Responsibility Committee to monitor its performance and set targets
of its corporate culture as it is of its financial strength. Based in Alberta,
and priorities in this area. It also donates money to a number of
Canada, Agrium is a major wholesale producer and retail supplier of
flagship social responsibility programmes. These include a partnership
agricultural products and services in North America, South America,
with Millennium Promise, which has a holistic approach to eradicating
Europe and Australia. As such, it serves an important function in
extreme poverty and hunger in sub-Saharan Africa, and Caring for
supporting the global food chain.
Our Watersheds, an education programme that teaches students
‘One thing that really drew me to the company is that there’s this
about preserving and improving their local waterways.
higher mission of feeding the world that employees can rally around,’
Agrium also places great emphasis on environmental health,
Chuck says. ‘Yes, we’re here to make money for shareholders, but
safety and sustainability. This led it to establish another dedicated
I personally came to the company because I really wanted to be part
corporate committee to monitor its progress and improvements
of an organisation that contributes to something more important –
in promoting a ‘culture of safety’, with the ultimate goal of ‘zero
helping to feed the world.’
injuries’. As Chuck explains: ‘The safety of our employees, contractors
430 / 431
But as Executive Vice President and Chief Operating Officer Chuck
‘Agrium has always maintained that its highly regarded culture, together with the people it attracts, are at the heart of its success’
and the public is not just a precondition to our social
of programmes for employee development, together
licence to operate, it is a moral imperative.’
with rigorous performance-management processes and
Worldwide presence
competitive compensation and incentives. These all help the company to attract and retain talent, and enable
Agrium has grown significantly over the past decade,
all employees to pursue their personal goals and reach
mainly through a process of acquisitions and mergers.
their full potential. Agrium has a strong record for hiring
The organisation now has a presence in 20 countries
internally – in 2012, 78 per cent of leadership positions
on six continents and has expanded from around 4,000
filled were taken by internal candidates.
employees to more than 14,000. ‘With 4,000 employees
As the company looks to the future, Chuck says it
we could transfer the principles and values through
remains constantly aware of the purpose that lies at its
social osmosis,’ says Chuck (pictured opposite, top right,
heart and drives its employees every day – the need to
with Mike Wilson, President and CEO, right). But with
address the ‘unrelenting global need for reliable food
the workforce now multiplied several times over and
supplies’. He explains that the world’s ever-increasing
incorporating people in different countries with different
demand for food puts continued pressure on global
languages and cultures, the company has had to move
grain supplies, with agricultural productivity struggling
towards a more formalised culture with a greater
to keep up. Agrium sees itself as playing a crucial role
emphasis on training and leadership programmes.
in feeding the world through its products and services,
Its attention to establishing strong corporate values
and Chuck says the company aims to continue to grow
and implementing them at every level has earned Agrium
to meet that need by not only becoming bigger, but
a number of awards and accolades. ‘We don’t do it for
also better. And as it does, Agrium will ensure that it
the awards, but it shows that we have a good recipe
stays true to its values and principles.
for success,’ says Chuck, adding that being named one
‘Most companies will talk about competitive
of Canada’s 10 Most Admired Corporate Cultures was
advantages. But the integrity of your corporate culture
particularly meaningful.
is the most important aspect of an organisation’s
Employee development The growth of the company has also opened up a wealth
competitive advantage,’ he says. Agrium has always maintained that its highly regarded culture, together with the people it attracts,
of opportunities for employees, both domestic and
are at the heart of its success, and that these will
international. Agrium has built on these with a variety
remain its focus as it moves forward.
CHAPTER 7 | science, retail & manufacturing
432 / 433
brighter futures With its commitment to the research and development of new medicines, AstraZeneca Pharmaceuticals is a first-choice employer for forward-thinking graduates www.astrazenecacareers.com
AstraZeneca Pharmaceuticals is a global pharmaceutical company
of that,’ says David Westbury, Operations & IS Global Graduate
that is tackling some of the world’s greatest healthcare challenges.
Programme Manager. ‘We’ve had fantastic, talented individuals
With sales in 2012 alone totalling more than $28 billion, millions
who have joined our business via this programme and have gone
of patients worldwide use medicines that have been researched,
on to establish very successful careers with us.’
formulated and produced by the company. The firm discovers, develops, manufactures and markets
Diversity champion
prescription medicines, focusing on the therapeutic fields of cancer,
With operations in more than 100 countries, diversity is a key factor
cardiovascular/metabolic disease, and respiratory, inflammatory
in everything the company does. The variety of cultures, backgrounds,
and autoimmune disease. AstraZeneca is also active in the areas
skills and experience of this global workforce makes for a strong and
of infection and neuroscience. The company invests $4 billion a
energised business, which benefits its employees, stakeholders and
year into the next generation of medicines through a research and
customers alike. Thanks to its commitment to diversity, AstraZeneca
development department made up of more than 15,000 professionals
has received numerous accolades. These include Opportunity Now’s
spread across eight countries and three continents.
Global Award in 2013 in recognition of the company’s Asia for Global
Career opportunities
CHAPTER 7 | science, retail & manufacturing
‘we take great pride in developing leaders of the future, and our global graduate programmes are a critical part of that’
talent development programme, which was designed to attract and retain female talent across the region. AstraZeneca also featured among the Top 50 Companies
graduate programmes are targeted at talented individuals with
for Executive Women in 2013 – a list produced by the National
postgraduate qualifications. Career opportunities at the company are
Association for Female Executives that ranks companies on female
vast and varied, but mainly focus on the areas of research, finance,
representation at all levels. Further evidence of the firm’s commitment
sales, marketing, legal and customer service. All roles within the
to development and diversity is its 18-month LEAP programme.
organisation give graduates hands-on experience of the pharmaceutical
Delivered in the organisation’s US set-up, this provides intensive
industry in an environment that lets them develop their management
coaching, career-development and educational opportunities to
and technical skills. As an employer, AstraZeneca recognises that every
an even gender split of talented, mid-level employees.
individual has their own ambitions and abilities, so career opportunities
AstraZeneca was ranked fifth in Forbes magazine’s list of
are tailor-made to suit the experiences and interests of each recruit.
Happiest Companies for Young Professionals in 2012. Key attributes
A key aspect of the company’s graduate programme is leadership
highlighted by those graduates surveyed included working for
development. The cultivation of core leadership skills plays an integral
a company that values its employees’ ideas and being provided
part in graduates’ professional progress and is encouraged through a
with excellent growth and leadership opportunities. In fact, just
combination of training and mentoring activities, with each participant
as the company invests heavily in the development of its innovative
allocated a personal mentor from day one of the programme.
medicines, so too does it recognise the importance of nurturing
‘At AstraZeneca, we take great pride in developing our leaders
and supporting those who research, produce and deliver its
of the future, and our global graduate programmes are a critical part
life-changing products.
434 / 435
AstraZeneca employs more than 50,000 people globally and its
putting patients first Celgene is a forward-thinking biopharmaceutical company where employees can make a real difference in expanding the boundaries of medicine www.celgene.com
CHAPTER 7 | science, retail & manufacturing
Over the past 50 years, medical innovation has been the source
products are enabling healthcare providers to turn deadly
of much economic growth and has created millions of jobs around
cancers into long-term, manageable diseases.
the world – both directly and indirectly. At the same time, life
Prior to 2000, for example, patients suffering from multiple
expectancy has dramatically increased for patients suffering from a
myeloma – a type of cancer that affects plasma cells in the blood
number of diseases. As a multinational biopharmaceutical company,
– had a life expectancy of around two to three years following
Celgene is a key contributor to continued medical innovation with
diagnosis. In the fight against this form of cancer, Celgene has
operations in more than 50 countries and some 5,000 employees
bought three breakthrough products to market – Revlimid®,
worldwide. The company has manufacturing facilities in both the
Thalomid® and most recently Pomalyst® – and the life expectancy
EU and the USA, and its products are sold in over 70 countries.
for multiple myeloma patients is now around ten years.
Celgene’s specialised research and development focuses on innovations in haematology, oncology and immunology, and the
Improved survival rates
company’s products are changing the lives of patients suffering
With the launch of Abraxane®, Celgene achieved yet another
from life-threatening diseases. ‘Celgene is able to attract some of
oncology breakthrough in the treatment of lung and breast cancers.
the top minds in science because of our forward-thinking approach
More recently, studies on Abraxane have demonstrated much greater
to discovery and development,’ says Bob Hugin, Chairman and
survival benefits for patients with pancreatic cancer when compared
CEO of Celgene and Chairman of the Pharmaceutical Research
with standard therapies in use today. This was an area of research
and Manufacturers of America. ‘We have nearly halved the time
that had not seen an improvement in overall survival rates in 40 years,
it takes to move a potential therapeutic drug from discovery to
however, Celgene was able to demonstrate just such an improvement
clinical trials, and we are constantly looking at ways to ensure
and the company now has a priority review with the US Food and
that we are advancing science and medicine to benefit patients
Drug Administration (FDA) for advanced pancreatic cancer.
who have limited treatment options.’
Building on its expertise in haematology and oncology, Celgene
Medical innovation
is extending its research and development programme to include inflammation and immunology. The company has discovered and developed Apremilast – a treatment for immune-mediated diseases
health through bold scientific pursuits, while maintaining a
such as psoriatic arthritis and psoriasis – which has been submitted
promise to always put patients first. Over the past five years,
for approval by the FDA and will soon be submitted to the European
the business has devoted around 30 per cent of its revenues
Medicines Agency (EMA). It is expected to reach the market in 2014.
to research and development – twice the industry average –
One of the principles that defines Celgene as an organisation
and it has demonstrated a willingness to take calculated risks in
is its commitment to putting patients first. The company’s patient-
pursuit of new medical innovations. As a result, many of Celgene’s
assistance programme has provided access to medicines for more
436 / 437
The company’s goal is simple: to change the course of human
than 20,000 patients, and a further 50,000 patients
As a medical company, Celgene recruits a large number
have accessed Celgene’s innovative therapies through
of its employees from the science world, particularly medical
clinical trials around the world. For its employees,
practitioners, haematologists, oncologists and immunologists.
