Mission: Saving and Sustaining Lives!
Every day, Baxter touches the lives of millions of patientsand providers worldwide who rely on our essential hospital and renal products and services. You’ll find Baxter’s products and therapies on nearly every floor, in almost every hospital worldwide, in clinics and in the home. Baxter’s employees are building upon the company’s rich heritage of medical breakthroughs to advance the next generation of healthcare innovations that enable patient care. Our commitment to our mission means we are there when patients and healthcare professionals need us, during the critical moments that matter most. Learn more about a career at Baxter
Engineer Driven by Mission to Save and Sustain Lives
Even in the manufacturing facility, engineers like Nicholas have the opportunity to positively impact patients’ lives by producing high quality products.
When Nicholas Ross began working at Baxter's Opelika, Ala., facility while attending nearby Auburn University, he didn't know what to expect. As a mechanical engineer student, he wasn't sure exactly what he wanted to do within engineering, but an initial tour of the Opelika facility intrigued him.
"The possibility of working for a company that makes life-sustaining medical products was inspiring," said Ross, 24, of Pensacola, Fla. "As an engineer, the high level of automation used to manufacture dialyzers was interesting. But when I realized the medical importance of dialysis treatment, I was excited to work at a place where I could contribute to something so important."
Ross started at Opelika as an engineering co-op student and became a process engineer after graduating from college. Now, as a process engineer, Ross ensures the plant runs as efficiently as possible. This involves everything from reducing scrap and cycle times, to ensuring day-to-day machine reliability and tracking down and solving issues. The end goal is to create the highest quality product that patients can rely on, because hemodialysis therapy (HD) is a lifeline - replacing a critical function that their bodies cannot handle anymore.
Currently, there are nearly two million patients worldwide with end-stage renal disease (ESRD) receiving HD1. A growing population with diabetes, blood pressure issues and other key causes of kidney disease means the incidence rate of ESRD and the need for dialysis is also growing more than five percent annually around the world.
To help meet the growing need for dialysis treatment, last year, Baxter began expansion of the Opelika facility to help address the demand for dialyzers, a critical component in HD therapy.
"Knowing the products we make help sustain the lives of patients gives real meaning to the work that I do every day," Ross said. Although he does not have direct interaction with patients, he and his colleagues in Opelika "still feel the weight of the importance of what they are doing."
"Every day, there is that moment when I walk through the doors and see our mission statement posted on the wall of the production room. It helps remind me that I personally have the opportunity to positively impact the lives of so many patients."
Increasingly, healthcare providers need more than just products. They are also looking for partners in meeting the challenges of providing better healthcare, to more patients, quickly and cost-effectively. With extensive expertise across drug, device, software, and service platforms. Baxter is uniquely positioned to enhance providers’ delivery of quality care in the hospital, home, and renal care clinics. Baxter’s extensive global reach helps the company play a significant role in driving access to cost-effective care.
Our employees serve patients and clinicians in more than 100 countries and are dedicated to ensuring Baxter is there when patients need care, from hospitals and clinics to homes in rural areas and major cities.
Baxter has a longstanding commitment to research and development, and our history is rich with medical firsts, from the first commercially manufactured IV solutions to the first portable kidney dialysis machine, and many more. Baxter continually pursues breakthrough technologies through its own research, collaborations, and partnerships around the world.
Stacie Phillips is the Vice President, Associate General Counsel for Baxter’s Renal business, a co-founder and former co-chair of Baxter Women Leaders (BWL) business resource group and the leader of the Women in Leadership initiative as a member of Baxter’s Global Inclusion Council
Each March, International Women’s Day celebrates the social, economic, cultural and political achievements of women. The day also marks a call to action for accelerating gender parity, including professional development opportunities for women, such as mentoring. Stacie Phillips, who is the Vice President, Associate General Counsel for Baxter’s Renal business, a co-founder and former co-chair of Baxter Women Leaders (BWL) business resource group and the leader of the Women in Leadership initiative as a member of Baxter’s Global Inclusion Council, recently shared some personal perspectives on structuring successful mentoring relationships and the value those relationships have in promoting an inclusive and diverse culture in the workplace.
STACIE: While I have never had a formal mentorship relationship beyond my managers, I have received much value from my informal mentors and especially in observing those I admire. I’m a visual learner, so I learned a great deal from watching how others conducted a presentation or networked in a room full of strangers. For a while, I’d try to mimic what they were doing until I found my own style. Some of my informal mentors through the years have been examples of what not to do, and I work to apply those experiences to my own daily interactions.
