1 Our organization

The company is organized into 4 Patient Value Organization pillars1 around which we are creating value for each patient, centered by our focus and integrated across functional teams around different patient populations:

UCB ensures that individual employees understand the Patient Value Strategy as a prerequisite to becoming the patient preferred biopharma leader. This shared purpose creates the foundation of the value for patients. Living the mission is inspirational and influences our behaviors to act responsibly, be accountable, be engaged and demonstrate agility.

1 Scope of Reporting: Employees are grouped under the four Patient Value Pillars: Patient Value Functions; Patient Value Practices; Patient Value Units, and Patient Value Operations. People of Elements Genomics, acquired in April 2018, are regrouped in the Patient Value Unit, NewMedicines™.

More information regarding people in UCB can be found in the section Data reporting.

At UCB, several social and people policies outline the guidelines to drive best practices in certain work situations that are in line with our culture and values.

Global policy on the protection of personal data

Compliance policy

Business compliance policy

UCB health, safety and environment policy and global standards

Acceptable use of IT

Personnel and training policy

The Talent and Company Reputation department manages the Workforce Engagement policy which is continuously improved by different processes, including, but not limited to:

  • robust annual human resources processes that optimize talent development opportunities, drive performance and ensure appropriate organization planning such as future capability building and succession;
  • development and regular review of the total reward offering to ensure balanced, competitive remuneration that drives desired outcomes in support of the company strategy, as well as ensuring that people and their family are adequately covered during key life events;
  • people performance management, to ensure that people contributions are aligned to our Patient Value goals, that people impact is then measured objectively, as well as the expression of expected values and behaviors;
  • people development planning supported with adequate and continuous people learning opportunities (training and education offerings, as well as, on-the-job learning, coaching and mentoring);
  • periodic people engagement surveys that enable UCB and its leadership to respond to people’s feedback on their employment experience;
  • well-being initiatives across sites and affiliates, including for instance health screening campaigns, burn-out awareness, occupational health facilities, healthy food options, flexible working arrangements, people support programs, and core people’s benefits such as medical insurance, among others; and,
  • working practices in line with data privacy requirements (GDPR).

At UCB, the principal social and people risk is the challenge to attract, retain and engage key leadership profiles and critical expertise in a highly specialized, highly-regulated, complex environment and in a competitive talent market. This could result in a loss of collective capability, impacting operational efficiency and strategy implementation, leading to sub-optimal results.

In addition, the risks associated with a workforce that is not adequately aware of the specific ethics and compliance requirements related to their roles, departments or the biotech environment as a whole, can lead to reputational and regulatory risks for the company and the development and production of its products. This also includes fiduciary risks and data security risks, e.g., malware attacks and management of confidential and sensitive data.

Finally, the risk of not being able to provide a healthy and safe environment where people wellbeing is not adequately supported or promoted, or where workplace dangers are not managed or sufficiently outlined to the workforce, may lead to safety incidents or sub-optimal health of people, both physical and mental.

The outcomes of the social and people policies described above include:

  1. a reduction and mitigation of social and people risks;
  2. a workforce that operates in line with defined company values, leading to a healthy company culture where people can thrive and perform to the best of their ability;
  3. increased people engagement, leading to greater discretionary efforts and sustainable deployment;
  4. continuous development and retention of UCB talent leading to greater organizational capabilities, accelerated innovation and competitive advantage and excellence;
  5. an increased understanding of the business, compliance and transparency environment, leading to increased ethical and compliant behavior and practices;
  6. safe and healthy people that can function in a positive working environment; and
  7. focus of people on delivering UCB’s Patient Value Strategy, with the assurance that they, and their family, are appropriately covered in case of sickness, disability, death and retirement.

In order to measure our success, the relevant KPI’s are listed in the GRI Standards Indicators.

In 2018, 17 cases of workplace harassment and 6 cases of discrimination were reported within UCB. Reported allegations of individual misconduct were systematically investigated and substantiated disciplinary actions were taken, when required.