JULY/AUGUST 2020 WELFARE
Staff welfare
remained a
key priority
throughout
for Accord
was happening in the business
to small groups (socially
distancing) in a forum where
staff could air their views, give
feedback and ask any questions.
This worked alongside the usual
business communications from
the management team
We made contact with
local schools. We wanted to
understand what care was going
to be available to the families
of our staff and how we could
offer flexible working to fit
around this.
The recruitment of the
shadow workforce gave our core
staff peace of mind that they had
back up if they needed it. I think
this helped take the pressure off.
Further down the line, we have
been able to give more flexibility
to our staff for holiday as the
lock down is eased. The extra
staff meant we didn’t have to
compromise production and the
supply of essential medicines.
The business has also
organised the delivery of
care packs for all employees,
whether they were working
on site or from home. These
included a thermometer,
paracetamol, vitamins, wipes
and antibacterial gel. At the
time, local shops had seen a
shortage of these products and
we were in a position where we
could source and supply them
directly to our team.
A cultural change
At Accord, we value our people.
Each person in our team plays
a key role – they understand
their purpose and we work together to get the
job done. The support for one and other is
what gets us through unpredictable times and
it was essential that this continued to be the
case, whether we saw each other in person, on
video or just spoke on the phone. We needed
to support a change in mindset – ensuring that
whilst working remotely our employees felt part
of their team, playing an important role in what
is a global business.
We also needed to continue to improve skills
and learn from each other. In Barnstaple, as
with our other sites, we are developing the next
generation of pharma professionals. We just
had to adapt the means by which we delivered
training and highlight how important it was to
maintain momentum.
Above all, we needed to instil a sense of
resilience. I think when people feel supported
and appreciated, they are then empowered to
make decisions, grow in confidence and feel
better equipped to deal with challenging times.
Lessons learned – how we futureproof
the business
While the Coronavirus pandemic is far from
over, I feel we have adapted well and not only
survived, but really thrived in some areas during
2020. We are now in a process where we are
reviewing the changes that we have made in the
business to understand which are sustainable
longer term.
There have been many positives – employing
a shadow workforce has been a strategy which
has brought many benefits to the business
and the local economy. Flexible working has
been successful in many ways and has meant
we’ve even been able to make some efficiency
improvements.
The pandemic, for me, has acted as a
reminder of the value of what our people do.
They are key workers, just not by name.
Our staff are making a
huge difference to people’s
lives in the region and
beyond.
At Accord, we
are investing in
production for
the long term
to meet the
ongoing demand
for essential
medicines. We
need to be fit for
the future – our
production, our
organisation and
our people.
We achieved this through:
● Hand sanitiser stations at
every entry point and at regular
stations throughout the building
● Bringing in a one-way system
around site with increased
signage and labelling
● Redesigning communal areas
such as the staff restaurant to
reduce contact
● Staggering shift start and
finish times to reduce the flow
of people coming into or out of
the building at any one time
● The introduction of a range
of masks, visors and other PPE
for those who need it
Staff wellbeing
We never underestimate the
value of our people. Without
their skills and commitment,
we simply couldn’t deliver. A
happy and healthy workforce
is our goal.
When the outbreak
first struck, we had many
employees who were nervous
– understandably so. Their
concerns ranged from their
own health and wellbeing to the
logistics of travel, childcare and
working from home. We learned
a lot about our team at this time
and got to appreciate the local
issues they faced which were
different for each individual.
We introduced a number of
measures to support our staff
and I feel it has made all the
difference.
We appointed a number
of on-site ‘Communications
Champions’. Their role was to
relay information about what
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