Opportunities for a structured mentorship can be just as impactful, and because I lacked those opportunities, I endeavor to offer that relationship to anyone who approaches me because not only do I enjoy it and think it is important in terms of building a sustainable culture of inclusion and diversity, but I also benefit. I see many advantages in having a 360-degree approach to mentoring, as it creates a more well-rounded learning opportunity for both the mentor and mentee. My philosophy is that we each have something we can learn from each other, regardless of role or title, because of our unique experiences. I frequently seek feedback because I firmly believe there’s something to be learned from everyone.
STACIE: Candid, frequent communication is fundamental to any mentor-mentee relationship. When mentees ask to meet, I request they come prepared to talk about what’s on their mind. If I understand their goals for the relationship, I can prepare accordingly with the appropriate connections or examples, which optimizes our time together. Generally speaking, mentees may be more comfortable with mentors leading the effort, but I do not see much benefit in that approach. In addition, it is important for mentors to ask mentees the questions that will enable the mentees to discover the answers to their own questions because the answers will be different for every person. This is a constant struggle for me as a mentor because my career involves a great deal of problem-solving, and I am most comfortable when I am answering the question, but I do not think that is what is best in the mentorship context.
An ideal relationship builds a level of trust that will eventually lead to a sponsorship – where the mentor advocates for the mentee for promotions, projects and new opportunities. Though many mentor pairings have the ultimate goal of achieving a sponsorship relationship, it doesn’t happen overnight and it cannot be forced. I have found honesty, transparency and a personal connection in the relationship are the best paths to sponsorship.
STACIE: In my opinion, everyone needs and wants professional development, regardless of gender. At the risk of sounding like I am stereotyping, I have found that my male mentees generally are more comfortable asking for what they need or want, such as to be introduced to a colleague or recommended for an opportunity; whereas generally, my female mentees are more likely to demonstrate their skills and competency hoping I will make those connections as result of observing their talent first-hand.
On the other hand, I have noticed that mentors sometimes approach men and women mentees differently, assuming women want to be mentored more on soft skills, like networking or presentations, and men are seeking exposure to projects or new connections. It is incumbent upon mentors to know and understand their mentees well enough to know what they need and want while being aware of the mentor’s own potential biases, and to aid mentees to move beyond their comfort, stretching them as much as possible while reinforcing self-confidence.
Although mentors have the best of intentions, unconscious bias exists in each of us, which can influence how we approach mentoring and it is important for mentors to be as conscious as possible of biases. People are naturally more inclined to help people with whom they have a personal connection or to whom they have a similarity. Because many workplaces have historically had more male senior leaders, male mentees might have experienced greater benefits in terms of exposure and opportunities. Men and women both need the same things in order to be successful in the workplace. Through the efforts of Baxter’s business resource groups and the Global Inclusion Council, we are raising the awareness of our employees to enhance understanding of our biases, and to recognize and practice inclusive behaviors that support all employees on their career journey.
STACIE: In addition to what I have said in previous answers, my goal is to be informal in my mentorship discussions to create a more comfortable environment for my mentees. I try to tailor the relationship to the mentee’s goals and personality or style, to the extent possible. I like to learn as much as the mentee is comfortable sharing, and I share quite a lot about myself too, in order to lay a foundation of trust and candor, and from there the conversation naturally progresses.
STACIE: For mentees, it’s imperative to choose a mentor wisely. Whether someone has a trait you want to emulate or a career path you choose to follow, a mentor who resonates with you and your aspirations is what is going to make the relationship more engaging and impactful. As mentioned, it’s also a “best practice” for the mentee to drive his/her own agenda. As for the mentor, it is critical to spend the time necessary to deeply understand the mentee’s motivations and tailor the mentor’s approach and advice to the mentee, so the mentee makes the best decisions for himself/herself.
Of course, the objective of the relationship should be clearly defined by the mentee, but it helps to have a good personal connection too. This probably goes without saying, but mentor-mentee conversations must be confidential in order for trust to build, and it’s important to establish that principle from the first meeting.
STACIE: Time management often is the most significant obstacle. It’s understood that both the mentor and mentee maintain busy professional and personal schedules, so it’s important for a regular cadence of connections to be scheduled to keep the mentee progressing, but it also is important for each party to be flexible and understanding of appointment rescheduling and the like.
Changing circumstances can present challenges sometimes, such as the mentee moving to another state, but I encourage mentors to be creative in maintaining the relationship, using Skype or other means to stay connected. Changing circumstances often present the most meaningful growth for a mentee, and mentors can be an important beacon during tough times.