Celgene conducts quarterly ‘town hall’ meetings on a
Celgene has a broad clinical research capability – about a
company-wide basis in which patients talk about their
third of its employees are researchers – in comparison to that
experiences, allowing employees to see and feel the
of its big pharma competitors, and the company employs
connection between their work and the lives of patients.
a significant number at dedicated facilities in California,
Patient narratives are shared regularly on the firm’s
New Jersey and Massachusetts, as well as in Seville in Spain.
intranet, ourCelgene, and the company’s annual report also features real patients and their stories. The majority
Huge advances
of Celgene’s employees participate in patient advocacy
‘Celgene encourages employees to feel empowered to
by volunteering, fundraising or through generous
stretch themselves and push the envelope, so that our
personal contributions.
patients can benefit from huge advances, not just baby
Tireless commitment
steps,’ says Bob. ‘The company was built on a tradition of dedication and commitment to novel science, and our
When Revlimid received FDA approval for the treatment
colleagues demonstrate those traits every day in their efforts
of myelodysplastic syndromes with 5q deletion in 2005,
to produce innovative therapies to treat incurable diseases.’
the innovative therapy was refused approval by the
‘I have plenty of experience in the biopharmaceutical
EMA. For Celgene’s employees – who want successful
sector, and the feeling I get at Celgene is unique,’ says Rich
therapies to reach patients as quickly as possible – this
Bagger, Senior Vice President of Corporate Affairs and
was a significant blow. Over the following seven years,
Strategic Market Access, who has been with the company
they worked tirelessly to achieve approval, and in 2013
for 18 months. ‘People feel truly empowered to make a
the EMA finally provided the positive ruling that Celgene
difference here. Creativity and innovation are encouraged
had been striving for. ‘Many employees felt that we
in every aspect of our work and it provides an energised
might never get this therapy to the patients who need
and fulfilling work environment for me and my colleagues.’
it, but over the seven years they refused to give up,’ says
From clinical researchers, regulatory affairs and quality
Director of Internal Communications Mary Ann Ondish.
control, to the more commercial aspects of the business,
‘They were so proud and thrilled when approval was
Celgene has a range of options that appeal to graduates
granted, and I felt that I had made a really good choice
who want to develop a high-impact career that makes
in coming to this company.’
a real difference to patients’ lives.
CHAPTER 7 | science, retail & manufacturing
‘The company’s goal is simple: to change the course of human health through bold scientific pursuits’
438 / 439
Worthwhile work With its innovative approach to consumers’ needs, award-winning medical technology company Coloplast offers highly rewarding job opportunities www.coloplast.com
In 1954, Danish nurse Elise Sørensen was concerned by dramatic
undergone procedures were essentially unable to leave their homes.
changes to her sister Thora’s lifestyle after an ostomy operation, that
This idea of looking for solutions – being curious and applying it
is, surgery to create an opening – or stoma – in an organ from the
to the way that we work – is really the core of who we are.’
outside of the body. Fearing that her stoma would leak in public, Thora no longer dared to go out. Determined to help her sister out
Programmes for leaders
of her isolation, Elise devised a disposable ostomy bag that would
The flattened hierarchy at Coloplast reflects the Scandinavian
fit tightly to the skin via an adhesive ring. It was an idea that led to
environment in which the company was born and is something that
the establishment of Coloplast as a medical device manufacturer,
employees really value. For several years, sharpening Coloplast’s
and it changed the lives of thousands of people like Thora.
leadership capabilities has been at the top of the business’s agenda.
Enhanced solutions
Unlike many organisations that outsource this kind of training to third-party providers, Coloplast developed their programme Leading
Pursuing an ambitious growth agenda, Coloplast continues to
to Win in collaboration with specialised consultants. Having built up
develop and market products and services that make life easier
their own competences, Coloplast’s human resources professionals
for people with very private and personal medical conditions.
have developed and rolled out programmes for leaders around the
Employing more than 8,000 people in over 30 subsidiaries, and
globe. To date, most managers (nearly 900) have benefitted from this
with products available in more than 100 countries, it is one of the
modular programme, with new modules being developed each year.
world’s leading medical device companies. Coloplast designs and
The programme centres on four highly pragmatic principles that
creates products to assist patients with ostomy, continence, urology,
were identified by Coloplast’s top-level management as being integral
wound and skincare needs.
to the huge financial turnaround the business achieved in 2008–12:
In 2013, the company was again recognised as one of the Global
for managers to set high ambitions and challenge their teams; to give
100 Most Sustainable Corporations in the World – the world’s most
open and honest feedback and to create a feedback culture; to be
credible ranking of corporate sustainability – at the World Economic
visible and lead decisively, no matter where in the world their direct
Forum, Davos. It was also one of only three medical device companies
reports are located; and to ensure that all projects are focused on
to be recognised by Ethisphere in 2013 as one of the World’s Most
driving the business forward. The leadership programme is aimed
Ethical Companies.
at all managers who have people-management responsibilities, and
Coloplast’s employment proposition is built around curiosity –
the return on this investment can be seen in the positive feedback
the idea that curiosity leads to understanding and that understanding
from the company's latest engagement survey.
leads to better solutions for end users and consumers. Head of Global
At Coloplast’s Danish headquarters in Humlebæk, 40 km north
Organisational Development, People and Communications Alison
of Copenhagen, the business offers master’s students the opportunity
Egeberg explains: ‘The people who work at Coloplast are motivated
to develop and write their thesis with full access to a real-world
and energised by the fact that we make a real difference to people’s
business problem. Students from across a wide range of disciplines –
lives. Until we created the world’s first ostomy bag, people who had
including business, MBAs and IT – gain valuable experience working
CHAPTER 7 | science, retail & manufacturing
440 / 441
with a leading player in medical technology, while
and received the prestigious Red Dot Award
Coloplast benefits from new strategies, ideas and
for the design of its SpeediCath® Compact
perspectives as well as the opportunity to identify
Set catheter. Additionally, Coloplast has
talent and potential future leaders.
developed the Coloplast Care programme to
‘While it’s a difficult programme to get into,’
assist customers during the period when they
Alison says, ‘there is a strong possibility of future
adjust to their products. ‘If you are in hospital
employment arising from it.’ Students benefit from
and you have had an ostomy performed,
full access to internal data, an internal sponsor
you might be given an hour with a nurse
committed to development of their thesis, office
who tells you how to use your bag and then
space at Coloplast and the opportunity to present
sends you home,’ Alison says. ‘We’ve now
to a challenger board.
set up a care programme for patients
Top ranking
after they leave hospital whereby one of our employees calls them and walks them
Ranked as the world’s best medical technology
through the entire process – how to use the
company in a global survey of patient groups
product properly and how to deal with any
in both 2012 and 2013, Coloplast was found
issues that might arise.’
to be number one on every indicator.
Today, Coloplast is one of the best-
‘One of the things that Coloplast has
performing medical device companies in
achieved over time is a significant change to
the world and continues to invest in and
the way our products look and feel,’ Alison says.
grow its capabilities. Attractive to graduates
‘In the past, if you were using a catheter, for
who have a passion for marketing, finance,
example, it was a large, plastic container that
IT and engineering, the business is also
looked visibly like a medical device. Today, it’s
experiencing rapid growth in its sales
closer to the size of a lipstick and if it fell out
and consumer-excellence teams.
of your bag, no one would know what it was.’
‘The fact that Coloplast embraces a
The commitment to creating products
lot of different cultures means that people
that ease life for users was rewarded in 2013
are receptive and curious about different
when Coloplast came in at number 12 on Forbes'
approaches to working,’ Alison says.
list of the World's Most Innovative Companies
‘That makes for a really nice environment.’
CHAPTER 7 | science, retail & manufacturing
‘the fact that coloplast embraces different cultures means that people are receptive and curious abOut different approaches to working’
442 / 443
Leading the paper trail Domtar is looking to change the paper and pulp industry through the development of innovative new technologies and products www.domtar.com
CHAPTER 7 | science, retail & manufacturing
‘Domtar is a classic example of a company that has learned
Alongside its expansion into personal care, Domtar is also
to evolve over the years,’ says Pascal Bossé, Vice-President of
pursuing a number of breakout technologies – the ‘small bets’
Corporate Communications and Investor Relations at the company.
on innovation, as described by Pascal – investigating and exploiting
Originally founded in Britain in the 1840s, Domtar relocated to
the properties of wood fibre, while building on its core competencies
Canada at the turn of the 20th century. Since then, the company
in wood fibre procurement and processing facilities.
has been involved in a variety of fields, including manufacturing railway parts and producing construction materials for the housing
Wood fibre components
industry, before eventually turning its attention to pulp and paper
Domtar has built the world’s first demonstration plant for
manufacturing. Today, it’s the largest manufacturer of uncoated
nanocellulose crystalline, the component of wood fibre that gives
wood-free paper in North America, and the third largest – in terms
the tree its inherent and fundamental strength. ‘Nanocellulose
of manufacturing capacity – in the world.
crystalline has fantastic iridescent properties,’ Pascal says. ‘But most
Innovative technologies
importantly, it’s ten times stronger than steel. If you were to add just a small amount to an existing manufactured material, all of a sudden your product is stronger, and this could bring significant
reached $5.5 billion. However, rapid changes in technology and the
benefits to a wide range of applications.’
increasing dominance of screen-based information sharing have
Similarly, Domtar is investigating the commercial uses of lignin,
meant that demand for uncoated paper (the regular sheets of A3 and
another component of wood fibre. ‘It’s the natural glue that binds
A4 that many homes and businesses use in their printers and copiers)
wood fibre together,’ explains Pascal. ‘It’s also the combustible
is in decline. Domtar’s challenge, particularly under the leadership of
element in wood, but Domtar’s purpose is to see if there are
new CEO John Williams, has been to reposition the company for the
applications out there that will give it new uses.’
future. ‘The strategic plan,’ Pascal says, ‘is directed towards breaking
In partnership with Battelle, Domtar is also investigating a
out from traditional pulp and paper investments and placing a series
third technology known as fast pyrolysis. Similar to the production
of small bets in innovative technologies around the use of wood fibre
of ethanol from sugar or beets, fast pyrolysis is about trying to
– which is the heart of our business.’
make liquid fuel out of wood fibre.
In 2011, Domtar announced its acquisition of Attends North
Today, Domtar is the largest producer and consumer of
America, which has since become a key component of its newly
FSC-certified pulp and paper in North America. ‘We’ve realised
developed personal care business, marking a first step into a market
that taking on the mantle of being a sustainable paper company
that is growing at 6 per cent per year. As a manufacturer of adult
has served our business and our shareholders well, but what’s
incontinence products, Attends requires large quantities of ‘fluff
next?’ says David Struhs, Domtar’s Vice President for Sustainability.
pulp’ – a type of pulp that is made from wood fibre at one of
‘We need to make sure that it’s not just about the fibre, but that
Domtar’s North Carolina facilities. In 2012, Domtar also acquired
we’re also concerned about water resources, air quality, and the
Attends Europe, bringing the two businesses back under the same
impacts that we have on the different communities in which
umbrella, and giving it a platform for growth on a global basis.
we operate.’
