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Work Sample Submission for the
Canadian Public Relations Society Accreditation (APR)
The Canadian Business Centre
AstraZeneca Canada Inc;.
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Submitted by Ff3licia Shiu
Director, Communications
AstraZeneca Canada Inc.
1004 Middlegate Road
Mississauga, Ontario
L4Y 1M4
April 2003
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Executive Summary
As a result of rapid growth, AstraZeneca Canada Inc. has insufficient
office and meeting space. In December 2001, the company decided to
build new Canadian headquarters on its existing campus.
The challenge was to educate the employees on the project, while
maintaining excitement over the two-year project duration. The
contemporary designed building, known as the Canadian Business Centre
(CBC) features an open plan office concept. Modular open workspaces
are controversial, as some employees tend to complain of a loss of
privacy and noise distractions.
Research indicated that some AstraZeneca employees were very
sensitive to the change and expressed resistance towards the open plan
environment.
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The communications objectives are three-fold. The first was to provide
project information throughout the project duration. Shifting employee
opinion or perception towards an open office environment is also a key
objective. The third related to the engagement of the employees and their
participation in the project to build a sense of ownership.
The communications program was broken into two phases. The first
phase of the communications program, from December 2001 to December
2002, included the funding or investment announcement, relocation of
employees to temporary space, a project overview, and construction.
The second phase includes the completion of the construction, the fit-out
of the building, and the migration into the new building in the fall of 2003.
To educate, inform and excite the employees, a variety of communication
tools were utilized and/or developed. This included the distribution of an
information kit to all head office and contract employees, a special intranet
site with an up-to-date construction photo gallery, a festive event or "Demo
Day", regular newsletter articles to update all employees, and face-to-face
education sessions.
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Research was conducted to evaluate the effectiveness of the Phase I
communications. Surveys indicated that relocated employees received
sufficient information and reassurance. Participation levels were also
monitored as 60% of the head office employees attended "Demo Day" and
the special intranet site has received an average of 611 visitor sessions
per month.
CPRS - APR Submission submitted by Felicia Shiu
AstraZeneca Canada Inc. Canadian Business Centre
2
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Following the successful campaign of the phase I communication
activities, there are additional information and engagement strategies and
tactics to assist in the perception change towards an open concept
environment in phase II. They ineh;lde face-te--faee-~I+for:rr@tion sessions,
contests, tours, and a design showcasetQ prof~etbeinterior=mro features
of the building - "Demo Day II". Research indicates that the employees
are very excited to learn more.
Word count (397)
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CPRS - APR Submission submitted by Felicia Shiu
Astrazeneca Canada Inc. Canadian Business Centre
3
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Part A: Background
AstraZeneca was formed in 1999 by a merger between Astra Pharma and
Zeneca PLC. For the past few years, the company has enjoyed doubledigit sales growth and associated growth in staff. This has resulted in
insufficient office and meeting space to meet the needs of the head office
employees.
As an expression of confidence in the Canadian business, in December
2001, the United Kingdom based parent company, AstraZeneca PLC
approved the investment of about C$63 million for the construction of a
new Canadian corporate headquarters, known as the Canadian Susiness
Centre (CSC).
This provided an opportunity for an effective internal communications
program to support the temporary relocation of employees, the
construction, and the migration to the CSC.
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The communications will take place in two phase~ over a two-year period.
The first phase included the investment approval, the relocation of select
staff into temporary buildings, the demolition of a portion of a building, and
the construction of the CSC. The second phase will be around the
construction completion, building interior fit-out, and the migration into the
new building.
The company's mission, vision and values were translated into the design
of the CSC's interior office space. The executive team also wanted to shift
the company's physical culture from a traditional workplace with enclosed
or private offices to a modular open concept plan with plenty of natural
light.
The five-story workspace will accommodate up to 700 employees, and the
contemporary design allows for a greater amount of employee interaction
through informal gathering areas, meeting rooms, and ample office space.
Part B: Situational Analysis
Research
Open plan offices tend to be controversial for employees. Complaints
include loss of privacy, noise distraction, and loss of a status marker. The
challenge is to modify employee perception to embrace the open concept
plan.
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An impact assessment on the various departments was conducted and
three departments (public affairs, regulatory affairs, commercial) would be
largely impacted by the move to workstations. To understand the head
CPRS - APR Submission submitted by Felicia Shiu
Astrazeneca Canada Inc. Canadian Business Centre
4
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office employee concerns around the new workspace, an open-ended
survey was conducted.