Another challenge is that sometimes mentees outgrow their mentors. The relationship can serve the mentee well for a period and then plateau in terms of what the mentor can contribute to the mentee’s career. I think that is a positive indication that the relationship has worked well, and it’s time for new connections. Of course, staying connected with mentors is important, even when formal mentoring has concluded.
STACIE: For me, mentorship is one of the best ways to enable a more inclusive environment because when you mentor someone, you demonstrate your willingness to invest time and effort into another person, helping him/her to think critically about his/her career and to work through challenges, which causes the mentee to feel welcome and valued in the workplace, and gives the mentee greater confidence to be completely authentic. That authenticity brings diversity of thought both for the mentee and for those who interact with the mentee.
Several studies now show that diverse companies financially outperform companies with less diversity, in addition to enhancing their culture and ability to retain top talent. Mentorship not only bolsters the careers of those who are mentored, it is one meaningful way to create momentum with regard to inclusion and diversity, which ultimately enhances our ability to drive results, and that is in the best interests of our patients, employees and shareholders.
Our global total compensation philosophy is to provide market-competitive pay and benefits while rewarding employees for individual and business performance. In addition, we offer comprehensive benefits to help employees meet many of life’s needs, including healthcare, dental, vision, income-protection, finances, retirement and time off.
In addition, Baxter employees have access to a variety of health and wellness resources through the company’s global health and wellness program. These resources are designed to help employees focus on staying well through education and prevention, taking action to make healthy changes and dealing with chronic or acute conditions.
Employees have the opportunity to choose the healthcare benefits that best meet their needs. Baxter pays a majority of the costs for this coverage. If elected, medical and dental coverage begin immediately upon hire.
Medical Coverage is available for employees and eligible family members. Employees can choose from a variety of medical plan options, balancing cost and features that best meet their needs.
Dental Coverage is offered separately from medical coverage, so employees may elect one without electing the other. Employees have a choice of dental plan options and coverage is also available for eligible family members.
Baxter provides basic life insurance, basic long-term disability coverage and business travel accident insurance at no cost to employees immediately upon hire; short-term disability coverage is provided after employees complete six months and 1,000 hours of service.
In addition, employees can also purchase the following protection at group rates:
- Supplemental life insurance
- Personal accident insurance
- Long-term disability plus
- Long-term care insurance
Financial and Retirement
Through an employee stock purchase plan (ESPP), Baxter employees have the opportunity to share in the growth the company generates for shareholders. The ESPP allows Baxter employees to purchase Baxter common stock each month at a 15 percent discount (up to 15 percent of base pay and sales commissions, subject to limits under federal law) through convenient payroll deductions with no brokerage fees.
The Incentive Investment Plan (IIP) is Baxter’s 401(k) plan and is a great way to help employees save for the future. Employees can enroll in the plan during the first of the month following 30 days of service and choose the amount of pre-tax savings—from 1 percent to 50 percent of pay (subject to limits under federal law). Baxter matches 3.5 percent of the first 4 percent of employee contributions. In addition, for eligible participants, Baxter provides a nonmatching contribution of 3 percent of eligible pay each year, provided that employees are employed on the last business day of that year.
Employees can choose from a variety of investment funds and immediately vest (gain 100 percent ownership rights) in Baxter’s matching contributions and become vested in Baxter’s nonmatching contributions after three years of service.
Flexible spending accounts (healthcare and dependent care) allow employees to set aside pretax dollars (up to $2,500 for healthcare and $5,000 for dependent care each year) for eligible expenses, including vision and hearing care, deductibles, copayments and other expenses not covered by a medical or dental plan. Certain child and elder care expenses are eligible under the dependent care flexible spending account.
Baxter’s educational assistance program invests in employee growth and professional development by reimbursing up to $5,250 per year for undergraduate courses at accredited institutions. A separate program, which requires management approval, provides tuition assistance for graduate coursework.
Baxter Credit Union (BCU), founded in 1981, has operated for over 30 years with a member-centric focus. BCU benefits include a lifetime membership open to all employees, contractors and their immediate family members. BCU is a not-for-profit, full-service financial institution with service centers located in many Baxter facilities in the United States and Puerto Rico. BCU has an extensive menu of services, including enhanced direct deposit (exclusive to BCU), mobile and online banking access, Deposit Anywhere, free interest-bearing checking accounts, credit and debit cards, mortgage and home equity loans, new and used auto loans, personal loans and low-cost wealth advisor investment planning. BCU also touts over 70,000 surcharge-free in-network ATMs and over 6,000 shared branch locations across the United States and Puerto Rico.
