Managing Quality Performance

Tariq WajidGeneral Manager / Managing Director

Sanofi-aventis - Pakistan

…….....Because Health Matters

All the more reason that we need to have a High Quality Culture.

For this we need High Performance

It can only happen when we focus on our greatest Asset – Our People

This is reflected by our current Global position

Transformation of sanofi-Transformation of sanofi-aventisaventis

Transformation of sanofi-Transformation of sanofi-aventisaventis

“Our life isn’t just pharmaceuticals.

Our life is healthcare.”

Chris ViehbacherCEO

January 30, 2009

Our CEO’s Vision

Our Vision & Strategy

Retention

Reward & Recognition

Attract Talent

To beNo. 2

In Pakistan

Attraction

Attract the best Talent through test and interviews.

Excessive orientation specially for sales through class room training and on job coaching.

Class room training covers assimilation into company culture with excessive exposure to Company Ethics & Compliance, Safety Procedures.

Provide technical knowledge on disease areas, product profile, competition and in-clinic performance.

It includes sales calls with peers, supervisors, and Unit Heads.

Selection of Internal Candidates through Job Posting and Competency Based Interviews.

Retention - Starts with Objective setting

The focus is not only on WHAT objectives and goals we want to achieve but also on the HOW part.

Repeated sessions including example through role playing held for supervisors on conducting Objective Setting for a high quality discussion with employees.

A Mid-Year becomes a necessity to align for Goals and Behaviors.

The Year-End Process is an extensive discussion providing an opportunity for a final feed back and again supervisors are given special training.

Coaching and Feed back continues through out the year.

Monitoring the Professional development need is on going and progress is tracked at year end.

Performances bonus is determined on the extra mile walked around the values.

Retention - Talent Development

Objective: To identify & develop High Potentials Retain talent.

Appraisal Process

BUH & HR review Employees and consolidate

Talent pool

Talent pool discussed In the Management

Committee

Review by Zone

Retention - Talent Development

Development Need is identified with an Action a Plan.

The employees are plotted on a Nine Box talent grid by asking questions relating to a Performance – Potential Index

It is further analyzed whether a good performer is also a good potential.

A final check is made through a host of questions on capabilities under Learning Agilities for Mental, People, Results and Change to arrive at the Talent Pool.

4High Professional

7Adaptable

High Professional

9Strategic Star

2Key Performer

5Adaptable Key

Performer

8Future Star

1Take Action

3Inconsistent

Performer

6Rough Diamond

PE

RF

OR

MA

NC

E

POTENTIALLessLess MoreMore

Less than Less than effectiveeffective

Highly Highly effectiveeffective

The “Strategic Few”

VALUES

HIG

HM

ED

IUM

LO

W

LOW MEDIUM HIGH

Copyright 1992-2008. Korn/Ferry International and Lominger International. All Rights Reserved.

Performance Potential Grid (PPG)

Enhancing Performance

Just like any other sport our game is to do High Performing Business!

Asia-Pacific initiative that will enable us to help our Asia-Pacific initiative that will enable us to help our people grow people grow and that we have the best talent in our and that we have the best talent in our affiliates.affiliates. Encompasses all activities related to talent Encompasses all activities related to talent development. development.

Retention - It start with Professional Development

sanofi-aventis University (Asia Pacific)

Structured Learning Programs

Competency Models and Career

Pathways

Development Resources

Classroom Programs

E-Training

Functional Training

Leadership& Mgmt Training

Business Skills

Competency Models

Career Pathways

Web-Based E-Portal

SANOFISANOFI--AVENTIS UNIVERSITYAVENTIS UNIVERSITY

Assessment & Diagnostic

Tools

Career Counselling

Coaching

Face-to-Face or by Phone

Virtual or Electronic

Development Options and Pathways

Some programs already existing

Some models

already in place

To be developed

Some programs already existing

Library of Books and

Audio

To be developed

Retention - Professional Development of Sales Force

Providing the Sales Force on the Job Coaching through dedicated Field Training Managers based at Sales depots.Regular Sales Certification on in-clinic performance with a focus on each disease area.Training Sessions with Role Plays to enhance selling skills & communications.Monthly Quizzes to determine product knowledgeCoaching through Sales Leadership Plan prepared after sales calls on strengths and areas of improvement.Tailored Development Program for each levels such as;