A feedback tool, "Have your Say" was established on the company
intranet to obtain employee feedback on what has worked or not worked in
their workspace (topic suggestions included office space furniture, natural
lighting, privacy, storage, atmosphere, wall height, etc...)
The feedback mechanism received 45 responses in three business days.
The key issues or concerns that were mentioned repeatedly included the
following: natural lighting, privacy, storage space, high cubicle walls,
preference for a private or closed office, larger workstations or cubicles,
and concern about noise levels with open concept.
Comments included: "Some functions need more privacy" and "Open
concept - a myriad of distraction".
To test ongoing concern around the open concept plan, additional
employee input was solicited six months later and only 13 comments were
received. The need for privacy and high walls for the workstations were
cited.
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As well, additional research for best practices was conducted by
consulting other companies who recently moved to an open concept plan
in their new buildings. This included AstraZeneca UK, AstraZeneca USA,
Maritime Life, Microsoft Canada, and Rogers Media.
Issues/Challenges
Overall
• Frequent and multiple messages over the project life and
communication to numerous audiences with varying needs
• Communications around the proj~ct will compete with other
corporate and product announcements, news, and activities
Phase I
• Potential employee resentment due to the project duration and
inconvenience (Le. Relocation of parking lot, dissatisfaction with
temporary office space) and perceived loss of benefits (Le.
proximity of cafeteria)
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Phase II
• Various objections, resentment, and resistance from staff towards
an open concept plan - concerns about noise and privacy
CPRS - APR Submission submitted by Felicia Shiu
Astrazeneca Canada Inc. Canadian Business Centre
5
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Emotive issues - perceived takeaway (Le. no microwaves) or loss
of status (no private office)
Engaging the staff that will not be moving (Le. operations and the
lab)
Communication Opportunities
• Use the new workspace to promote positive organizational change
Build a sense of community
/ 0 Opportunity to change our existing work processes for the
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better
/ 0 Create new habits and routines - more casual meetings and
interactions
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Build pride among employees
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Promote features of the building which are new to the company informal gathering spots, natural light, plenty of meeting
rooms
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Part C: Roles and Responsibilities
As the Director, Communications, I was responsible for the overall
strategic planning, overseeing the project implementation, and supporting
portions of the execution. Various team members and the public relations
agency supported the execution of the tactics and the evaluation .
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Part 0: Target Audiences
Although the company has approximately 1500 employees across
Canada, the project is targeted to the Mississauga based 850 head office
employees which includes sales, medical affairs, marketing, finance,
operations, human resources, etc. They have varying needs and are
located in seven buildings.
Primary Audience:
Phase I:
• Head office employees
o 139 employees relocating to the various temporary buildings
o 59 employees remaining in the remaining half of a building
Phase II:
• 500 head office employees moving or migrating to the CBC
Secondary Audiences
Phase I:
• The remaining 650 staff not temporarily relocating
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Phase II:
• The remaining head office employees (not moving)
CPRS - APR Submission submitted by Felicia Shiu
Astraleneca Canada Inc. Canadian Business Centre
6
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Phase I & II:
• The approximately 520 field staff including sales representatives
and management, research monitors within the medical affairs
functional unit
• The 130 research staff located in AstraZeneca R&D Montreal
Part E: Objectives
Phase I & II
• To educate, inform and excite the employees on the Canadian
Business Centre throughout the project duration.
Phase II
• To increase employee understanding of the CBC building project
and change their opinion and/or perception to embrace the open
concept work environment by August 1, 2003.
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To have employees participate in the project to build a sense of
ownership and community in the eBC.
Part F: Key Messages
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Key messages for Phase I was focused on the fact that we are expanding
our facilities to accommodate the tremendous growth and success of our
company (building our future) and that the stimulating new work
environment will foster cross-functional team building.
Creating an environment based on openness, communications, teamwork,
and unity and the ability to be flexible to the changing business
environment are the basis of the Phase II messages.
Part G: Strategies and Tactics
Phase I:
Theme
The project was branded to help build employee pride and excitement.
The umbrella theme of "Building our Future" was chosen to reflect the
company's positive future. This slogan was utilized on all communication
materials including posters, e-mails.anintranet site, fact sheets,
invitations, and newsletter articles.