444 / 445
Pulp and paper is big business. In 2011, Domtar’s consolidated sales
‘employees like to be part of a company that has a sense of commitment to the community’
Repurposing waste
It’s an approach that is designed to
Domtar has paid particular attention to
embrace the complexity of sustainability,
waste. ‘We want to look at residue as an
recognising that sometimes choices and
opportunity,’ says David. Historic coal mining
trade-offs are necessary. ‘It’s also about
in the Pennsylvania countryside had resulted
bringing it back to shareholder value,’ David
in the acidification of soil, making it difficult
says. ‘It may be indirect – there may not be
to reclaim that land and create a healthy,
a direct increase in the dividend for example
functioning ecosystem. Recognising that
– but it’s securing our place as the preferred
some of the waste from the pulp making
supplier to the very best customers. It’s also
process is high in organic content and very
helpful in recruiting and retaining the best
alkaline, Domtar used these by-products
young talent.’
to buffer the acidic soil in that part of the
These commitments to technological
country. This has resulted in the renewal of
innovation and sustainability have also a
natural forest, as well as the re-establishment
meaningful impact on Domtar’s workforce.
of the elk herds that historically populated
‘It’s interesting to see how employees rally
the area. ‘It’s a simple story, but a powerful
around these issues,’ David says, ‘In particular,
one,’ David says. ‘Because if you stop
many of our younger employees like to be
thinking about materials as waste, you can
part of a company that has this sense of
start thinking about where they belong next.’
commitment to the community in which
Performance indicators
it operates.’ From a careers perspective, Domtar
Rather than creating enterprise-wide
offers abundant opportunities for individuals
sustainability objectives, the company has
who connect with the values embedded
taken the view that each of its industrial sites
in the company’s business practices and
should function as its own industrial ecology.
culture. Pascal – who joined Domtar
‘Rather than just adopt the company’s general
ten years ago as an analyst in investor
key performance indicators, we’ve asked our
relations – says the company ‘has given
facilities to adapt them to their own air, water,
me an opportunity to grow that I don’t
fibre, energy and community priorities,’ David
believe I would have gained at another
says. ‘It takes more effort, but we believe that
organisation. It’s been a remarkable
the results will be more meaningful.’
progression for me.’
CHAPTER 7 | science, retail & manufacturing
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collective success The collaborative approach at US pharmaceutical company Forest Laboratories, Inc. results in longterm rewards for both the company and its employees www.frx.com
Some international organisations can seem almost military in
Forest employees experience this on a daily basis, as they
their march towards market domination. Forest Laboratories, Inc.,
are encouraged to interact and make decisions together. ‘It’s time-
however, bucks this trend. The high-achieving pharmaceutical
and labour-intensive,’ says Sally, ‘but with collaboration comes
company prides itself on a culture of collaboration, which, say
communication and respect. You can’t have one without the others.’
its employees, is the key to organisational success as well as
This approach makes Forest an enjoyable place of work, as
staff happiness.
highlighted by the firm’s recent, company-wide engagement survey,
It’s an approach that is informed by the company’s
which placed the company in the top tier among North American
roots. Founded in the 1950s, Forest initially produced sweets,
companies for staff satisfaction and motivation. Employees also
vitamins and other over-the-counter products. That changed
expressed their ongoing confidence in Forest’s business strategy and
in 1977, when Howard Solomon, a Yale-educated lawyer,
leadership team. ‘They are highly engaged and think Forest is a great
became CEO. He brought with him a clear vision to reinvent
place to work,’ says Sally. ‘There is significant pride here. Furthermore,
the company as a pharmaceutical business by building long-
Forest is recognised for its efforts to promote equal opportunity and
standing global partnerships to identify, develop and market
encourage diversity of backgrounds, talents and perspectives.’
life-improving medications.
For talented graduates and postgraduates, a range of salaried
With its headquarters in New York City, Forest today employs
entry routes are available at the company. The two-year management
just over 6,000 employees. US-based, the company has a Canadian
rotation programme, for instance, is a graduate scheme that provides
subsidiary as well as business set-ups in Europe and an operational
experience in a variety of different functions and roles, and offers
footprint in Latin America. It’s a growing business, and an exciting
broad experience as a platform from which to specialise. The St. John’s
one to be a part of.
University/Forest Research Institute Fellowship, meanwhile, offers
Culture of collaboration
postgraduate opportunities in either regulatory affairs or clinical development. Then there’s the MBA summer internship programme,
This is down to Forest’s company culture, which is based on respect,
which provides three-month placements, enabling students to gain
loyalty, hard work, integrity and trust. ‘We pride ourselves on our
diverse experience.
collaborative environment,’ says Frank Murdolo, Vice President, Investor Relations. ‘We’re very flexible – and that’s not often the case
Continuous learning
with pharmaceutical companies.’ Sally Paull, Corporate Vice President,
Brian Fong first joined Forest through the MBA summer programme
Human Resources, agrees: ‘If you’re looking for an organisation with
in 2009. ‘I was exposed to many different aspects of marketing,
whom you can form a genuine partnership with mutual respect and
including working on promotional materials, conventions and
trust, that’s Forest.’
marketing communications’. After completing his MBA, he was hired
CHAPTER 7 | science, retail & manufacturing
448 / 449
by Forest full-time. ‘I have been able to further enhance my skill
Positive impact
sets, working with external and internal partners and developing
Kerri Kaplan joined Forest as an Institute Fellow in Regulatory
strong relationships,’ he says. After three promotions in just four
Affairs in 2010. She now works as a senior manager for Forest
years, Brian is today a Senior Product Manager in the New York City
Research Institute, Inc., a subsidiary of Forest Laboratories,
Marketing Department. ‘I continue to learn every day,’ he adds.
Inc. ‘I graduated with a BA in psychology and then worked as
‘The management team here is very accessible and open to new ideas.’
a research coordinator for a psychiatrist who was conducting
Forest is looking for bright, motivated people. ‘But if they
clinical trials on behalf of several pharmaceutical companies,’
aren’t good team players, they’re not going to succeed or be
she says. ‘I was thrilled to be involved in research that had the
happy here,’ says Sally. ‘In my experience, Forest values individuals
potential to have an impact on so many, but it was apparent
with a strong work ethic who can communicate ideas in a clear
to me early on that I could have an even greater impact
and organised manner,’ adds Brian. ‘I try to balance strategic
working directly for a pharmaceutical company.
thinking with tactical execution in order to bring value to every
‘With that in mind, I decided to enroll for a doctorate in
project I work on.’
pharmacy. I was then selected for the two-year postdoctoral
For its part, the company provides its employees with plenty
St. John’s University/Forest Research Institute Fellowship,’
of tangible advantages. All benefit from a variety of learning and
she adds. ‘That gave me the opportunity to lead several
development programmes, which enable ongoing professional
important projects.
progress. The organisation also usually experiences a promotion
‘Forest has the key qualities I seek in an employer –
rate of at least five per cent each year across all levels. And there
a hardworking and dedicated staff working in a collaborative
are opportunities for international and US domestic travel, as well
and interdisciplinary fashion at the cutting edge of the
as Forest’s free wellbeing initiative.
industry. From the day I was hired at Forest, I hit the ground
‘I wholeheartedly believe that Forest’s success is down to our
running – and have yet to stop. I am now the lead regulatory
culture,’ says Sally. ‘People who work here have to be exceptionally
strategist on a product development team, investigating the
good at their job, and we reward commitment and effort.’ This clear
safety and efficacy of a fixed-dose combination of two blood
and positive approach gives Forest, as a mid-sized company, a lot
pressure medications,’ says Kerri. ‘In a sense, though, things
to smile about. ‘The number of drugs we have in development,
have recently come full circle as I’m working with Doctor
the number of drug submissions and approvals, and the number of
of Pharmacy students and a postdoctoral fellow. I hope
commercialised products we’ve launched in recent years rivals many
to provide them with the same sense of excitement and
of our larger competitors,’ says Sally. ‘That’s down to teamwork.’
satisfaction I have found in my career.’
CHAPTER 7 | science, retail & manufacturing
‘Forest values individuals with a strong work ethic who can communicate ideas in a clear and organised manner’
450 / 451
The complete career pack age With locations in more than 24 countries, global paper and packaging company International Paper offers its employees an exemplary people-development process www.internationalpaper.com
When International Paper’s Human Resources Department gives a
results in a new environment. Many of these roles also offer great
talk to potential employees, a good portion of time is spent outlining
opportunities for global geographic mobility.’
the company’s people-development process. This is because people
Leaders at all levels within the organisation have clearly defined
development and career planning are integral to the working
objectives, which are regularly reviewed through one-to-one meetings
experience at the global paper and packaging company. As Shiela
between an employee and their manager. A more extensive, 360-degree
Vinczeller, Vice President, Talent Management Human Resources
review process is also available to those who want more detailed
explains: ‘We like to say we recruit people for a career, not just a job.’
feedback from their manager, peers, customers and direct reports.
International Paper is a global leader in packaging, paper and
Every employee creates their own career development plan and
pulp, with manufacturing operations in North America, Latin America,
is encouraged to take control of their own development. In addition
Europe, Russia, Asia and North Africa. With its headquarters in
to direct feedback, the company provides training and mentoring to
Memphis, Tennessee, the company employs almost 70,000 people
enable employees to fulfil their potential and deliver business results.
worldwide and has locations in more than 24 countries, serving
‘Our training philosophy breaks down to about 70 per cent on the job,
customers and economies around the globe.
20 per cent delivered through mentoring and coaching, and 10 per cent
Future leaders
through formal training,’ says Shiela. While training is provided in many forms throughout the company, International Paper’s Leadership
Part of the people-development process at International Paper
Institute offers unique programmes and information on skills and
is run through its Leadership Institute – a system of assessment
behaviours to help employees build their leadership competences.
and training designed to unearth the company’s future leaders. This leadership model is based on what the company calls the ‘three
Inclusive environment
Cs’ – character, capability and catalyst. ‘By “character” we mean
The company also has a firm focus on diversity and inclusion, which is
integrity, values and ethics – the kinds of behaviour we want our
run through its Chairman’s Diversity Council. Twelve senior executives
employees to emulate,’ says Shiela. ‘When we say “capability”, we
meet several times a year to set and evolve the strategy, listen to
mean subject-matter expertise and the intellectual horsepower you
feedback and review progress. The company recognises that diversity
bring to the role; and “catalyst” refers to the ability to manage and
matters because productive teams have individuals with different
lead change. Change is the only constant in today’s world, and leaders
viewpoints and backgrounds, all working towards a common vision.
who can meet that challenge are critical to business success.’
Inclusion fosters an environment of full participation and the open
International Paper employees are assessed on their ability to
exchange of ideas, free of cultural barriers.
get results, as well as on the designated competences of their role.
For the tenth time in the past 11 years, International Paper was
Team members who exhibit the required skills are often the first ones
awarded the top spot in the Forest and Paper Products Industry section
promoted. ‘If we see clear potential in someone as a future leader,
of Fortune magazine’s World’s Most Admired Companies list in 2013.
we give them the exposure to different roles,’ says Shiela. ‘We aim
‘I am really proud of our industry,’ says Shiela, ‘knowing that this
to move our key talent into assignments that provide dramatic
recognition is a direct reflection of our development philosophy,
learning experiences and offer the employee the ability to deliver
focus on leadership and the strength of our people.’