License 2 Sell for each Field Force rep.Gearing up for the Future – at first promotionMarching for Success for Field ExecutivesLicense 2 Lead – For First Line ManagersImpactful Communication – Creating a difference for Customers

Learning through team exercises

Coaching through Role Plays License 2 Lead

Employee Professional Development

Retention - Significance of Leadership

We believe that Leaders need to Develop Leaders.

‘Business Development Program’ an extensive session for new Front Line Managers to develop competencies.

‘Leadership Essentials’ for Front Line Managers focusing on managing effectively.

Leadership Quest for Sales and non Sales Managers on a wider concept of Leadership.

Each Training has a follow up action plan and smaller sessions are held to track progress.

Regional Leadership & Business Development Programs, for Sr. Managers and Departmental Heads, in association with the Chicago University and Hong Kong University.

Regular ‘Synergy’ sessions for the Management Committee to harmonize best practices in different units and discuss ongoing need for change if any.

Recognition - Career Path

This is of prime importance specially for the Field Force as it is highly susceptible to attrition.

Each Medical Rep. moves up three levels not only based on Sales Targets but also on key Sales Force Performance Indicators which includes demonstrating values.

Strong Assessment Center comprising of case study / presentation / interviews to a panel of Business Unit Heads & HR for the selection of Front Line Managers / Sales or Business Managers.

The criteria also includes the performance.

Recognition - Creating the Performing Culture

‘Impact Program’ – focuses on Innovation

Optimization

Training

To raise Sales Force Excellence and be Patient Focused

High Reward & Recognition Thank you Notes – A tradition

‘Dinner for Two’ for outstanding projects completed.

‘STAR’ value award for an extra mile walked relating to any value

Quarterly Monetary & Non Monetary Awards for Top Performers.

Sales Champion Award – on National and Global Level (Paris)

Pay for Performance Environment

Focusing on Values for Quality Culture

Celebrating ‘Value Weeks’ to remind employees that we work and live our values.

Performance evaluation includes demonstrated examples on values

Respect

Courage Performance Audacity

Solidarity

Creativity

Living our Values – Celebrating Value Week

Showing Solidarity

Painting the Values

Showing Solidarity

Playing a Value Cricket Match

Color Coding values

Marking important Days to have an Engaging Culture

Independence Day

Diabetes Day

Cancer Day

Diversity Day

Eid Festivals

Family Days

Marking Important Days

World Diabetes Day

Employee Solidarity Day Diversity Day

Independence Day

World Cancer Day

Creating the Quality Culture

An Open Door policy to ensure vibrancy

Focus Group of employees from all areas to Augment Employee Engagement by developing and implementing an Employee Action Plan.

A Junior Management Committee in place and preparing them for future Leadership

Promoting culture for employees to ‘Stand Up in what they Believe’

Recognition – for Best Corporate Recognition – for Best Corporate Report Award 2007 & 2008Report Award 2007 & 2008

Recognition – High Quality Financial Reporting

South Asian Federation of AccountantsC/o The Institute of Chartered Accountants of India

BEST PRESENTED ACCOUNTS AWARDS COMPETITION 2007

Recognition – International Marketing Excellence Awards

Recognition – Marketing Excellence Award 2009 –Asia Pacific

Recognition – Clinical Research Excellence by International Diabetic Center

Dr. Aamer Razi (Peshawar)Montreal – CanadaOctober 2009

3,446 3,818 3,8964,347

6,750

2005 2006 2007 2008 2009

In Rs. Mio

Growth

8%

Growth

11%Growth

2%

Growth

12%

Sanofi-Aventis – Achieving Quality Sanofi-Aventis – Achieving Quality Performance Performance

Growth55%

We are committed to ‘Make sanofi-aventis an exciting place to work’.

THANK YOU