Merck Annual Report 2001
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Poised for a New Generation of Breakthroughs Poised for a New Generation of Breakthroughs
< Emphasis on technology for continuous learning  
The Company encourages ongoing development of all employees and emphasizes employee-initiated learning. One growing resource for continuous learning is Merck’s global Development Resource Center (DRC), supervised by Debra Weathers, training resource specialist. The DRC offers individualized, self-paced learning resources to complement Merck’s formal training programs.

6 Introduction
6 Leading the way in genomics
6 Supporting our products with additional trials
7 Merck’s research strategy
7 Forging external alliances
8 Marketing: Identifying our customers’ needs
9 Getting medicines to the people
9 Strong today, stronger tomorrow
10 Merck-Medco to Become Separate, Publicly Traded Company
11 Our workforce provides Merck with a powerful competitive advantage
Our workforce provides Merck with a powerful competitive advantage
Our ongoing mission to improve and extend human life requires the many talents and experiences of our multi-cultural global workforce. We value this diversity – and seek to foster it – because it sparks innovation when employees with different perspectives work together to offer solutions to the many challenges our business and times present.

At all levels, Merck employees are called upon to think creatively, effectively and confidently to meet the Company’s objectives. As a result, our Human Resources staff play a key role in designing and implementing strategies to enhance the abilities of our managers and employees to respond successfully to the changing business environment and to enable Merck to become a top-tier growth company over the long term.

The Company continues its focus on enhancing its leadership capability. Some of our innovative programs are team-based, aimed at strengthening the ability of business teams to achieve successful outcomes. Others are individual-based. A core goal for each Merck leader is to understand the impact of his or her leadership behaviors in fostering a work environment that brings out the best in employees. For example, during one leadership program, Merck leaders create a personal development plan that they put into action. That plan is supported by resources and tools, such as Web-based Online Performance and Learning (OPAL), that helps managers and employees deal more effectively with everyday workplace situations.

We will continue in our efforts to hire the best people and foster a work environment that allows them to achieve their full potential. MORE


Kathi Price
< The number of employees in research has grown 65 percent since 1995 <

Kathi Price, staff chemist, is one of the thousands of new and talented scientists we have recruited in the past few years. The rapid expansion of the pharmaceutical and biotechnology industries means that Merck faces serious competition for top-notch scientists. So, the Company has a number of recruiting initiatives under way, especially among women and people of color, populations that traditionally have not sought scientific or engineering careers in high numbers. For example, the Company has long contributed to the College Fund/UNCF to help develop America’s pool of world-class biomedical scientists. For its efforts to improve science education from kindergarten through 8th grade in the New Jersey/Pennsylvania area, the U.S. Commerce Department in 2001 presented Merck with the prestigious Ron Brown Award.
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Profile Financial Highlights Products Letter Breakthroughs Caring Financials Management Corporate Info
Merck Annual Report 2001
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