Paid holidays and vacation schedules vary by location, but generally include both standard holidays and company-designated days. In addition, Baxter offers paid vacation based on length of service.
Family and medical leaves of absence generally provide up to 12 weeks of unpaid time off when an employee is unable to work because of his/her own serious health condition; to care for a newborn, a newly adopted child or a new foster child; to care for a family member with a serious,documented health condition; and for an “exigency” leave, in appropriate circumstances, due to a qualifying person’s call to active duty. An absence of up to 26 weeks to care for an ill or injured service member is provided also. Leaves are available to employees who have completed 12 months of service and worked 1,250 hours in the previous 12 months. To learn about employee rights and responsibilities under the Family and Medical Leave Act (FMLA), which is a federal law, refer to the Department of Labor.
Other time-away programs include civic duty (jury and witness) leave, bereavement/funeral leave and military leave.
Baxter believes an inclusive culture and a diverse workforce can drive innovation, create trusted partnerships with customers, suppliers and community partners, and contribute to the success and sustainability of the business. This thinking forms the foundation of Baxter's global inclusion strategy, which is directly linked to one of the company's aspirations to be inclusive in the way we work with all stakeholders and to commit to attracting, motivating and retaining a diverse workforce.
Baxter's global inclusion strategy focuses on four key areas: workforce, workplace, communities and marketplace.
Building a globally diverse organization
Creating an inclusive culture in which diversity is valued
Building partnerships with community-based organizations that embrace and support diverse stakeholder group
Creating competitive advantage by promoting Baxter’s commitment to inclusion through its brand, customers and supplier partnerships
Baxter is committed to providing opportunities for all employees, and recognizes that every individual's unique background and experiences contribute to a successful organization. Discrimination in hiring, promotion and all other employment decisions on the basis of race, color, religion, gender identity or expression, national origin, age, disability, sexual orientation, veteran status or any other basis protected by federal, state or local laws is prohibited. Baxter's global operations comply with applicable laws and company business standards around the world. Employees are encouraged to raise any issues or concerns they might have through one of the channels fully outlined in the company's "Prohibition of Workplace Harassment" policy.
All employees complete inclusion and diversity training designed to enhance understanding of why inclusion and diversity are critical to Baxter's success. Additionally, managers attend a half-day inclusion and diversity workshop. The focus of the workshop is to equip managers in their efforts to create and sustain inclusive culture at Baxter.
The Global Inclusion Council provides thought leadership, guidance and support to enhance Baxter's inclusive culture. Composed of leaders from the company's businesses, regions and functions worldwide, the council's charter is to:
Business Resource Groups (BRGs) provide a forum for employees to develop skills, experience valuable cultural connections and support key business initiatives. These groups support Baxter's business goals and aim to enhance personal growth and multicultural understanding, while strengthening relationships among employees, customers, business partners and community partners.
Baxter has eight established BRGs: the African American Leadership Council, Asian Leadership Network, Baxter Equality Network, Baxter Women Leaders, Baxter EnAbles, BaxVets, Early Career Professionals and "Latinos @ Baxter" These BRGs are expanding to include chapters in Europe, India and China.
Baxter is involved in inclusion and diversity initiatives at its facilities around the world. In Latin America and Canada, Baxter sponsors an annual Inclusion and Diversity Week, during which time, teams from across the region participate in a variety of activities including town hall meetings, volunteer opportunities and training sessions. In Western Europe, a "Boomers and Millennials" reverse-mentoring initiative matches Baxter employees who are recent graduates with senior, long-term Baxter employees to facilitate an exchange of ideas on how the different generations can collaborate effectively and learn from each other. In Asia, 14 countries are focused on advancing women into critical leadership positions.
Baxter is committed to the inclusion of diverse businesses (small, minority- and women-owned) in its sourcing and procurement decisions to reflect the demographics of Baxter's global customers. The company works to develop mutually beneficial relationships with these suppliers, embracing their importance in many communities.
Learn more about opportunities for small and diverse suppliers.
Several leading organizations and publications have recognized Baxter for its inclusion and diversity efforts, including the Asia-Pacific Economic Cooperation, Australian Government's Equal Opportunity for Women in the Workplace Agency, Catalyst, Chicago United, DiversityInc, Great Places to Work Institute, Human Rights Campaign, Japan's Women's Innovative Network, the Korea Ministry of Gender Equality and Family, the Másfamilia Foundation, Meritus, Victory Media, publisher of the Military Friendly® Employers list, and Workforce Diversity for Engineering and IT Professionals magazine.
