The purpose; to advance groundbreaking health tech innovations aimed at improving health outcomes across the world.

For many of these individuals, AstraZeneca is more than just a workplace; it’s a second home where their ideas are refined, their voices are heard, and their potential is realised, all feeding into a culture of excellence and a commitment to innovation.

AstraZeneca, a global biopharmaceutical company, is known for its dedication to scientific excellence and breakthrough innovations.

Beyond research and scientific development, the company places a strong emphasis on fostering a workplace culture that prioritises the well-being and satisfaction of its employees.

By cultivating an environment where everyone feels valued, empowered, and inspired to reach their full potential, AstraZeneca is driving positive change within the company and across the healthcare landscape.

The journey to create this culture of excellence starts with the company’s leaders, who set the tone for a vibrant and inclusive workplace.

By focusing on employee satisfaction, diversity, and well-being, AstraZeneca’s leadership has laid the foundation for a dynamic work environment that encourages innovation and collaboration.

This commitment to a positive workplace culture supports the company’s business objectives and leads to meaningful contributions to society and a significant impact on the world of medicine.

Prioritising Employee Well-being and Satisfaction 

AstraZeneca’s approach to employee well-being is rooted in creating a safe and energising work environment, going beyond standard health benefits and safety measures.

The company strives to create a workplace where employees feel cared for and supported, enabling them to bring their best selves to work every day by providing the right training, equipment, and support to ensure employees feel secure and healthy at work.

Initiatives such as Wellness Days, health-related webinars, and driver safety training for field force members help promote overall well-being.

Additionally, AstraZeneca places a strong emphasis on fostering an inclusive and supportive culture through programmes like the Pulse Task Force and iCAN Programme, which enhance employee engagement and satisfaction.

One memorable moment that showcases the company’s commitment to its employees occurred during a global health crisis.

As many companies struggled to adapt, AstraZeneca quickly implemented initiatives such as remote work policies and virtual health resources to ensure the safety and well-being of its workforce.

These efforts protected employees and strengthened their trust in the company, further solidifying AstraZeneca’s reputation as a top employer.

Fostering Innovation in the Workplace

Innovation is a key driver of AstraZeneca’s success, and the company employs various strategies to nurture this culture. Through challenges centred on early screening, diagnosis, and brand promotion, AstraZeneca encourages its teams to think creatively and collaborate effectively.

The use of artificial intelligence (AI) simplifies processes and improves efficiencies, enabling innovative approaches to problem-solving.

Unique initiatives like Omni Congress bring virtual hybrid congresses to healthcare professionals (HCPs), providing opportunities for knowledge sharing and collaboration.

Programmes such as iDevelop focus on emerging tech trends and nurture talent with insights from next-generation technologies. The Africa Innovation Hub further demonstrates AstraZeneca’s commitment to fostering innovation by providing external mentorship and partnerships to drive progress in healthcare systems.

Promoting Diversity, Equity, and Inclusion

AstraZeneca’s commitment to diversity, equity, and inclusion (DEI) is not just a corporate initiative; it is a fundamental part of the company’s identity.

The company’s I&D mission seeks to create an inclusive and equitable environment where all employees feel valued and respected.

By embedding DEI into its ways of working, AstraZeneca aims to build a diverse leadership and talent pipeline that supports innovation and excellence.

The company’s focus on inclusion, diversity, and impact helps advance societal change through health equity and clinical trial diversity.

AstraZeneca understands that a diverse workforce brings unique perspectives and experiences, which drive innovation and allow the company to better serve its patients and communities. For instance, AstraZeneca’s African Cluster boasts 57% female representation overall, with over 42% females at every career level.

This diversity fuels creativity and allows the company to address complex challenges with fresh, inclusive perspectives.

AstraZeneca’s dedication to cultivating a culture of excellence is evident in its commitment to employee well-being, innovation, and DEI.

By prioritising these values, the company has become a leader in the biopharmaceutical industry and a role model for others seeking to foster a positive workplace environment.

External recognitions such as Top Employer certification in South Africa, Kenya, and Nigeria, as well as BPTW certification in French-speaking Africa, are a testament to the positive strides the company is making in this space.

With continuous investment in its employees, AstraZeneca is poised to drive meaningful change in the world of medicine and set a benchmark for others in the industry.

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*The writer, Shelleny Govender-Dhooma, is a Chartered HR Professional with the South African Board for People Practices (SABPP). She serves as the African Cluster HR Director at AstraZeneca and is a member of the Leadership Team, where she provides inspirational leadership and implements best practices and strategies.

Over the past three years, Human Resources (HR) has become a central player in curating the culture of the organisation, but in a way that goes beyond processes. Today, it is the role of a juggler – ensuring the balls of remote work, wellness, connectivity, technology, and uncertainty are deftly kept in the air while ensuring employee retention and engagement remain high.

According to the State of HR report, HR practitioners are also increasingly focused on how they can embed the principles of diversity, equity and inclusion (DEI) into the business as these are integral to building a better work culture.

This is the sentiment shared by the Future of Diversity, Equity and Inclusion 2022 report by HR Research which underscored the importance of incorporating DEI initiatives in building stronger relationships and driving success.

However, the report also revealed a landscape of DEI complexity. Companies are finding it difficult to create mature DEI programmes with only 9% stating that their DEI initiatives are highly effective.

The challenges inhibiting organisational immersion are limited leadership prioritisation (43%), poor metrics (41%) and a lack of training (41%).

This is despite the fact that DEI is a proven value-add for the organisation – research by the CEPR found that DEI is ‘positively associated with seven out of eight measures of future profitability, such as return on assets, return on sales’. It is linked to higher profits and valuation measures and has a long-term impact on the culture of the organisation.

Which means, HR has to evolve its approaches to bring about more engaging and cohesive policies that attract and retain talent within the organisation. Many companies are still in the process of rebuilding their workforces thanks to the Great Reshuffle, Quiet Quitting and other workplace phenomena that have defined the landscape since the pandemic.

HR is critical to ensuring that the culture of the company and the policies that shape it are cemented in DEI principles that are upheld throughout the business, especially by leadership.

The first step is to recognise that DEI is not defined by metrics and quotas. It is a shift in how the organisation thinks, and this is a far more significant shift than many companies realise. Entrenched beliefs, a lack of understanding across cultures, different age groups and perspectives are all important to the business and not, as has been seen in the past, deviations from the so-called norm.

It is this diversity that can fundamentally change the success of a business and its approaches to customers and innovation, but it is equally this diversity that’s traditionally not aligned with the perceptions of the C-Suite.

HR’s role here is to work with the C-Suite to find meaningful ways of driving DEI and overcoming legacy beliefs and approaches.

HR professionals are also key to building a DEI culture through technology. This plays a pivotal role in helping HR and leadership truly empower employees and build more inclusive environments within which DEI principles can thrive.

The right technology will ensure rich collaboration between the HR team and the DEI team with shared policies and approaches that operate outside the traditional silos.

DEI cannot be pursued by one team, it has to be a collaborative and cohesive effort that shifts it out from under metrics and KPIs added to either HR or DEI team profiles and makes it an active part of the organisation. It’s how HR recruits talent, recognises value, embraces diversity, and creates sustainable change.

Moving forward, HR has to create strategic plans that centre DEI as more than an objective, reframing it as a culture of equity and equality that empowers employees and upholds an ongoing commitment to diversity.