Exceptional PerformancePeople PerformanceAchieving top-tier results requires continually improvingwork force performance at the highest possible level.<strong>Abbott</strong> has a number of programs in place designedto allow all employees to achieve their highest level ofperformance and grow into leaders of the company.<strong>Abbott</strong> invests approximately 4 percent of global payrolldollars in employee training each year. In <strong>2004</strong>, morethan 2,600 <strong>Abbott</strong> leaders from around the world attendedcorporate leadership programs, representing a $2.2 millioninvestment.Leadership DevelopmentTo help employees develop their leadership skills andadvance within the organization, we have implemented acomprehensive training and development curriculum forleaders at every level. The core program, known as Leadingthe Way: A Journey to Leadership Excellence, is designedto ensure that leaders at all levels have the ability to createa climate that responds to the changing demands of ourbusiness environment. <strong>Abbott</strong> also employs a companywidetalent management review process that measuresmanagers’ business performance and leadership behaviorsagainst established competencies. The annual processconsists of a series of talent review meetings that takeplace at the functional, business, divisional and executivelevels, with the executive reviews led by our most seniorleaders, including our chairman and CEO. At eachlevel, teams identify talent for current and future leadershipopportunities, and the development actions required toprepare these employees for more senior positions.Performance ExcellenceEvery <strong>Abbott</strong> employee around the world participates in ourannual performance management process, known asPerformance Excellence. Employees work with theirmanagers to assess their ongoing performance, set newgoals and objectives, and create career development plans.The process helps employees align their work priorities withthe broader objectives of the organization, champion thebusiness strategy and understand expectations.Advances in MentoringIn <strong>2004</strong>, we strengthened existing mentoring initiatives bycreating a corporate-wide, online mentoring program. Theintranet-based program links employees and mentors atvarious levels of the organization and throughout ouroperating divisions. The system helps employees identifypotential mentors within the context of their careerdevelopment plans. The tool also engages mentors in theprocess of finding protégés who are looking for particularskills or experiences that the potential mentors may possess.Externally, we continued our long-standing partnership withHoward University in Washington, D.C., United States, bysponsoring a case competition with its School of BusinessExecutive Honors Program. We also mentored studentsthrough its School of Engineering’s Adopt-a-Team Program.Hybrid Electric-Gas VehiclesStacey Heulsing-Dhein, managed care executive in ourRoss Products Division, is one of 16 field personnelwho drives a hybrid electric-gas vehicle.In <strong>2004</strong>, <strong>Abbott</strong> launched a three-year pilot program in the United Statesto test hybrid electric-gas vehicles (HEVs). Sixteen commercial salesrepresentatives volunteered to test Toyota Prius vehicles. We are gatheringperformance data on numerous parameters, including gas mileage, routineand demand maintenance, overall handling, road noise, ventilation systems,safety, space/capacity, and comfort. The initial feedback from our salesrepresentatives is very positive. The Prius’ fuel efficiency will save us anestimated 7,600 gallons of fuel per year for the 16 vehicles in the study, witha related reduction in greenhouse gas emissions. While this fuel efficiencytranslates to some cost savings, the project has significant capital coststhat will need to be balanced against environmental benefits. Pendingacceptable findings from this study, the HEV program may be expanded.29
Exceptional PerformanceA Respectful and Responsive Work EnvironmentEmployee performance begins with the work environmentitself. We understand that in order for employees to be mosteffective on the job, they must be encouraged to find anacceptable balance between the demands of their personallives and the challenges of their work obligations. Our seniormanagement team is committed to creating a workenvironment that allows employees to reach their fullpotential. Our success in helping employees depends on ourability to monitor emerging work/life issues, educatemanagers on societal trends, and help translate ourcompany policies and programs into practice.In <strong>2004</strong>, we introduced two new employee benefitsprograms in the United States and also enhanced anexisting U.S. employee benefit:Competitive Compensation and Benefits<strong>Abbott</strong>’s total rewards program combines elements ofbase pay with a broad array of benefits and opportunitiesfor growth and development, and is intended to comparefavorably with the programs of other leading health carecompanies in the global markets in which we compete fortalent. <strong>Abbott</strong>’s compensation philosophy is to pay forperformance. On average, total compensation is targetedto be competitive at the median of other leading healthcare companies, and for some positions at the median ofcompanies within local job markets. Individual pay mayvary based on an employee’s competency, experienceand performance.• We created a new paternity leave policy, offering newfathers two weeks of paid time off. Through the end of<strong>2004</strong>, 75 percent of eligible employees took advantage ofthe benefit.• In partnership with Working Mother magazine, we launched“Business Backs Breastfeeding,” a flexible workplaceprogram designed to help companies provide moreeffective support for mothers who choose to continuebreastfeeding after returning to work. We enhanced ourlactation program to offer counseling in addition todedicated breastfeeding rooms, further supporting mothers’ability to choose their infant nutrition options.• Our adoption leave benefit, which provides $10,000 andtwo weeks paid time off for associated travel and legalexpenses, can now be used before the adoption isfinalized or within 15 weeks after the adoption is finalizedfor purposes of caring for the child.Alice McCaslin, senior financial analyst in <strong>Abbott</strong> <strong>Global</strong>Pharmaceutical Operations, took advantage of our new adoption leavebenefit to care for her daughters, Joy and Jenna.30