Tools to communicate the project
Phase I & II:
• An initial project information kit was distributed to educate all 900
head office and contract employees
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CPRS - APR Submission submitted by Felicia Shiu
Astrazeneca Canada Inc. Canadian Business Centre
7
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On an ongoing basis, regular articles were also placed in the
employee newsletter to provide updates on the employee
relocations, the construction, and other project details
A sub site within the company intranet dedicated to 'Building our
Future' (BOF) was created. It included two main sections:
o moving or relocation related information
o ongoing construction updates through an online photo
gallery
"Have your Say", an online suggestion box was also created on the
BOF intranet site to solicit ongoing feedback and input
A moving kit for employees relocating was created and distributed. ------.
This included a letter from the CEO, moving instructions, a moving
checklist, a box content list, packing box labels, questions &
answers, safe moving tips, a black marker, and a pen.
A three dimensional CAD animation videotape of the building was
produced to provide employees with a virtual tour
Create models of the new campus and the new building for display
and information purposes
Videotape ongoing construction and various milestones for the
employees
Build pride and excitement
Phase I
• Funding announcement - the funding for construction of a new
business centre by the parent company was announced through a
message from the CEO which was disseminated via e-mail, voice
mail, and by a bulletin board posting.
• Demo Day - The information days held in the cafeteria have been
an effective tool to provide information in a fun and informal way.
This festive event was hosted to celebrate the demolition of a
building and the demonstration of the new building.
• Face-to-Face information session and sneak preview tour for
relocated employees
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Phase II: (to be completed in 2003)
• Demo Day II - a design showcase to allow employees to "touch and
feel" the samples of the wall coverings, carpet, and furniture including
beta modular workstations and view architectural renderings of the
interior fit-out, signage and landscaping
• Meeting room name contest
• Provide a sneak preview tour to all head office staff prior to migration
• How to work in shared space - provide workspace etiquette tips
through illustrations and a contest to encourage fun learning and
respect
• Host functional unit or "block" parties after moving
CPRS - APR Submission submitted by Felicia Shiu
Astrazeneca Canada Inc. Canadian Business Centre
8
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• Celebrate the milestone of the building by hosting an opening party
Part H: Budget
The total budget for both phases is approximately $465,000.
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Time Period
PR agency
Building our
Future intranet
site
Moving kits
Both phases
Both phases
Welcome
gifUpackage relocated
employees
CAD animation
Videotaping
Phase I
Phase I
Both phases
Photography
Demo Day I
Both phases
Phase I
CBC Movinq kits
Demo Day II
Phase II
Phase II
Architectural
Renderings
Welcome gift
Employee event
Phase II
$50,000 3-D
$25,000 Includes
videotaping,
agency fees and
studio time
$10,000
$26,000 Includes balloons,
photography, free
lunch, prizes,
flowers, toy trucks,
cake, signaqe
Not applicable Project cost
$35,000 Display rental,
decor, food,
siqnage
Not applicable Project cost
Phase II
Phase II
Not applicable Project cost
$150,000 Celebrate openinq
GRAND TOTAL
Cost (includes
fees and
expenses)
$160,000
Not applicable
Notes
Item
Description
Internal resources
Includes graphic
design costs,
printing and
assembly
$1,300 Balloons, printing
Phase I
$7200
$464,500 Taxes extra
CPRS - APR Submission submitted by Felicia Shiu
Astrazeneca Canada Inc. Canadian Business Centre
9
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Part I: Evaluation
An evaluation of the first phase of the communications program has been
completed and has illustrated that we were successful in educating and
informing the employees.
Phase I
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1. Survey the temporarily relocated employees (questions include moving
kit contents, information session and office tour) and use key learnings to
assist with move into the CBC
• 1st move
o 64 surveys sent/35 received back - response rate of 55%
o "So far so good - not in the need of more information"
nd
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• 2 move
o 75 surveys sent/36 received back - response rate of 48%
o "Congratulations! The information was just fine"
o "Excellent planning and organization"
2. Survey the employees that did not need to move
• 59 surveys sent/22 returned - response rate of 37%
• 100% felt the information session added value
• 95% stated sufficient information
• "Very informative information session, addressed concerns and
issues"
• "Session was very informative, friendly and reassuring"
3. Demo Day
• At least 505 out 850 employees attended or 60% of head office
employees participated (based on the contest ballots entered)
• Received a total of 207 responses, response rate of 23%
• Positive feedback - 100% of participants found it informative and
98% have a better understanding of the key features of the building
and 94% have a better understanding of how the CBC will benefit
them and the company
• "Demo day was excellent. Well-planned and well thought out.""