Innovation is at the core of Baxter’s mission to save and sustain lives. We deliver essential products to expand access to care, provide cost-effective healthcare solutions, deliver quality products, and advance healthcare innovations around the world. Baxter’s scientific achievements continue to make a difference for millions of patients and healthcare providers each day.
Baxter's scientific organization and collaborative partners strengthen our ability to create a healthier future for people worldwide. Baxter is committed to offering cost-effective healthcare solutions that reduce complexity and increase access to care in hospitals, clinics and homes.
Baxter also is dedicated to supporting the pioneering efforst of clinicans who are focused on innovative research and science education that elevates student interest in math and science. Learn more about Baxter's programs aimed at broadening scientific and medical advancements.
Baxter’s technical capabilities are the foundation of our approach to innovation as we develop new products or enhance existing products to meet unmet healthcare needs. Our diverse scientific expertise spans across numerous technical areas critical to our products and therapies.
Baxter employs collaborative innovation — a way to work with partners to deliver new advancements to the market faster and more efficiently. Our resources include our own scientific team as well as a network of external partners with specific expertise that complements our own.
The company’s extensive global reach enables Baxter to play a significant role in expanding access to cost-effective care for patients and healthcare providers around the world.
For more than 80 years, Baxter has been an essential partner for our customers in meeting the healthcare needs of patients around the world. From the first commercially manufactured intravenous (IV) solutions to the first portable kidney dialysis machine, Baxter’s history is filled with medical innovations that set it apart from other companies in the healthcare industry.
Explore milestone moments in Baxter’s history >
Through the years, Baxter has developed world-class capabilities in key technical and operational areas critical to our products and therapies. We continually utilize these capabilities to drive operational excellence and advance patient care.
Learn more about Baxter’s distinguished scientists and engineers >
Baxter's unique combinaton of core technical competencies enables the development and manufacturing of its lifesaving, industry-leading healthcare products.
I worked at Baxter full-time (More than 3 years)
Company is very good at establishing north star and strategy. Business units great at rallying around it and executing.
Limited career advancement if you aren't located in Northern Illinois
Advice to Management
Keep doing what you are doing!
I applied online. I interviewed at Baxter (Deerfield, IL).
Was drawn to Baxter not only because they are one of the top medical device companies in the world, but also because of the new CEO's initiatives on telecommuting. I am located in CA and at this time unable to relocate to IL. When contacted by talent acquisition I was completely transparent about my desire to work remotely, but that we could form what an in office schedule that was beneficial for us both would look like - whether that was a regular travel schedule or intermittent as needed. My talent acquisition representative said she would contact the hiring manager to confirm if she was open to such. Once she confirmed that this would be OK a phone screen was set up with hiring manager.
My initial phone screen with the hiring manager went very well. Honestly we hit it off and it felt like I had known her for years. Initially I had applied for a couple of different positions, but after speaking with her regarding my experience she requested I come in to interview for a manager position rather than the specialist position even though I wasn't quite at the years of experience.
Travel was very smooth and Baxter handled everything! When on site I met with the team and I felt like it went very well. Everyone was great, and background and skills seemed to be a great fit for the US Device team. When I left, the hiring manager told me she would like to schedule a call with the Sr. Director and that even if the years of experience were a challenge that we could find a place for me on the team based upon my background.
Once home I sent a thank you and followed up with talent acquisition - this is when things got weird. My talent acquisition representative had moved on from Baxter, and my position was reassigned to another person. He set up a phone call to follow up. The first call he missed and then had to call me the next morning instead. When we spoke he seemed very negative about telecommuting, but said he would gain feedback from the team and get back to me on next steps over the next couple of days. Over a month passed and he had not even informed me if they decided to move forward with someone else - just dark. I wasn't too worried, as I know these things take time and the Fourth of July holiday was coming up.
After the holiday I sent him an email to follow up and he stated that they are not moving forward as they need someone local in IL. Since getting the new talent acquisition representative everything got strange from the negativity towards telecommuting, to not hearing from him even when he said he would get back to me, to the email stating they needed someone local when I was completely transparent from the beginning and it had already been confirmed that the hiring manager was open to the situation. Had the hiring manager said no telecommuting from the beginning I would not have wanted to waste their time, as I know they are very busy people. I did sent him an email stating that I found this surprising considering my transparency from the bringing, but thanking him for the information and should another opportunity allow telecommuting I would gladly look forward to speaking with them in the future. Strange thing was, I was totally blindsided and even said I would be willing to relocate potentially in the future should my role grow.
Baxter is an amazing company, and I absolutely loved the team I would be working with, but just a disappointing and bizarre outcome. Hopefully in the future there will be an opportunity for me to join their team.