Agilent Corporate Citizenship Report 2013
DMA LA
DISCLOSURE ON MANAGEMENT APPROACH LA
Agilent conducts its business with uncompromising
integrity and promotes human rights within the
company's sphere of influence. See Agilent's Human
Rights and Labor Policy.
Agilent is positioned to become a leader in innovation, creativity, problem-solving, and organizational flexibility. As a company, we must be able to address work/life balance challenges and leverage diverse perspectives, talents, and teams to meet this global challenge. The work force demographics are changing in most countries and the competition to attract and retain top talent is increasing. Global competitiveness will not be achieved merely by designing, manufacturing, marketing, and selling superior products. Agilent strives to develop and apply excellent global people skills around the world.
We are in tune with the changing global economic marketplace and work to ensure that our policies and practices support our core beliefs and values, our guiding principles, and our goals to make Agilent the best place to work for every employee. The company policies and practices support global diversity and inclusion and work/ life success.
Agilent Diversity and Work/Life Balance
Agilent recognizes ISO 26000 as a reference document that provides guidance on social responsibility. Agilent aligns with ISO 26000 standards as part of our social responsibility practices. As such, Agilent's Labor and Employee policies and processes align with ISO core subjects: Organizational Governance 6.2, Human Rights 6.3, and Labor Practices 6.4.
LA1
TOTAL WORKFORCE BY EMPLOYMENT TYPE, EMPLOYMENT CONTRACT, AND REGION BROKEN DOWN BY GENDER
The total workforce broken down by employees, supervised workers, and gender.
The total number of employees broken down by type of employment contract and gender.
The total workforce broken down by region and gender based on the scale of the organization's operations.
LA2
TOTAL NUMBER AND RATE OF NEW EMPLOYEE HIRES AND EMPLOYEE TURNOVER BY AGE GROUP, GENDER, AND REGION
Hiring top talent around the globe helps to ensure that Agilent maintains its leadership as the world's premier measurement company.
Total number of new employee hires entering employment during the reporting period broken down by gender.
Rate of new employee hires entering employment during the reporting period broken down by gender. Rate is ratio
as % of category's headcount.
Total number and rate of new employee hires entering
employment during the reporting period broken down
by age group.
Total number and rate of new employee hires entering
employment during the reporting period broken down
by region.
Total number of employees leaving employment during the reporting period boken down by gender.
Rate of employees leaving employment during the reporting period broken down by gender.
Rate of employees leaving employment during the reporting period broken down by age group.
Total number of employees leaving employment during the reporting period broken down by region.
Rate of employees leaving employment during the reporting period.
LA3
BENEFITS PROVIDED TO FULL-TIME EMPLOYEES THAT ARE NOT PROVIDED TO TEMPORARY OR PART-TIME EMPLOYEES, BY MAJOR OPERATIONS
Agilent aims to deliver a rewards portfolio that is
competitive with high technology and life science
companies, representative of the diverse industries
and markets within which Agilent operates.
Our rewards are offered to eligible employees and comply with local legal requirements.
Our Total Pay program includes base pay; variable pay, such as the Agilent Results Bonus and Individual Performance Bonus; and sales incentive compensation. Pay is differentiated based on company and individual performance.
Benefits such as health and welfare benefits, retirement plans, and time off provide a foundation to support employee well-being and financial security.
Equity programs align employee and shareholder interests. Programs include an Employee Stock Purchase Plan and long-term incentives such as restricted stock units.
LA4
PERCENATGE OF EMPLOYEES COVERED BY COLLECTIVE BARGAINING AGREEMENTS
Agilent meets all applicable laws, regulations and standards where we do business.
LA5
MINIMUM NOTICE PERIOD(S) REGARDING SIGNIFICANT OPERATIONAL CHANGES, INCLUDING WHETHER IT IS SPECIFIED IN COLLECTIVE AGREEMENTS
Agilent meets all applicable laws, regulations and standards where we do business.
LA6
PERCENTAGE OF TOTAL WORKFORCE REPRESENTED IN FORMAL JOINT MANAGEMENT-WORKER HEALTH AND SAFETY COMMITTEES THAT HELP MONITOR AND ADVISE ON OCCUPATIONAL HEALTH AND SAFETY PROGRAMS
Health and Safety committees are an integral part of EHS processes at our sites and help drive continuous improvement in support of Agilent's ISO certifications and Environmental, Health and Safety Management System.
LA7
RATES OF INJURY, OCCUPATIONAL DISEASES, LOST DAYS, AND ABSENTEEISM, AND NUMBER OF WORK-RELATED FATALITIES BY REGION AND GENDER
In Agilent's Environmental Health and Safety function,
we believe that people who feel good, do good.
EHS programs are committed to creating safe work
environments, providing training, and engaging our
employees in health-promotion activities so that they
can work injury- and illness-free.
Agilent EHS records and investigates work-related injuries and illnesses to identify root causes and apply appropriate corrective and preventive actions. Agilent's recordkeeping process aligns with the U.S. OSHA Injury/ Illness Recordkeeping regulations and reports on Occupational Recordable (IR) and Lost Work Day Case (LWDCR) rates. Both metrics (IR and LWDCR) have remained relatively stable over the past five years and continue to benchmark favorably relative to Agilent competitors and industry leaders.
Agilent Occupational (IR) Rate Globally 2013–0.47; Regionally AM–1.06; AP–0.02; EU 0.34.
See graph for Global IR rates.
Agilent Occupational (LWDCR) Rate Globally 2012–0.1; Regionally AM–0.12; AP–0.01; EU 0.27.
See graph for Global LWDCR rates.