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4. Building our Future intranet site (ongoing)
• Received a consistent rating of four out of five on four survey
questions including: information is clear, easy to read and
understand and would visit again.
• Employees visited the site more than 2000 times in the month
following Demo Day
• Average visitor sessions per month: 611
CPRS - APR Submission submitted by Felicia Shiu
Astrazeneca Canada Inc. Canadian Business Centre
10
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Site also has feedback section
5. Information kits - 900 were distributed and 207 employees submitted
evaluation forms on the kits
o 100% of respondents indicated that Demo Day was
informative
o 98% indicated they have a better understanding of the key
features of the building
o 94% indicated they have a better understanding of how the
CSC will benefit them and the company
Phase II - to be completed
ry.Jord count: 2002)
Appendix:
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• Screen shot of the on-line photo gallery
• Sample inserts from the employee information kits including building
photo, key facts, floor plan, and questions and answers
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CPRS - APR Submission submitted by Felicia Shiu
Astrazeneca Canada Inc. Canadian Business Centre
11
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AstraZeneca
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Building our Future
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AstraZeneca
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KEY MILESTONES*
Announcement of Canadian Business Centre (CBC) approval .. November 2001
Employee moves
CBC construction began
Demo Day
Link construction begins
December 2001 • April 2002
June 2002
July 11, 2002
September 2002
Concrete structure completed
December 2002
Curtain wall completed
March 2003
Interior work begins
April 2003
Link construction completed
June 2003
Employees move to CBC
Fall 2003
Official opening of CBC
Fall 2003
'Dates are sUbject to change.
Building our Future
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AstraZeneca
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Building our Future
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AstraZeneca
CBC QUICK FACTS
o The new Canadian Business Centre
(CBC) represents an investment of
$62 million Cdn from AstraZeneca global.
o Completion of the CBC is planned for
fall 2003.
o The interior and exterior landscaping of the CBC will include various
plants, trees, greenery and water elements that will further
reflect/enhance the 'Canadiana' theme.
o The CBC will have a total gross floor area of 19,275 m' (207,210 ft.'),
with a typical floor size of 3,240 m' (34,830 ft.').
o The five-storey building will ultimately
accommodate 700 employees.
o The CBC project team includes:
• The AstraZeneca Building Liaison Team (BlT) - see Key
Contact List
o Key features of the CBC include:
• The AstraZeneca CBC Project Team - see Key Contact List
• Glass curtain exterior walls and a large open atrium and galleria
• Architect - WZMH Architects
• A new lobby, as well as new visitor and employee entrances
• Interior Designer - Atkinson+ Design Inc.
• An enclosed climate controlled 'link' or walkway, connecting the
CBC and Building 1004
• General Contractor/Constructor - PCl Constructors
Canada Inc.
• Enhanced site security, parking and landscaping
• Civil Engineer - Marshall Macklin Monaghan Limited
o There will be increased meeting space on each floor of the CBC,
• Structural Engineer - Quinn Dressel Associates
including: meeting rooms both small and large, as well as various
employee lounge and oasis areas.
• Mechanical Engineer - The Mitchell Partnership Inc.
• Electrical Engineer - Crossey Engineering Ltd.
o The CBC reflects a 'Canadiana' theme that focuses on design
• landscape Architect - Hough Woodland Naylor Dance leinster
elements of earth, wind and water. Materials chosen to reflect this
theme include green/metallic grey glass panels with steel accents,
as well as pale coloured wood, slate and limestone.
~ ,J~ffi:~"
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-< i't'Ujii'
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Building our Future
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AstraZeneca
"LINGO" DIAGRAM
~
NG INTERIOR)
(AERIAL VIEW OF BUILOI
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BRIDGE
ATRIUM
ATRIUM
OFFICE SPACE
OFFICE SPACE
LINK
BRIDGE
EMPLOYEE
ENTRANCE
VISITOR
ENTRANCE
GALLERIA
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ENTRANCE
CANOPY
1060 SOUTH
(Existing Building)
LINK
BUilding our Future
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AstraZeneca ~
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"LINGO" LIST
These days everyone seems to be using acronyms
and 'buzz' words in regular conversation ...so, why
should terminology surrounding a new building
be any different? The following Building Our Future
"Lingo" List provides a quick reference to some of
the terminology that will be used throughout the construction phase of AstraZeneca's new Canadian
Business Centre (CBC). In no time, everyone will be
using the Building our Future lingo!