CHAPTER 7 | science, retail & manufacturing
‘ We aim to move our key talent into assignments that provide dramatic learning experiences’
452 / 453
work that bears fruit One of the oldest American industrial companies, John Deere’s innovative spirit and global footprint create great opportunities for employees www.johndeere.com
CHAPTER 7 | science, retail & manufacturing
Throughout its 176-year history, Deere & Company has been
strategy and talent development at John Deere. ‘We prepare our
instrumental in making food production easier. More commonly
employees to help customers get the most out of their land and
known by the name of its founder, John Deere, the American company
water resources. For instance, we developed an entire business
is the world’s largest manufacturer of agricultural equipment and
unit focused on precision irrigation to help those in agriculture use
has also diversified to become a leading producer of equipment
the world’s fresh water supply more wisely.’
for construction, forestry and turf care. As such, it enables farmers,
Indeed, agriculture faces an enormous challenge, as Laurie
contractors and other customers whose work is linked to the land
explains: ‘There is little additional arable land left to be developed
to be more productive, while focusing on sustainability of resources.
around the world, so agricultural productivity will have to increase in
In doing so, the company offers its employees the opportunity to
order to feed an ever-growing global population. This increase will
have a positive influence on the world and develop their careers.
be achieved through improved farming techniques, seeds, machinery
‘We have a meaningful higher purpose because our products
and irrigation.’ The global challenge in terms of construction
help those who work the land to feed, clothe and shelter the world,’
equipment is just as great, says Laurie, with the need for significant
explains Laurie Simpson, Vice President and Chief Compliance Officer.
improvements in infrastructure escalating as more and more people
Laurie’s job focuses on ensuring that John Deere maintains its long-
move into urban areas.
held reputation for embracing integrity as a core value. ‘This sense of purpose has underpinned the company’s success since it was
Corporate citizenship
founded and continues to drive its growth,’ she adds.
In addition to helping the world meet these major challenges, John
Innovator
Deere is also committed to sustainability and citizenship. ‘We have the same standards and systems for safety, environment and quality in our overseas factories around the world as we have in the US,’ says Laurie.
Deere set up shop in Illinois. An innovator whose endeavours epitomise
The company is also developing farming practices in emerging markets
the American frontier spirit, Deere produced agricultural tools that
across the globe. In India, for example, John Deere works with small
were essential for life on the prairie. He made his mark by being the
shareholder farmers to help them overcome their problems and, at the
first to successfully make and market a self-scouring plow, using highly
same time, gain a greater appreciation of environmental challenges.
polished steel, which came to be known as ‘the plow that broke the
The firm’s focus on corporate citizenship has helped establish its
plains’. It enabled pioneer farmers to continue plowing rather than
place as one of Fortune magazine’s World’s Most Admired Companies
having to stop every few feet to clean off the clay-like soil of the
and as a regular on the World’s Top 100 Most Ethical Companies list.
Midwest that would stick to the cast-iron blades of other designs.
And in 2013, it was named the eighth Most Reputable Company in
The company has retained its pioneering attitude to this day.
the US in a study by Reputation Institute.
In 2012, John Deere was ranked among the Thomson Reuters
John Deere’s commitment to those linked to the land is apparent
Top 100 Global Innovators and listed as one of InformationWeek’s
around the world, as evidenced by the significant growth the
top 500 technology innovators in the US.
company has experienced globally. ‘Whether John Deere employees
‘It’s not just about producing the next generation of products
are working to enhance a customer’s success in an emerging market,
or services,’ explains David Whan, who directs global human resources
such as India, or applying advanced technology in a country known
454 / 455
The company’s roots stretch back to 1837, when blacksmith John
‘our products help to feed, clothe and shelter the world – this sense of purpose has underpinned the company's success’
for agricultural production, such as Brazil, the challenge
of our customers around the world more intimately.
remains the same – to develop a deep customer
John Deere is recognised as a top company for leadership
understanding so that the appropriate technology
development because of its significant investments in
can be used,’ says David.
potential business leaders.’
High-tech solutions
Doing things right
‘There’s a perception that the industry is not exciting
For years, John Deere has also worked with universities
from a technology perspective’, says Laurie. ‘But the
worldwide to innovate through collaborative research
John Deere machines of today are very smart and use
and development programmes, and to attract top talent
embedded software, telematics and machine-to-machine
to the organisation. These relationships range ‘from
communication.’ John Deere WorkSight™ and FarmSight™
small awareness programmes to full-blown contractual
are excellent examples of such advancements in action.
partnerships’, says David. ‘The outcomes are access to
The two concepts integrate equipment intelligence by
great thinking and research, as well as to great talent.’
using GPS technology, wireless communication and other
When John Deere started making plows, he tested
techniques to optimise the use and management of
and refined his initial design based on customer feedback.
machinery on construction and farm sites.
Today, the company still places great emphasis on the
Although still headquartered in Illinois, John Deere
customer, expecting employees to know how John Deere
has developed a global footprint. As a result, the
products best serve their needs.
exchange of knowledge and experience across multiple
‘Our employees feel a deep connection with our
geographies has become critical to its growth, and the
customers,’ says Laurie. ‘Company leadership has a long-
company cultivates leadership talent around the world.
standing commitment to the firm’s core values of integrity,
‘We offer international assignments to our
commitment, quality and innovation. As a result, we’ve
employees, and identify and develop local talent in many
created a culture where people do the right things and
countries’, says Laurie. ‘People who aspire to become
expect others to do the same. This focus on how we
effective corporate leaders at a senior level need
do business has served us well for generations and we
international experience. Meanwhile, the development
believe it is as attractive for new employees today as
of local management helps us understand the needs
it has been for many years.’
CHAPTER 7 | science, retail & manufacturing
456 / 457
CHAPTER 7 | science, retail & manufacturing
A true original Just as Levi Strauss changed the way we dress forever 140 years ago, so the company that bears his name is now leading the way on sustainable garment production www.levistrauss.com
rivets to secure points of stress on the seams.
the jean’s finishing process, using new
millions but they originated from a simple
They received a joint patent for the resulting
techniques that saved more than 95 million
idea 140 years ago and the efforts of one
product in 1873, and in 1890 the first blue
gallons of water in 2012 alone.
company: Levi Strauss & Co.
jeans line was born, known today as the
That idea of incorporating rivets into
501® jean.
Sustainable innovation
men’s work trousers in 1873 led to the
Since then, the business has continued
In a similar vein, the inspiration behind the
creation of the world’s first blue jeans.
to be a leader in clothing and has expanded
Levi’s Waste<Less line, which hit stores in
Its inventor, Levi Strauss & Co. (LS&Co.),
to incorporate trousers, tops, shorts, skirts,
early 2013, was to transform something
is now one of the world’s largest clothing
jackets, footwear and accessories for men,
old into something new; the collection was
brands. Operating in more than 110
women and children. In 1934, the company
literally made of rubbish, specifically recycled
countries with 17,000 employees, it
introduced its first women’s product, Lady
plastic bottles and food trays. Each pair of
is the only company able to claim the
Levi’s. And the company added a khaki
jeans includes content from eight 20 oz plastic
original and authentic jeans: Levi’s®.
category in 1986 with the creation of the
bottles. The first Levi’s Waste<Less collection
Over the years, through changing times
Dockers® brand, comprising casual wear
used more than 3.5 million recycled bottles.
and fashions, the California company has
for the baby boomer generation.
These breakthrough collections, and
championed innovation, while staying true
Today, LS&Co. continues to set the
other sustainable initiatives, came about from
to its founder Levi Strauss’s original vision.
pace of fashion by focusing on quality,
a scientific analysis of the product lifecycle
His values – empathy, originality, integrity
craftsmanship and style, as illustrated
of pairs of Levi’s jeans and Dockers pants in
and courage – have underpinned everything
by products such as the Levi’s Commuter
2007. The company found that two stages
from clothing design, manufacturing and
Series and the Dockers Alpha Khaki.
of the product lifecycle accounted for nearly
distribution through to the company’s
Using a blue jean’s best attributes of slim
all of its water use: cotton growing and
approach to its employees, consumers,
fit, lower rise and rugged construction, the
consumer care.
the environment and the communities
Dockers Alpha Khaki combines the ease of
To build a more sustainable supply of
where it does business.
denim with the more polished design details
cotton, which nearly 95 per cent of LS&Co.’s
of classic khaki trousers. The Levi’s brand
products are made from, the company is
introduced its Commuter Series, performance
working with the Better Cotton Initiative,
The company’s story began when Levi Strauss
denim designed for the needs of the urban
a non-profit organisation that is striving to
came to San Francisco in 1853 and opened
commuter cyclist, in 2011.
improve the social and environmental impact
a wholesale dry-goods business. It was here,
The company also leads in sustainable
of growing cotton. The aim is to reduce water
20 years later, that he teamed up with Jacob
innovation. The goal with the Levi’s
and pesticide use during its growing process
Davis, a tailor from Reno, Nevada, to invent
Water<Less collection, as its name suggests,
and to improve the lives of hundreds of
a stronger pair of trousers by using metal
is to reduce the amount of water used during
thousands of cotton farmers.
Birth of a classic
458 / 459
Jeans may now be a wardrobe staple for
’The company has championed innovation, while staying true to its founder Levi Strauss’s original vision’
Environmental sensibilities
foundation has given more than $270 million
LS&Co. recognised that consumer behaviour also greatly
to support more than 1,000 non-profit
influences its products’ environmental impact. As 58 per
organisations globally. It supports three key
cent of its overall carbon footprint is caused by washing
areas: HIV/AIDS, workers’ rights and asset
and caring for jeans, the company has made efforts to
building. Once a year, employees around
educate consumers using new care tags to encourage
the world step away from their desks to
them to wash less, wash with cold water and line dry.
roll up their sleeves and give back to their
In addition to focusing on sustainable product
communities by volunteering. In 2013,
innovation, LS&Co. has also taken action over the years
employees participating in ‘Community
to ensure responsible and environmentally sensitive
Day’ made a difference with nearly 170
manufacturing across the supply chain. In 1991, the
projects in 46 countries.
company established a comprehensive supplier code that requires its partners to uphold the company’s
Promoting social change
commitment to labour, the environment and health
From integrating its factories in advance of
and safety.
federally mandated desegregation in the
Then in 1995, it became one of the first companies
1960s to being one of the first companies
to develop a restricted substances list to restrict the
to pioneer HIV/AIDS support for employees
chemicals used in manufacturing processes. The same
30 years ago, LS&Co. has also used its
year it also set standards for strict waste-water quality
influence to promote social change.
guidelines for all contract laundries and finishing facilities
Despite its size and evolution, LS&Co.
to meet.
still helps the orphanage Levi Strauss
Back in 1854, Levi Strauss donated $5 to the
donated to all those years ago, now called
Orphan Asylum Society of the City of San Francisco,
the Edgewood Center for Children and
which began a lifelong tradition of philanthropy for
Families. It’s testament to the company’s
the company. Since this early donation, LS&Co. has
enduring commitment to do good, as well
been giving back to communities through employee
as smart, business, despite changing times
volunteering, corporate sponsorship and the Levi
and fashions – a legacy Levi would be
Strauss Foundation. Since its creation in 1952, the
proud of.