Agilent Global LWDCR Data 2002-2013
LA8
EDUCATION, TRAINING, COUNSELING, PREVENTION, AND RISK-CONTROL PROGRAMS IN PLACE TO ASSIST WORKFORCE MEMBERS, THEIR FAMILIES, OR COMMUNITY MEMBERS REGARDING SERIOUS DISEASES
Agilent provides a number of programs and educational
opportunities aimed at managing serious diseases and
medical situations both personally and with family and
community members. Agilent EHS standards maintain
employee exposure levels for harmful agents in the workplace well below regulatory requirements. Agilent
Workplace Services has both Emergency Action and
Disaster Recovery Plans that address serious medical
events or disease outbreaks (e.g., pandemic events).
The Agilent Human Resources and Benefits organizations provide comprehensive health care plans to employee and family members to assist in managing their personal medical needs. These plans include counseling services and risk-based health coaching.
LA9
HEALTH AND SAFETY TOPICS COVERED IN FORMAL AGREEMENTS WITH TRADE UNIONS
As required at a country level, Health and Safety topics are included for discussion with local worker councils or trade unions.
LA10
AVERAGE HOURS OF TRAINING PER YEAR PER EMPLOYEE BY GENDER AND BY EMPLOYEE CATEGORY
To encourage learning occurring anywhere, anytime for
our globally distributed workforce, we continue to make
available self-paced e-learning 24 hours a day/seven days
a week. In 2013, approximately 98 percent of employees
took advantage of this capability. Some of the major
development programs offered via self-paced e-learning
are our annual Standards of Business Conduct program
and our beSecure series focusing on security and risk
awareness. Other major programs include our Environment,
Safety, and Compliance series; our Product and Technology
series for our customer-facing employees; and our New
Employee Safety & Security Orientation video.
LA11
PROGRAMS FOR SKILLS MANAGEMENT AND LIFELONG LEARNING THAT SUPPORT THE CONTINUED EMPLOYABILITY OF EMPLOYEES AND ASSIST THEM IN MANAGING CAREER ENDINGS
Agilent understands that the collective skills of our
employees are critical to our success. Toward that end,
Agilent is deeply committed to providing an environment
where employees can expand their knowledge, develop
new skills, and contribute their best work.
Research has suggested that the most valuable development occurs when learning is applied on the job, solving real business problems. The following three approaches to employee development are used effectively at Agilent and are provided based on business need:
Work Assignments: Challenging jobs, special assignments, project initiatives and job rotations.
Learning from Others: Coaching, mentoring and networking with internal and external people with experience or expertise.
Training: Specific technical and business skill development provided internally by Agilent or externally by qualified educational institutions via a classroom, online or self-study format.
LA12
PERCENTAGE OF EMPLOYEES RECEIVING REGULAR PERFORMANCE AND CAREER DEVELOPMENT REVIEWS BY GENDER
One hundred percent of Agilent employees receive regular performance reviews.
LA13 COMPOSITION OF GOVERNANCE BODIES AND BREAKDOWN OF EMPLOYEES PER EMPLOYEE CATEGORY ACCORDING TO GENDER, AGE GROUP, MINORITY GROUP MEMBERSHIP, AND OTHER INDICATORS OF DIVERSITY
Total Numbers of employees
Percentage of employees by gender.
The Percentage of employees by age group (under 30; 30-50; over 50).
Percentage of individuals within the organization's governance bodies by gender and age.
LA14
RATIO OF BASIC SALARY AND REMUNERATION OF WOMEN TO MEN BY EMPLOYEE CATEGORY, BY SIGNIFICANT LOCATIONS OF OPERATION
The following data indicates the salary ratio of men to
women by employee category. The ratios shown were
calculated by determining the comparative ratio (comparatio)
of men and women in each employee category
and dividing the average compa-ratio for men by the
average compa-ratio for women. Compa-ratio indicates
an individual's pay position versus the mid-point of the
pay range for their job. Using compa-ratio enables us to
compare pay position across varying types of jobs and
markets. Within Agilent, three major employee categories
are Individual Contributor A (ICA; typically non-exempt),
Individual Contributor B (ICB; typically exempt), and
People Manager (PM).
LA15
RETURN TO WORK AND RETENTION RATES AFTER PARENTAL LEAVE, BY GENDER
Agilent offers parental leave benefits and provides a broad range of programs and activities to help employees manage commitments in their work and personal life. By offering programs that can be used to address a wide range of needs, Agilent hopes to provide employees with the flexibility and opportunity to select and use services and solutions that they prefer.
Flexible Work Arrangements: Some Agilent employees use alternatives to traditional Monday-through-Friday work arrangements. These include part-time, telecommuting, job-shares and variable work schedules.
Flexibility Practices: Agilent is proud of its heritage of providing flexible work hours for employees. Agilent's Flexible Time Off (FTO) program lets employees use paid time off for vacation, personal business, and illness.
Dependent Care Resource and Referral: Agilent provides a variety of resource and referral services for employees who have dependent care responsibilities for children, elders, people with disabilities and others. Our goal is to help employees handle dependent objectives while they are at work. Centralized programs and information aim to provide support to all of Agilent. Local entities may choose to make additional dependent care investments in locations where community-based services are inadequate and business objectives are impacted.
MagellanAssist (U.S.): Agilent offers data sheets— available worldwide—providing information on a broad range of work/life challenges plus consulting and written materials.
Mother's Room: Some Agilent facilities offer a “mother's room” to support new mothers returning to work and the nursing needs of their babies.
Quiet Room: Some Agilent facilities offer a “quiet room” to support employees who need a break, respite or quiet time.