Entrance ...• The entrance canopies are large overhangs covering
Canopy
the visitor and the employee entrances of the CBC.
Atrium
The atrium is a five-storey, open area that is in
the cac. The atrium is naturally lit from overhead
skylights and glass encased walls.
Link
The link is a glass enclosed and environmentally
controlled walkway that connects the CBC and
Building 1004.
Bridge
Throughout the CBC, bridges connect office space
on either side of the atrium.
Oasis
Informal gathering area with coffee machines.
BlT
The Building Liaison Team, or BlT, refers to the
project representatives and employee contacts for
the Building our Future initiative (refer to the Key
Contact List).
CBC
The Canadian Business Centre, or CBC, is the
name for the new five-storey building that will be
constructed on the north half of the 1060
Middlegate Road site.
The entrance canopies protect these areas from the
weather elements.
Galleria .•... The two-storey galleria is a gathering place that runs
east to west through the CBC. Featuring a skylight,
slate and limestone accents and a water wall, the
galleria unites the new CBC with the remaining half
of Building 1060.
Mechanical .. The mechanical penthouse is a structure on top of
Penthouse
the CBC that encloses the mechanical and electrical
services for the building.
PCl
PCl refers to PCL Constructors Canada Inc., the
construction company that is managing all details
related to the building of the CBC. PCl is also
responsible for maintaining the safety of the
building site.
Curtain Wall . . The curtain wall is the technical term for the external
'skin' of the new building. Materials that make up the
curtain wall include green/metallic grey glass panels
and steel trim accents.
Building our Future
QUESTIONS AND
ANSWERS (Q&As)
CONSTRUCTION
1. Why do we need a new building and facilities?
• Due to our tremendous growth and success over the last three years,
our existing AstraZeneca Canada Inc. facilities have become inadequate
for our needs, both current and projected.
2. Why was 1060 chosen as the location for the new building?
• In terms of its proximity to our existing facilities and its potential for future
development, the property recently occupied by the north half of Building
1060 is the most appropriate location.
3. Why was only part of 1060 torn down?
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• It was more cost efficient to preserve our existing (and up-to-date) fitness
centre, labs, library and storage/warehouse in the south half of 1060 and
replace and extend only the north half of the building.
4. How long will the construction process take?
• Construction commenced in June 2002, and we expect to move in
during fall 2003.
5. How might construction affect employees with special health needs/medical
conditions (i. e. asthma, wheelchair access, allergies, etc.)?
• The AstraZeneca Safety Health and Environment (SHE) team has been
working with PCl Constructors Canada Inc. and the CBC project team to
monitor and evaluate the impact of construction on our employees, and
to provide solutions to any safety, health, and environmental concerns
that may arise during the process.
• All our head office facilities, both existing and new, will be 'barrier-free'
for physically challenged employees and visitors.
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Page 1 of 6
• The AstraZeneca Canadian Business Centre project team has been working with PCl to ensure indoor air quality is not affected by construction
activities. The HVAC (heating, ventilation, air conditioning) systems at our
head office facilities are designed to help prevent dust from entering the
building. In addition, CBC construction crews will be minimizing debris
and dust resulting from construction on a frequent basis.
BUilding our Future
• There will be some noise at peak periods of construction that may
cause disturbances. PCl has been trying to accommodate our needs
by conducting as much of this activity as possible outside of normal
business hours. As well, BlT representatives will inform you of potential
disturbances in advance.
• Should you have any additional health concerns relating to the
construction activities, please contact your BlT representative.
BUSINESS
1. What is the capital investment for the new bUilding?
• AstraZeneca global has approved an investment of $62 million Cdn
in the new CBC.
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• This investment represents a significant commitment to AstraZeneca
Canada, as well as an important boost to our municipal, provincial and
national economies.
FACILITIES/AMENITIES
1. Other than offices, what facilities (i.e. meeting rooms) will be located in the
new
building?
cae
• The new CBe will be an open concept design to encourage our teams
and individuals to work in partnership.
• The five-storey building will feature a glass exterior, a large atrium
and a galleria.
• The building will include new visitor and employee entrances and a lobby.
• An enclosed walkway, the "link", will connect the eBC with the existing
Building 1004. The "link" will be completely enclosed and climate
controlled to allow you to travel between the two buildings in comfort.