CHAPTER 7 | science, retail & manufacturing
460 / 461
Care at its core LifeScan Scotland strives to improve lives through its work, approach and outreach projects, while offering a vibrant and varied working environment www.lifescan-scotland.co.uk
CHAPTER 7 | science, retail & manufacturing
People start their careers with diverse aims, but most want to make a difference. LifeScan Scotland, a member of the Johnson & Johnson
‘ with more than 250 operating companies, LifeScan offers opportunities on a grand scale’
family of companies, perfectly fits that requirement. As a leading medical company that designs and manufactures blood glucose
Staff Engineer Jenny Mackenzie, agrees. ‘I’ve been given as
monitoring kits for people with diabetes, it offers both great career
many opportunities as I could wish for,‘ she says of her 15 years
prospects and the opportunity to help others. This is illustrated by
at the company. ‘That makes me want to stay here because I can
LifeScan‘s product range, the initiatives it pioneers throughout Scotland
always progress further given that, with more than 250 operating
and its holistic approach to staff development.
companies, LifeScan offers opportunities on a grand scale.‘
‘Our credo is about caring for staff and communities while being productive and innovative,‘ explains Scott Dickinson, Quality Lab
Community contribution
Services Manager. ‘It‘s at the heart of everything we do.‘
Employees are encouraged to play an active role in community
LifeScan Scotland‘s apprenticeship and graduate trainee
programmes, too. For example, LifeScan Scotland offers mentoring
programmes are great examples of that. Apprentices usually join after
and careers advice to secondary schoolchildren and runs science and
completing their A levels or Scottish Highers, learning on the job and
engineering clubs. ‘Our engineers and graduate trainees work with
specialising in either engineering or life science. At the same time,
local kids to build go-karts, helicopters, wind farms – pretty complex
they study for a Higher National Certificate (HNC) at the local university.
things,‘ Scott explains. ‘It’s about getting them engaged and excited.
It‘s a four-year programme with a full salary, and LifeScan Scotland will
We help hundreds of kids a year, and I really enjoy being involved.
support apprentices to gain a degree after their HNC, if they want to.
The projects enable me to interact with my colleagues and with the
Graduate scheme
community in different ways.‘ Care is ingrained in every aspect of the company. At its core, LifeScan is about improving health and well-being. ‘That gives you a
benefit from a rotational programme, gaining experience in different
good feeling about your work and a sense of what we’re all striving
areas of the organisation – and possibly even at other companies
to achieve,‘ says Jenny. She describes an annual project where local
within the Johnson & Johnson family of companies. Again, these roles
diabetic children are invited into the factory. ‘We recently made a
are salaried, and graduates can gain chartership as they train, with
giant puzzle, and when the kids put it together it made an electric
the support of a LifeScan mentor. While there are no guarantees,
current, so they could see it switch on at the end. For these kids, it’s
since the apprenticeship and graduate scheme launched in 2006,
helpful to see the research we’re doing into treating their condition.‘
every individual has been offered a job at the end.
This open-door approach says a lot about LifeScan, a company
‘We’re constantly looking at succession planning,‘ Scott explains.
dedicated to nurturing people and communities throughout their
‘This includes finding development opportunities for our staff and
lives. Summing up the nature of the business as well as the credo that
pointing them towards opportunities for their future. In fact, I am a case
guides it, Scott concludes: ‘We have to take care of people – that’s
in point because LifeScan recently supported me to study for an MSc.‘
what we do.‘
462 / 463
Those on the company‘s two-year graduate scheme, meanwhile,
Canada’s largest food retailer and one of its largest private-sector employers, Loblaw Companies Limited, is committed to helping Canadians live life well
CHAPTER 7 | science, retail & manufacturing
Canadian food for thought
www.loblaw.ca
More than 14 million Canadians shop at one of Loblaw Companies
through its distinctive packaging, provides instantly recognisable
Limited’s 1,000 stores across Canada every week. That makes Loblaw
healthier food choices. And it introduced Guiding Stars®, a
Canada’s largest food retailer, and it is one of the country’s largest
programme that uses a simple nutrition rating system for all
private-sector employers with more than 134,000 full- and part-time
food products in the stores.
employees. It’s also one of Canada’s oldest retailers, having first set up
Another key focus area is Loblaw’s ‘environmental footprint’.
for business back in 1919. Since then, Loblaw has grown to become
Here, the firm is collaborating with its stakeholders to develop waste-
a major provider of drugstore, general merchandise, clothing and
reduction programmes with a focus on recycling and packaging.
financial services through its grocery outlets. Yet, Loblaw’s ultimate
To address the issue of food waste, the firm has a perishable-food
mission is not just to be Canada’s best food, health and home retailer,
donation programme and regional programmes that send organic
but to deliver on its company purpose to help Canadians live life well.
waste to be used for biofuel. The company has also looked into
At the core of that purpose is Loblaw’s commitment to corporate
finding operational efficiencies to lower its carbon footprint, including
social responsibility (CSR).
replacing refrigeration systems and lighting options with more energy-
Force for change Loblaw's five principles of CSR are ‘respect the environment’, ‘source with integrity’, ‘make a positive difference in the community’, ‘reflect
efficient models. The introduction of a charge for plastic bags in 2007 has resulted in the use of more than five billion fewer plastic bags from Loblaw stores.
Responsible sourcing
principles, the company aims to use its scale and influence as a force
’Sourcing with integrity’ is another key component of Loblaw’s
for positive change on the issues that matter most to Canadians.
LRP that takes into account both local and global issues that affect
In 2011, the firm took a deeper look at its CSR strategy in order to
Canadians. For this, Loblaw is working with industry, category
identify specific issues that would have a long-term impact on Loblaw’s
experts and vendors to deliver on its commitment to sustainable
contribution to a sustainable society. The company assessed issues in
seafood, local sourcing, reducing environmental impacts and
terms of their importance to Canadians, their relevance to the business,
improving animal welfare. For example, the firm works closely
the potential for Loblaw to take a leadership position on each issue and
with the World Wildlife Fund and the Marine Stewardship Council
the urgency of the issue. Four main themes emerged, which became
towards its goal of offering 100 per cent sustainable seafood in
the focus of Loblaw’s CSR ‘Long Range Plan’ (LRP).
all its stores.
One theme is ‘health and wellness’, which is centred on
In the area of ‘food standards and safety’, the firm uses its
empowering Canadians to make healthier food and lifestyle choices.
size and influence to try and raise the overall level of food safety
Loblaw hired dietitians in select stores across the country to answer
and quality standards throughout its supply chain. This includes
shoppers‘ nutritional questions and to run cooking classes. The firm
creating a unique training programme to help the company’s vendors
also relaunched its President’s Choice® Blue Menu® brand, which,
understand Loblaw’s food safety and quality expectations, and setting
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the nation’s diversity’ and ‘be a great place to work’. Through these
‘Loblaw is proud to have been named as the only grocery retailer in Canada’s Top 100 Employers since 2010’
a target to achieve 100 per cent Global
only in terms of its employees, but also
Food Safety Initiative (GFSI) certification
with the products it sells. As a result of these
for all produce and growers.
efforts, Loblaw has been named as a top
Care for community
Canadian diversity employer. The company is also proud to have been named as the
Loblaw works hard to do the best for
only grocery retailer in Canada’s Top 100
its communities. It has its own charity,
Employers since 2010, an annual national
President’s Choice® Children’s Charity, for
competition to determine which employers
which it pays all the administration costs.
lead their industries in offering exceptional
The charity raises money through donations
workplaces for their employees.
from customers and employees as well as
Loblaw believes that engaging its
annual events. Since 1989, it has granted
employees is critical to being a great place
more than C$86 million to children who are
to work. That’s why every week Galen G.
challenged by physical and developmental
Weston, Loblaw’s Executive Chairman,
disabilities and to nutrition programmes that
answers comments, questions and feedback
aim to fight childhood hunger. In addition to
from his employees through the firm’s ‘Ask
raising funds, store employees get involved
Galen’ email address. It’s part of Loblaw‘s
by making grant presentations to qualified
efforts to keep in touch with its employees
local families.
and, through them, its customers.
Across Canada, Loblaw employees
When the company talks about CSR,
are actively involved in their communities
it’s not just words – it is part of Loblaw‘s
and can even earn a company grant for
fabric and a point of pride for its Executive
their chosen non-profit organisation when
Chairman. ‘Loblaw and my family take our
a minimum volunteer-time commitment is
role in corporate social responsibility very
met. Loblaw stores also have community
seriously,‘ says Galen. ‘Our approach to
investment funds, which they use to support
CSR helps form the roots of our company
local events and causes.
and is the basis of what we call “The Way
Award-winning workplace
We Do Business”. And the way we do business is all about the products, services
Canada is a very multicultural country,
and experiences that we hope deliver on
and Loblaw strives to reflect that, not
our company’s purpose: Live Life Well.‘
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The Right Connections Molex Incorporated's innovative interconnection solutions enable the technology that makes the modern world possible www.molex.com
CHAPTER 7 | science, retail & manufacturing
Without even realising it, most people have used a connector made
products it offers. With its focus on technological innovation,
by Molex Incorporated. The company was started in 1938, when
engineers represent about an eighth of Molex’s workforce.
its American founder, Frederick August Krehbiel, invented a plastic
But product design is just one role that requires engineering
moulding material he called Molex. He used it to make goods such
expertise – engineers at the company also work on ways to
as toys and flowerpots. But in 1945, his son John H. Krehbiel, Sr
improve manufacturing processes that include moulding,
discovered that the material had electrical insulating properties,
stamping, plating and final assembly.
so he designed the company’s first connector, a moulded terminal
‘Innovation is the key to our success,’ Martin explains.
block with metal stamping, for a home appliance.
‘We reinvest our profits back into the business – into new products,
Having celebrated its 75th anniversary in 2013, Molex remains
processes, plants and equipment – so we can continue to grow.’
true to its history by constantly innovating throughout its global network of design centres, sales offices and manufacturing plants.
