Case Study Astra-Zeneca

The biopharmaceutical company AstraZeneca uses Mavie Work’s EAP as a coaching tool for executives and a safety net for employees facing difficult life situations.

The Initial Situation

AstraZeneca Austria is a biopharmaceutical company with around 281 employees, more than half of whom work in field roles. The company has experienced strong growth for several years. As complexity and workload increased, a key question emerged: How can we best support our leaders and employees in dealing with both professional and personal challenges? For Sabine Winner-Neuhaus, who has been Human Resources Director at AstraZeneca since 2023, the answer was clear: through the active use of professional coaching.

The Employee Assistance Program (EAP) from Mavie Work had already been established at AstraZeneca Austria for years. However, there was a desire to anchor the offering more firmly within the company culture. The goal was to break the stigma around mental health topics and position the EAP both as a coaching tool for leaders and as a safety net in times of crisis.

The Company

AstraZeneca Austria: Around 280 employees, over 50% in field roles across Austria, and about 50% in marketing & sales at the Vienna location

AstraZeneca worldwide: More than 83,000 employees in over 100 countries

Founded: 1999 (merger of Astra AB and Zeneca Group PLC); Austrian site active since the early 2000s

Industry: Global, research-oriented biopharmaceutical company focused on oncology, cardiovascular, renal & metabolic diseases, as well as respiratory and immunology therapies

Objectives

Increase EAP usage and break down barriers
Promoting leadership coaching to foster reflection and development
Support cultural change by normalizing openness in addressing mental health and coaching
Create a safety net for personal crises (e.g., grief, illness)

Implementation

1. Intensifying Communication

Low-threshold visibility: Development of tailored communication materials with support from Mavie Work. To reach all target groups within the company, posters, flyers, and cards were placed in common areas and restrooms (to ensure privacy).

Integration into onboarding: Every new employee learns about the EAP coaching offering as a fixed part of employee benefits.

Regular reminders: Communication via the intranet and during promotions into leadership roles – highlighting the importance of coaching in leadership positions.

Personal recommendations: Employees are encouraged to prepare for development conversations through coaching. If, during feedback discussions, managers identify additional support needs, they proactively recommend the EAP.

2. Engaging Managers

Use as a coaching tool: Managers can reflect on their role in a safe setting through EAP coaching. Topics such as uncertainty in leadership roles or developing concrete leadership skills are standard. Coaches bring many years of professional and leadership experience.

Multiplier effect: Leaders are encouraged to openly share their own use of the EAP (e.g., in development conversations), helping normalize it across the organization.

3. Establishing EAP as a Safety Net

Employees use the EAP in crisis situations such as bereavement, serious illness, separation, or caregiving responsibilities. This external support significantly relieves the HR team.

HR communicates the EAP as a reliable source of immediate assistance that provides fast, professional help – available in person or online via hotline booking.

Results

Great results: A doubling of EAP users; coaching has become an established tool for leadership development; cultural shift: coaching is now openly discussed and accepted as the norm.

Significant increase in EAP usage: Within a year, the number of EAP users doubled.
New Normal: EAP is increasingly seen as a standard tool for career and leadership coaching.
Established safety net: Employees report that they do not feel left to fend for themselves during personal crises.
Cultural shift underway: External counseling and coaching are becoming less stigmatized and more widely accepted. Sabine Winner-Neuhaus, HR Director, is convinced that coaching should be a standard offering for all employees in modern organizations.

Key Learnings

Changing narratives – EAP is not just for crises; it is also for career development and reflection.
A valuable outside perspective – External EAP coaching is especially helpful for internal conflicts and sensitive issues.
Repetition creates visibility – Continuous communication across various channels is essential.
Leaders are key players – Their openness and role modeling behavior make all the difference.

A key takeaway from AstraZeneca: The EAP isn’t just for crises, but also for career development and self-reflection.

EAP as Coaching for Leaders & Employees

The Mavie team consists of impartial, trustworthy, and professional coaches. The HR department can outsource psychosocial counseling to experts.

Coaches with practical expertise and leadership experience
Available digitally or on-site (consulting centers across Austria)
No organizational overhead for the company (individual booking via portal or helpline)
Example topics for leaders:

Modern Mental Well-being with Mavie Work

EAP Counseling: Anonymous psychosocial support (EAP) for all employees (available digitally and at counseling centers).
Low-Threshold Online Content: High-quality articles, videos, and exercises on the Mavie Work portal provide 24/7 access to self-directed resources on mental health.
HR Support: Assistance for the HR department on topics such as onboarding, internal communication, and reporting.