• There will be numerous meeting rooms in a variety of sizes, including
meeting spaces that allow for private dialogue.
• Various oasis (refreshment) areas will also be located on each floor.
2. Will we still have the fitness centre? Will it be in the same location?
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Page 2 of 6
• We will maintain our current fitness centre facilities during the
construction period, and once the eBC has been opened.
Building our Future
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eAstraZeneca
3. Will we still have a cafeteria? And will it be in the same location?
• Currently our cafeteria will remain in its present location. However, we will
continue to assess its suitability as we expand in the future.
SAFETY
1. Who is responsible for safety during the construction process?
• Safety is a top priority at AstraZeneca.
• The CSC constructor, PCl Constructors Canada Inc., is legally accountable for safety issues specifically related to construction activities.
•
• At AstraZeneca, safety is everyone's responsibility. If you note any
construction activity that might risk or compromise the safety and health
of a fellow employee or visitor, please notify either Catherine Thacker at
extension 5744 or David Hill at extension 5381 of the situation, and they
will contact the appropriate parties.
DESIGN
1. How tall will the new building be? How many floors?
• The CBC will have five storeys of office space, plus a floor on top called
the mechanical penthouse to enclose the mechanical and electrical
services for the building.
2. How big will the new structure be?
• The CBC will have a total gross floor area of 19,275 m' (207,210 It.'),
with a typical floor size of 3,240 m' (34,830 It.').
• The CSC is designed to ultimately accommodate 700 employees.
3. Who is the architect? Is the company Canadian?
• The architecture of the CSC is being developed by WZMH Architects, a
Canadian company located in Toronto.
• A substantial portion of the firm's 40 years of experience comes from
designing commercial office projects.
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Page 3 of 6
• The company has a solid reputation for developing state-of-the-art, yet
efficient and cost effective buildings.
Building our Future
eAstraZeneca
4. Who is the interior designer? Is the company Canadian?
• The interior designer of the CBC is Atkinson+ Design Inc., a Canadian
firm located in Toronto.
• This firm has a long history with our company, and a clear understanding
of our culture and needs, making them ideally suited for this project.
5. What is the inspiration/theme for the design of the new building?
• The design of the CBC will be based on a 'Canadiana' theme to reflect
our company's national pride, and is focused on a classic, simple design.
• Earth, wind and water are primary elements of this theme.
6. What will the exterior of the building look like?
•
• The CBC will be modern and innovative in design, and will reflect a
'Canadiana' theme .
• The five-storey glass curtain wall (the technical term for the external 'skin'
of the new building) is made up of green/metallic grey glass panels, with
steel trim and accents.
7. What will the interior of the building look like?
• The new CBC building will feature a large atrium and a galleria showing
the interior of the five-storey structure.
• The interior of the new CBC will be an open concept design for our teams
and individuals to work side-by-side. At the same time, there will be
numerous meeting spaces to allow for more private dialogue.
• The new CBC bUilding will have increased meeting space on each floor,
as well as various employee lounge and oasis areas.
8. Will the new and remaining buildings be attachedlconnected?
• A glass-enclosed and environmentally controlled walkway, the "link", will
connect the new building with the existing Building 1004 entrance.
• The CBC is connected to the remaining portion of Building 1060 through
the galleria.
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Page 4 of 6
Building our Future
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eA.straZeneca
9. Where can we look for more details regarding the design and details for
the new building?
• Stay tuned! We have plans to roll out many more exciting details over
the coming months.
• You can get the latest information and updates on BLAZE and in
first&foremost.
• The BlT team is also available to answer your questions.
OFFICE SPACE
1. How many people will the new building accommodate?
• The CBC will ultimately accommodate 700 employees.
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ENVIRONMENTAL
1. How much natural lighting will the new building have?
• The five-storey glass curtain wall (the technical term for the external 'skin'
of the new building), atrium, galleria, and the open concept design will
allow for arnple natural lighting.
CONSTRUCTION PERIOD
1. How disruptive will construction be to my work (i.e. noise, dust, debris, etc.)?
• The AstraZeneca Safety Health and Environment (SHE) team has been
working with PCl Constructors Canada Inc. and the CBC project team,
to monitor and evaluate the impact of construction on employees, and to
provide solutions to any safety, health, and environmental concerns that
may arise during the process. Should you have any health concerns relating to the construction activities, please contact your BlT representative.