Commitment to social responsibility
Serving the automotive, telecoms, electronics, medical and military
The company’s specialised processes require a complex and highly
industries among others, there are about 35,000 people working for
integrated supply chain that spans the globe in all of its political
the company who design and manufacture connectors that are used
and social complexity. Molex strives to operate its business in a way
in everything from computers and television sets to automobiles,
that is consistent with the highest standard of social responsibility.
smartphones, cellular base stations, heart monitors and factory
This includes everything from managing manufacturing operations
automation systems. From a small family business, Molex has grown
and supporting employees to making strategic business decisions.
to become one of the leaders in the global connector industry, with
‘Acting with Integrity’ and ‘Treating People with Respect’ are
sales of $3.6 billion in its fiscal year ended 30 June, 2013.
two of Molex’s core values and fundamental to how the company
A world of electronics
does business everywhere it operates. Molex business activities are governed by its Global Compliance and Ethics Program and its Corporate Social Responsibility Program. Some key global policies
devices use connectors, Molex sells into an ever-growing market.
that are part of these programmes include its Code of Business
‘We manufacture billions of connectors every year, which provide the
Conduct and Ethics, the Labor & Employment Policy, the Supplier
critical interface in electronics applications that are used by people all
Code of Conduct and Ecocare, which covers environmental, health
over the world,’ says Martin Slark, Vice Chairman and CEO of Molex.
and safety management.
‘I am very proud that Molex provides the components that are helping
Molex is a member of the Electronic Industry Citizenship Coalition
change the way people everywhere live, work and play.’
(EICC), a group that is working to improve energy efficiency and raise
Molex employs some of the world’s best and brightest thought
social, ethical and environmental standards. Molex is committed to
leaders and engineers, and invests heavily in research and development.
progressively align its global operations with the provisions of the
The company is constantly exploring new methods, processes and
EICC Code of Conduct and to support and encourage its first-tier
technologies to improve its business and the more than 100,000
suppliers to do the same.
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Electronics are part of everyone’s life, and since virtually all electronic
Giving Back Matters
Diversity at Molex means inspiring innovation
Whether it is time, money or other resources,
and fuelling a high-performance culture.
Molex and its staff have a long tradition of
It is about much more than the differences in
giving back. The company supports charitable
ethnicity or age. It is about bringing different
and civic activities around the world and
ideas, opinions and perspectives together in
encourages employees to take part in ‘giving
an inclusive environment where everyone’s
back’ initiatives. From China and Vietnam
input is welcome and valued.
to the Netherlands and Mexico, Molex
The company’s Business Resource Groups
employees help their communities by taking
provide an example of diversity and inclusion
part in fundraising and service projects for
in action. With groups such as the Women’s
a wide variety of charitable and civic causes.
Business Council, Molex Young Professionals
Molex became a publicly traded company
and Molex Black Professionals, employees
in 1972, and its shares are traded on the London
bring unique experiences to both the products
and NASDAQ stock exchanges. But despite its
and the way the business works.
complete transformation from a small family
To develop future talent, the company
concern to a global supplier of components to
supports STEM (Science, Technology,
manufacturers everywhere, Molex has remained
Engineering and Mathematics) programmes
true to its core ideals of innovation and quality
in elementary and secondary education.
underwritten by high ethical standards.
Molex regularly sends representatives to
The firm has really come of age in the
STEM coalition summits, where industry,
super-connected world of the 21st century.
government and education representatives
Operating in more than 30 countries, with
meet to discuss STEM opportunities. And in
41 manufacturing locations, Molex has also
2012, Molex partnered with the University
proven that a company can expand and be
of East London to create a learning centre
successful globally without compromising its
for students who are developing their own
business ethics. Sure of its heritage, Molex
business ideas.
is flying headlong into the future.
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Encouraging innovation
CHAPTER 7 | science, retail & manufacturing
‘Molex has remained true to its core ideals of innovation and quality underwritten by high ethical standards’
pharma pioneers Novartis Oncology, a global business unit of healthcare giant Novartis AG, is responsible for many of the drugs that are turning the tide in the fight against cancer www.novartisoncology.com
Thirteen years ago, a Swiss-based healthcare company set up a small business unit based in the USA with a few hundred employees. Phenomenal growth followed and the company now has more than 7,000 staff in over 55 countries and an annual revenue of more than $11 billion. Today, Novartis Oncology is at the forefront of the battle against cancer, providing targeted therapies for diseases such as Ph+ chronic myeloid leukaemia and advanced breast cancer. These therapies act by interfering with the specific pathway used by the cancer, rather than broadly destroying healthy cells as more traditional therapies such as chemotherapy do.
Innovative environment The process begins in the quicksilver minds of the scientists who mastermind the early-stage synthesis of a compound. It’s a fast-paced and innovative environment. Novartis Oncology currently has one of the broadest and most comprehensive pipelines in the industry, with compounds in all phases of development, from pre-clinical research through to full clinical development, when studies are conducted in large numbers of patients. Novartis has scores of employees around the globe who are dedicated to advancing drug programmes through the multiple phases of research and development. If a drug is successful and receives regulatory approval, the company’s commercial teams can then begin to make it available to patients. The firm’s success depends on the quality of the people drawn to work in this highly energising environment. Cancer is one of the great unbeaten diseases and Novartis has consistently been at the forefront of scientific discovery in the field of oncology. ‘If you are a clinician or scientist and want to work in oncology, Novartis Oncology is a great place to be,’ says Global
CHAPTER 7 | science, retail & manufacturing
Head of Staffing Matthew Perry. ‘As part of a much larger organisation, we have the resources that a large company can provide, along with the flexibility and speed of a smaller business.’
Changing lives For Alessandro Riva, Global Head, Oncology Development and Medical Affairs, Novartis Oncology provides the opportunity to help cancer patients on a broader scale. After graduating, he began his medical career caring for patients at the University Hospital in Milan. ‘While it was deeply gratifying to help them, I still wanted to do more,’ he explains. ‘So I took the advice of a mentor who suggested I could have even greater impact by joining a pharmaceutical company and developing compounds that could improve and extend the lives of thousands of patients around the world. That decision changed my life.’ Since then, Alessandro has played an instrumental role in the development of groundbreaking drugs for cancers have become standard treatments in clinical practice.
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and related diseases – medicines that
â&#x20AC;&#x2DC;If you are a clinician or scientist and want to work in oncology, Novartis Oncology is a great place to beâ&#x20AC;&#x2122;
CHAPTER 7 | science, retail & manufacturing
This kind of success can be tracked back right through
Kenya through a variety of social ventures
Novartis Oncology’s drug pipeline to the beginning of operations.
– innovative business models that build
In 2000, the business unit’s products included a few therapies
local sustainable capabilities for healthcare
for the treatment of breast cancer, acromegaly and carcinoid
around the world. For its commitment to
syndrome. Then, in a decade, the business unit launched eight
such endeavours, Novartis has received a
new practice-changing medicines, addressing unmet medical
steady stream of awards and recognition
needs for patients worldwide.
from brands such as Fortune magazine
The New Jersey-based unit seeks to transform outcomes for
and Dow Jones.
people living with cancer and related diseases by sharing insights and working together with the oncology community. In practice, this
Targeted approach
means engaging with clinicians to conduct high-quality clinical trials,
Novartis Oncology has emerged as a
and with patient groups to better understand their needs. On the
global leader in oncology by consistently
academic side, Novartis collaborates with pan-European organisations
discovering, developing and making
to gain data about incidence and treatment. For example, in the
broadly available novel therapies that
European Treatment Outcome Study, Novartis worked alongside
help to transform outcomes for people
European LeukemiaNet, which represents 133 academic institutions,
living with cancer and targeted diseases.
to better understand chronic myeloid leukaemia and how it is treated,
So far, around five million patients have
and therefore optimise treatment across Europe.
been touched by the company’s treatments
Assistance programmes
in some way. There is no doubt that treatment for cancer will continue to transform over the next decade and that
is far from a normal commodity. By 2012, more than $2 billion
Novartis Oncology will be at the forefront
worth of products were provided for over 100 million patients
of those changes. While there may not be
in need through Novartis assistance programmes. The company
an all-out cure for cancer, companies such
is committed to helping address some of the world’s biggest health
as Novartis Oncology have already been
challenges. For example, Novartis has provided free treatment
able to make tremendous progress.
to leprosy patients worldwide, leading to the cure of around five
‘We continue to make great strides,’
million of them, and has sent more than 500 million anti-malarial
says Matthew. ‘Our aim is to help cancer
treatments to over 60 countries.
patients with effective treatments that are
Novartis also aims to improve access to healthcare in
safe and well-tolerated, so they can live
remote rural areas in countries such as India, Vietnam and
longer, more productive lives.’
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Across the Novartis group, there is acute awareness that health
Can do attitude Novelis, the world’s largest producer of aluminium rolled products, is committed to developing talent to help drive innovation and sustainability in aluminium applications www.novelis.com
Novelis Inc. is not just the world‘s largest producer of aluminium rolled products, it‘s also the world‘s largest recycler of aluminium – to the tune of 40 billion cans a year. Perhaps the most remarkable property of aluminium – one of the most widely used metals in manufacturing – is that it doesn’t degrade in the recycling process, so it can be recycled infinitely. ‘The best example of this is the beverage can industry,’ says Novelis’s Director of Corporate Communications, Charles Belbin. ‘On average, an aluminium can goes from the store shelf, through consumption, collection, recycling and new can manufacturing back to the shelf in just 60 days.’ It’s a process that keeps on going, and it’s a core part of Novelis’s global operations.
Blue-chip customers While the beverage can market is the biggest part of the company’s business, a significant amount of the aluminium it produces is also turned into automotive parts and high-end speciality products for applications in consumer electronics and architectural and building materials. Commensurate with its premium-grade products, Novelis’s customer base is a who’s who of blue-chip companies – from BMW and Mercedes-Benz to Coca-Cola, Samsung and LG. And the company’s marketleading success has been shown by its receipt of two prestigious awards in 2013 at the Platts Global Metals Awards: ‘Company of the Year’ and ‘CEO of the Year’. ‘Perhaps the most exciting market for us is the automotive industry, which is undergoing a significant transformation driven by both consumer demand and government regulation,’ says Charles. ‘The focus is
CHAPTER 7 | science, retail & manufacturing
now on greatly improved fuel economy and reduced emissions, which is leading to efforts by manufacturers around the world to reduce the weight of their vehicles. Aluminium is the ideal material for this because it is quite light but very strong.’ With Range Rover, for example, Novelis has helped create the world’s first SUV with a lightweight all-aluminium body. Today, Novelis is the leading producer of aluminium sheet for automotive applications, supplying nearly all of the leading car manufacturers, and the business anticipates a compound annual growth rate (CAGR) of 25 per cent in this segment over the next five years.
Global Research and Technology Centre In pursuit of new applications for aluminium, and cementing its reputation as an innovative leader in manufacturing, Novelis opened its new Global Research and Technology Centre in 2012, close to its headquarters in Atlanta, Georgia. ‘Even in an industry as established as the beverage can industry, Novelis is still developing exciting innovations,’ Charles says. ‘In 2013, we launched evercan™, a new product that has dramatically increased the amount of recycled content in new cans. Independently certified to contain 90 per cent recycled aluminium – the highest recycled content available – the evercan™ can body sheet is the latest step on the way to achieving the 100 per cent recycled content can.‘ While many companies see sustainability as an adjunct to the business’s core pursuits, it goes to and Chief Sustainability Officer John Gardner explains: ‘Aluminium is relatively energy-intensive to produce
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the very heart of Novelis’s business, as Vice President
‘Novelis is a global technology leader that offers exceptional pathways to a challenging and rewarding career’
in its primary production process, but it is highly, highly recyclable,
and precise specifications. Our manufacturing process
and you can make great energy and emissions savings by recycling.
requires a level of technical and engineering skill that is
Traditionally, our business has been around one third recycled input
very different from most manufacturers. We therefore
and two thirds primary content, but we’ve challenged ourselves to
need to have the right number of engineers available,
move to 80 per cent recycled content by 2020. At current growth rates,
both at graduate and experienced levels.’
that pretty much means quadrupling our recycling, which will halve our
Now in its third year, Novelis’s engineering
environmental footprint, taking out 10 million tonnes of greenhouse
development programme takes around 100 graduates
gases by 2020.’
annually from around the world. Spanning two years, the
This ambitious goal is driving changes in the way that Novelis
five-week learning curriculum is spread across the duration
structures and builds its business. Investments are being made around
of the programme and can take place in any of Novelis’s
the world to increase recycling capacity and to broaden the range and
global centres of operation, giving young engineers
types of used materials that can be recycled, including at Europe’s only
exposure to global operations from a very early stage.
dedicated can recycling plant in Warrington, Cheshire. ‘Whenever we
‘Over the two years, they spend time visiting
have surveyed our employees, sustainability has rated very high on
other parts of the company, executing their jobs and
people’s attractions to the company,’ John says. ‘As the innovation
participating in development and mentoring programmes,’
and sustainability leader in our industry, we’re trying to use our
Leslie says. ‘We really feel that this will grow our next
technology to do good for the long run.’
generation of engineering excellence.’
Talent development
Global exposure
Novelis’s commitment to talent acquisition, deployment and
Beyond graduate level, Novelis has a number of
development starts at the very top of the organisation. ‘Our CEO
programmes in place that are aimed at developing the
Philip Martens has publicly stated that he spends around half
leadership skills of high-potential employees, all of which
of his time on talent-related matters,’ says Senior Vice President
involve significant exposure to Novelis’s operations in
and Chief People Officer Leslie Joyce. ‘That’s both in identifying
emerging markets. ‘We believe that to truly understand
high potentials and creating assignments and development roles.
the business you need to immerse yourself in the cultures
We have a world-class leadership development architecture and a
where it operates,’ Leslie explains.
commitment to making sure that our current and aspiring leaders
Much more than an add-on to its business model,
have access to training and development programmes that will
Novelis’s sustainability agenda – based on recycling
help them realise their aspirations.’
and the benefits of recycling – is core to the company’s
Two areas in which Novelis is significantly expanding its
growth strategy. With more than 11,000 employees and
strategic capability are in engineering and global leadership.
operations at 25 facilities on four continents, Novelis
‘We are a highly technical, technology-based manufacturer,’
is a global technology leader that offers exceptional
Leslie says. ‘The products we make have very demanding
pathways to a challenging and rewarding career.
CHAPTER 7 | science, retail & manufacturing
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A roll model NSK Europe’s rolling bearings are as vital to many of the products we rely on every day as its employee-friendly policies are to the company’s own smooth running www.nskeurope.com
NSK Europe Ltd has an impressive number
Known worldwide for its exceptional
ensured that they understood the situation
of innovations to its credit. From offshore
product quality, and boasting preferred
and were happy to stay on.’
wind turbines and the world’s fastest bullet
supplier status from Toyota in 2011 and
Since then, the company has continued
trains, to the engine bearings in the new
Bosch in 2011, 2012 and 2013, NSK Europe
to implement improvement programmes and
dream car LaFerrari, the company’s precisely
was also named Supplier of the Year by both
demand has returned steadily. Over the past
engineered components are essential to the
DMG and Kessler in 2012.
five years, NSK Europe has nearly doubled
smooth running of a host of mechanical
One characteristic that distinguishes
its profits from local production, and 50 per
and technological equipment. Household
an employer of choice is its ability to treat
cent of the business’s permanent hires have
appliances, power tools, computers, electric
employees with respect and honesty –
been those who were previously made
motors, medical devices and office equipment
especially when times are tough. The events
redundant. To have bounced back from such
– many of the products people use every day
that followed the Lehman crash of 2008,
significant challenges is impressive; to have
rely on NSK parts for their reliable operation.
particularly at NSK’s Newark plant, illustrate
done so with such a consistently high level
Specific NSK components are designed
both the company’s approach to business
of staff satisfaction is extraordinary.
to withstand heat, moisture and high-speed
and the role it plays in the wider community.
operating environments. NSK rolling bearings,
Like many in the UK’s manufacturing sector,
Dedicated workforce
linear technology components and steering
NSK was forced to reduce its workforce in
Over decades, NSK has built and supported a
systems can be found almost anywhere that
the aftermath of the economic downturn.
dedicated workforce in Newark and Peterlee.
things are in motion.
At Newark, nearly two-thirds of the plant’s
This is characterised by high levels of retention
workforce were made redundant between
and significant longevity of service: over
2008 and 2009. Ordinarily, such a large
70 per cent of employees have more than
Since producing its first bearings in 1916,
number of redundancies would give rise to
10 years’ service, and 12 per cent have more
the Japanese-owned business has grown to
numerous dismissal challenges, but only one
than 30 years’ service. The company’s 2010
more than 27,000 staff across 29 countries.
such action was initiated at Newark and
Attitudes Survey highlighted that staff are
Headquartered in Maidenhead, NSK’s European
Peterlee, which was later withdrawn after
proud to work for NSK for many reasons: the
subsidiary was one of the first Japanese-owned
a process of discussion and negotiation.
quality of product; the firm’s reputation as an
businesses to establish a manufacturing base
‘If you treat people well when they are
excellent company to do business with; and
in England’s North East, at Peterlee in County
made redundant and support them through
the supportive working environment. As Alan
Durham. The company’s site in Newark,
that process, it has a significant impact on
says: ‘We’re a company where the gap
Nottinghamshire was acquired when NSK
those who remain with the company,’ says
between management and frontline is made
bought RHP, the biggest British bearings
the firm’s Director of Human Resources
as small as possible.’
business and a significant employer in the
Alan Armstrong. ‘At NSK Europe, open and
Like any multinational business, NSK has
Newark area for many decades.
honest communications with all employees
a strong programme of global CSR activities.
Global reach
CHAPTER 7 | science, retail & manufacturing
480 / 481
‘the business’s success is attributable to its long-term perspective and commitment to quality’
CHAPTER 7 | science, retail & manufacturing
But in Newark and Peterlee it’s the local
a training centre. This will be resourced by a dedicated
projects that make a big difference to staff,
learning and development team that will support
helping contribute to a strong sense of
trainees and apprentices. ‘We also have an ongoing
community. The Newark plant has an active
focus on succession planning,’ says Alan, ‘so we ensure
support programme that forges close
that employees with potential are positioned to take
relationships with neighbouring schools and
on bigger roles when others are ready for retirement.’
runs an engineering club for local students.
One of the firm’s apprentices, Nicholas Ingleton, is
Staff at the Peterlee plant, meanwhile, are
currently participating in a scheme at the Newark site.
mentoring a team in the regional competition
‘The support I receive is very good,’ he says. ‘I can always
for secondary schools Future Business
get the information I need, as well as help with any
Magnates 2013. And following the death
questions or queries that I have. And I don’t only receive
of Peterlee staff member Pauline Wright’s
support from my mentors – I feel that I could approach
grandson, Jaiden, NSK helped Pauline’s
any team leader or engineer for assistance.’
daughter Shannon in her efforts to establish
NSK Europe’s European technology centre is
a dance academy in his memory. The school
located in Düsseldorf, and it’s at this site that many
is now based on the Peterlee industrial estate.
of the business’s graduate-level engineers are trained
Staff development
at the parent company in Japan.
NSK’s recruitment process is primarily fed by
‘The NSK team spirit is great,’ says Design
apprenticeship schemes, traineeships and
Engineer Britta Pfuhl, who works at the Düsseldorf
internships. ‘The plant culture is to recruit
site. ‘Double checking results with colleagues and
people who have potential, and then source
supervisors in Japan takes some time, but it is a great
our future needs – for expansion and
opportunity for us to learn from each other and to
succession – through internal promotion,’
further improve our own design skills.’
says Alan. ‘This can be seen in our current
NSK’s 3,300 European employees achieved a
management team, all of whom were
turnover of €983 million in 2012. As Alan explains:
promoted to their current positions from
‘The business’s success is attributable to its long-term
within the company.’ In addition, in December
perspective and commitment to quality.’ Indeed, it
2012, the government’s Regional Growth
would seem that, like the precision products it designs
Fund invested £3.5 million in the Peterlee
and manufactures, NSK Europe is a business in excellent
plant, part of which will be used to establish
working order.
and developed. They also undergo significant training
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a Healthy workplace Medical technology innovator Smith & Nephew is seeking global recognition as a 'great place to work' and demonstrates integrity while offering opportunities for its employees www.smith-nephew.com
CHAPTER 7 | science, retail & manufacturing
Finding a great place of work can be a challenge. Many savvy
Since joining Smith & Nephew in 2011, CEO Olivier Bohuon
graduates look to well-established and successful organisations.
has worked towards excellence in these areas by focusing on
Few are aware that they can gain valuable insights into life as
the organisation’s core values: ‘I perform, I innovate, I earn trust’.
an employee at these companies prior to taking the plunge.
‘That trust element is key,’ notes Ulrike. ‘Internally, that’s about being
Companies seeking recognition as employers of choice can
honest and straightforward in everything we do and say. It is about
choose to be evaluated by independent institutions throughout
inspiring employees by speaking with them, rather than simply to
the world – among them Great Place to Work and Hewitt/Aon.
them, and truly listening to their thoughts and concerns.’