2. Will the employees remaining in Building 1060 be there throughout
construction?
• Yes, Human Resources, Pharmaceutical Development, Research
Materiel, the warehouse, library and fitness centre will remain in Building
1060 during construction .
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Page 5 of 6
Building our Future
4
tAstraZeneca
3. How will parking be affected by construction and the new building design?
Where willI park?
• There will be periods of time when parking areas are restricted, but
sufficient parking will be available on site.
• We are evaluating employee parking needs and working to
accommodate any changes due to the CBC construction.
• Upon completion, the total parking space of the new CBC will
accommodate 1,000 cars.
COMMUNICATION
•
1. How do I get answers to further questions I have about Building our Future
or the Canadian Business Centre?
• There are two main ways for you to get information: check the BUilding
our Future site on BLAZE, or contact your functional unit representative
on the BLT.
2. How do I get updates on construction/Building our Future initiatives?
• You can check the Building our Future site on BLAZE for regular bulletins
and updated images, or contact your functional unit representative on
the BLT.
• A quick link for the new Building our Future site is located on the home
page of BLAZE.
* Please check the new Building our Future site on BLAZE for a
full list of Q&As.
•
Page 6 of 6
Building our Future
•
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Building our Future has a new site on BLAZE!
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Building our future
Read the latest
Q&As to get up
to speed on
what the new
building will offer.
I.... •
Astrazenecal
Fill out the online
survey and give
us feedback
on Demo Day
and this new site.
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Take a peek at
what is going on
at the building
site...without
leaving your desk!
ulldlng our Futute update
Parlono uodlitl.
slon of service
Saf. pedest',an rout.s
lli!JlgJlil
Image Gallel:.:
The following IS OIIBullcltng our Future update f.r all employees. Please take a moment to read thiS memo for
updates of In(orn-+tlon that may apply to you
Check the
milestones page for
key project dates.
Find out the
new building
terminology.
11
Parking upda
'
Drop us a line!
Share your thoughts on
our new building - all
recommendations will be
reviewed by the Building
Liaison Team.
To accommodate construction wort currently aklng place to the west of the 1004 buildIng, please be adVised
that the west half of the west partIng lot
L- e closed as of May 20th, 2002. As a result of thIS ck)sure,
avaIlable parkIng spaces In this lot WIll be
wI!;
red~ed.
Please rest assured that we will be monltonngthe sItuatIon II'l thIS lot to evaluate the best course of action,
and ImplementIng other parlClng options as the become necessal)l. Initially, parkmg In thIS lot may be tight. so
your patIence and cooperation would be great appreciated.
if;:jIstart
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Building our Future
I
•
Building OUf Future - Image Gallery - February 2003
Building our Fu
Page 1 of3
re
Home lOur Home 1 Q&As I Image Gallery I Quick Facts I Milestones I External Message I Building Lingo I On the Mov
Image Gallery
February 2003
These pictures were taken February 17 and posted on February 20. The aerial
were taken on January 27.
photo~
Check this link regularly for recent construction photos of the CBC and our changing
head office campus.
(Click on the photos to view full size.)
Back to the
Image Gallery
•
A west facing view.
A view of the employee entrance look
through the galleria.
--------,
•
Another aerial shot with a south view.
http://blaze.carng.astrazeneca.netlcbc/imagallery/ig200302.htm
A shot of the exterior, this portion of
25104/2003
•
Building OUf Future - image Gallery - February 2003
•
•
Page 2 00
building faces Middlegate Road.
Compare this shot to the photo poste
in January; we've come a long way.
A few of the construction workers
take a break for a photo opportunity.
Aren't you glad you work inside?
This shot gives a different perspectivE
on the space between 1060 and the r
building.
A west facing interior view.
This picture was taken within the
galleria facing east. It's a two-story
structure and if you look to the left, t
area marked by posts and yellow tap,
where a tree will eventually go.
Looking down at the link from the 5th
floor.
A look at part of the ventilation syste
•
http://blaze.camg.astrazeneca.net/cbc/imagallery/ig200302.htrn
25/0412003
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Building Our Future - Image Gallery - February 2003
Page 3 00
•
Getting down to some real basics plumbing fixtures.
•
For Internal Use Only
Copyright (cl 2001 AstraZeneca Canada Inc. All rights reserved.
•
http://bIaze.camg.astrazeneca.net/cbc/imagaIlery/ig200302.htrn
2510412003