These identify those organisations that provide the most supportive,
‘Olivier is very engaging and his message is clear and consistent,’
enjoyable and profitable work environments.
says Elga Lohler, Senior Vice President of Human Resources. ‘That means
In 2013, Smith & Nephew, a global medical technology business,
wherever you are in the world, you receive the same message.’
is preparing submissions to be evaluated by these organisations as
Olivier kicks off each year with a global senior leaders conference,
a great place to work in no fewer than ten countries. It’s a lofty
outlining his plans. In addition, each quarter Olivier addresses every
ambition, but the company’s chances are good. Founded in Hull in
one of the company’s employees about the company’s performance
1856, Smith & Nephew is today a FTSE100 company with annual
and thanks them for the role they have played.
sales of more than $4.1 billion and consistently receives FTSE4Good
He also regularly visits Smith & Nephew sites personally,
recognition. The firm employs around 11,000 people in more than
giving employees the chance for a one-to-one meeting. In addition,
90 countries, developing groundbreaking innovations, including
Elga notes: ‘We have group-wide newsletters where we share
joint-replacement systems, wound-care products, sports medicine
stories, we have quarterly meetings and use multimedia to reach
and treatments to help fix broken bones. A desire to improve the
our employees across the globe.’
lives of others underpins everything Smith & Nephew does, and this
Smith & Nephew recognises that building a culture of high
is reflected in the practices and philosophies at all of the group’s
performance and community requires celebration and recognition
global locations. But above all, the company aspires to demonstrate
of milestones along the way. The annual CEO Awards are a case in
integrity and build a high-trust culture.
point. ‘They recognise our employees’ success stories, from creativity
Building trust
to problem-solving and innovation,’ Elga explains. Winners have included staff from manufacturing who came up with cost-saving ideas and scientists who developed new products. One 2012 winner
performance than its own employees, Smith & Nephew started its
was Rawand Sghayer, a Country Manager based in Libya, where
journey towards becoming a great place to work by conducting
there is dire need for healthcare support. Rawand put her life at risk,
an internal audit. More than 90 per cent of its global workforce
working day and night with surgeons to ensure that wound-care
participated. ‘We learnt that communication and collaboration are
products were distributed to patients and hospitals. ‘Winners travel
very important to our people,’ says Ulrike Kaeppler, Global Human
to London to celebrate with Olivier,’ says Elga. ‘It is about recognising
Resources executive. Another important area is integrity and
and celebrating excellence and true ambassadorship of our strategy
transparency in leadership.
and values.’
484 / 485
Aware that no individuals are better positioned to judge the company’s
Smith & Nephew takes its mantra of ‘improving people’s lives’
In addition, Smith & Nephew has a robust talent-development
seriously. This extends not only to patients and customers, but also
programme. Each year, the entire executive staff gathers to assess
to its employees and the communities where they live and work.
high performers and emerging talent and to ensure there are
The company’s ‘wellness’ programme is more than lip service –
development plans in place to help them reach their full potential.
it gives staff real benefits, including on-site gyms in some offices
What’s more, several times each year, the CEO brings together
and walking programmes in a number of US locations.
20-30 employees who are considered emerging talent to expose
People in local communities recognise Smith & Nephew for its
them to the broader business. Here they take part in working sessions
contribution to major causes such as local hospitals, providing relief
to tackle the company’s most pressing challenges. It’s a development
when disasters strike and using its wide product range to give back
opportunity that delivers benefits both for the company and for the
to society. One example is the company’s support of Operation
individuals involved. Olivier is keen to push boundaries yet further,
Walk, a voluntary medical-services organisation that provides
encouraging all employees to ‘dare to win’. ‘That doesn’t mean
free surgical treatments for patients in developing countries for
being reckless or taking unnecessary risks,’ the CEO explains.
arthritis and other debilitating bone and joint conditions. It also
‘It means thinking differently about the work we do, replacing
educates in-country healthcare professionals on the most advanced
old ideas with new ones.’
treatments and surgical techniques for diseases of the hip and
Recognising that this goal requires fresh thinking and a diverse
knee joints. Thanks to a grant provided by Smith & Nephew,
approach, Smith & Nephew is pursuing actions that value and
which funds the hip implants used in these surgeries, more than
develop employees regardless of their race, ethnicity or gender.
600 young, disadvantaged patients have received surgery through
‘Organisations talk a lot about diversity,’ notes Elga. ‘We are acting.’
Operation Walk, Smith & Nephew and dedicated medical teams.
Picking gender as a starting point, Smith & Nephew has recently
With a clear strategy and a work environment that inspires
launched a Women’s Leadership Council to inspire young female
trust and rewards performance, Smith & Nephew’s goal is that all
future leaders. ‘We’ve also increased the number of women on our
its employees recommend the company as a ‘great place to work.’
board as well as in our executive team,’ Elga adds. The company is
‘I know the difference I can make,’ says Elga. ‘That’s a great motivator.
beating its own targets, too: Smith & Nephew wanted 40 per cent
There’s also great value in working for a successful company that’s
of its global management talent pool to be female by 2015, but the
always looking for new technologies and never stands still.’ It all
firm was already nearly there in 2013. As Ulrike says: ‘It’s important
means that it’s only a matter of time before the company reaches
to have female leaders in the workplace.’
its goal of gaining recognition as a great place to work.
486 / 487
Talent development
CHAPTER 7 | science, retail & manufacturing
‘above all, the company aspires to demonstrate integrity and build a high-trust culture’
Global biotechnology company Vertex aims to discover, develop and commercialise innovative new medicines so people with serious diseases can lead better lives www.vrtx.com
It’s a rare business that manages to mix work with pleasure as
feat that requires a vast number of people and a tremendous amount
seamlessly as Vertex. But then, the employees of this biotech
of resources. The company‘s research focuses on serious illnesses
company don‘t see it as just a job – their work saves lives through
such as cystic fibrosis, infectious and autoimmune diseases, as
innovative science created at research bases around the world.
well as cancers and neurological disorders. And its UK research
Breaking the mould
base at Milton Park in Oxfordshire is key to these endeavours. Here, scientists work in an integrated environment where
When Vertex was founded in 1989 by Dr Joshua Boger, it broke
chemists, biologists and other researchers tackle some of the
the mould in the pharmaceutical industry. Determined to bring
most ambitious projects in the industry. Since opening in 1998,
transformative medicines out of the lab and into the hands of
the staff has grown to about 150 people, many of whom pair
people with serious diseases, Dr Boger started out on his own with
with academic institutions in Oxford and further afield. Much of
no funding or staff – nothing but a vision of what a drug company
their research concerns the development of treatments for various
should be. Today, Vertex is a global organisation employing more
cancers and neuroinflammatory diseases. And the interdisciplinary
than 2,200 people. Many are based at its headquarters in Cambridge,
staff is encouraged to visualise the big picture.
Massachusetts, and others are at research and development sites
‘We try to be truly inclusive so that everybody in our drug
around the globe including in Oxfordshire, Iowa, Quebec and San
discovery teams, no matter what their discipline, has a stake in
Diego, and at commercial offices in Sydney, Paris, Munich, Madrid,
our success,‘ says Julian Golec, head of the UK site. ‘Our employees
Rickmansworth, Switzerland and Canada.
form part of a global information network that includes hundreds
Dr Boger retired from the company in 2009 (though he continues
of leading researchers, academic centres and organisations that are
to serve on the board), yet the company‘s principles remain the same
engaged in open collaboration, sharing knowledge and research
as they were back in 1989. At the heart of it is an unwavering focus
to help speed up the discovery and development of treatments.‘
on people. For every 5,000 to 10,000 compounds that enter the
CHAPTER 7 | science, retail & manufacturing
medical marvel
Rewarding challenge
approval. Vertex was founded on the belief that a new model of
Recent years have seen steep growth at Vertex. The success
pharmaceutical company was needed to bring treatments to the
of INCIVEK® (telaprevir), a treatment for hepatitis C that was
people who need them. So, by using computers to design potential
launched in May 2011 in the USA, was a groundbreaking moment
medicines from scratch rather than the laborious conventional method of adapting existing compounds, the company rewrote
for the company. That was followed by the global launch of another medicine – KALYDECO™ (ivacaftor), for cystic fibrosis – early the
the script of biotech companies.
following year, which was approved by the US Food and Drug
The results speak for themselves. For instance, Vertex released
Administration in less than three months – one of the fastest green
two revolutionary medicines eight months apart – an astonishing
lights ever. KALYDECO is the first medicine Vertex commercialised
488 / 489
research and development pipeline, ultimately only one receives
globally and was approved in the European Union in July 2012,
Communication and candid discussion are actively
in Canada in November 2012 and in Australia in July 2013.
promoted at all levels. And as in the beginning, the
Given this dynamic environment, it is not surprising
company has embraced technology to help it achieve
that careers at Vertex are full of challenges – but ones that
its goals. Since 2012, a company-wide web chat has
carry huge rewards. ‘It is both professionally rewarding and
taken place every month featuring the CEO, Jeffrey
personally fulfilling to be a part of our research programmes
Leiden, MD, PhD, and the executive team to discuss
and to work with people who are truly committed to Vertex’s
key business and take questions from employees.
vision and core values,’ explains Simon Bedson, General
Staff can log in to these chats from anywhere in the
Manager Europe.
world and submit questions anonymously. It’s one
The company‘s focus on people does not stop with those
of the bold ways in which Vertex fosters open debate
in need of medicines. From the outset, Vertex aimed to build
and dialogue among employees.
a culture of innovation, focus and discipline driven by its
Opening doors
are encouraged to come together to share ideas and inspire
The immediate future looks full of challenges and
each other. Various events are designed to create a free flow
opportunities for Vertex. And, as ever, its staff is thrilled
of information and foster a vibrant and dynamic environment.
to face them. As a result of the ambitious research of
On the company’s annual ‘Science Day’, for instance,
its scientists, Vertex has a broad and diverse pipeline of
employees are invited to think creatively, give presentations
potential medicines in development, including potential
on innovative themes and topics close to their hearts, and
treatments for cystic fibrosis, hepatitis C, influenza and
discuss their latest research.
autoimmune diseases.
A genuine love for science permeates the various Vertex
The continuing expansion of the company means
research bases, which is evident, for instance, on its yearly Day
that its workforce in Europe is growing. This expanding
of Service. Initiated in honour of Dr Boger, it gives employees
community of researchers will continue to push at
the chance to apply their knowledge for the benefit of the local
closed doors and find solutions to impossible problems.
community, with researchers and scientists volunteering at non-
New people join Vertex not just because it is one of the
profit organisations or helping out at schools, food-banks, parks
most exciting pharmaceutical organisations operating
or homeless shelters.
today, but because they are passionate about the
This sense of working together for the common good
company’s mission: to innovate, to redefine health
is something that runs throughout the whole organisation.
and transform lives with new medicines.
490 / 491
people. At the research bases around the world, employees
CHAPTER 7 | science, retail & manufacturing
‘It is both professionally rewarding and personally fulfilling to be a part of our research programmes’