Our people

Last updated March 2014

Our people are essential to our success. We focus on building their individual capabilities and aim to support and empower them to be the best they can be.

6,500Reached over 6,500 leaders in 30 countries through our coaching programmes to strengthen leadership capabilities.

Reduced injury and illness rates by 12% from 2012.

Increased the proportion of women in management to 41%, up from 40% in 2012.

41%

48,300Equipped 48,300 employees with the tools to cope with workload stress through energy and resilience training since 2008.

Launched the GSK Expectations as part of our new Performance System to better link employee reward with our values.

“ When I look at myself now and compare it to before I attended Energy for Performance I realise I am a totally diff erent person. I am a better leader, husband and father. The way I look at it is - you have to take care of your own health fi rst and be a role model for others before they will look up to you as a leader, be willing to listen and want to follow what you have to say.”

Richard LewisImmunology & Rare Diseases, GSK

“ We have designed the new Performance System to connect individual performance with reward and align our collective eff orts to deliver our strategy. At the heart of the system are individual and leadership expectations which guide what we do and how we do it, aligned to our values.”Claire ThomasSVP Human Resources, GSK

GSK is a science-led global healthcare company that researches and manufactures a range of products to help people do more, feel better and live longer.This factsheet provides highlights from our 2013 Corporate Responsibility Report.

Setting the standard in employee healthcare

GSK’s Partnership for Prevention (P4P) programme is setting the standard in employee healthcares. By 2018, P4P will offer all benefi ts-eligible employees and their families access to up to 40 preventive health services – from vaccinations to cancer screening – at low or no cost. In 2012 we piloted the programme in Ecuador, Ghana, Nigeria and Romania. No other multinational company is doing this on the same scale.

Our approach Health for all Our behaviour Our people Our planet

Our commitments

In 2012, we developed 23 forward-looking commitments across the four areas of our responsible business approach. They aim to address unmet global health needs and are aligned with our strategic priorities and our values. We report our progress against these commitments in our 2013 Corporate Responsibility Report. The commitments for Our people cover: • Promoting inclusion and diversity

• Creating inspiring and health workplaces

• Community volunteering to create change

Talent and development

We attract and retain the most talented people by investing in training and development that is tailored to individuals’ needs and builds on employees’ strengths.

3,500In 2013, over 3,500 leaders completed our Leading Delivery programme which helps middle-level managers translate the strategic ambition of our business into meaningful action.We made coaching a global focus in 2013, through programmes such as Fundamentals of Leadership, which provides training for leaders and managers, and Coaching for Effective Leaders. In total we have reached 6,500 leaders through our coaching programme.

334Our intake of graduates onto graduate programmes around the world continued to rise, up from 303 in 2012 to 334 in 2013 making progress towards our global target to recruit 450 graduates a year by 2015. Our PULSE Volunteer Partnership programme gives employees the opportunity to work for an NGO or charity full-time for three or six months with a non-profi t organisation or charity, to help address global healthcare challenges while developing their leadership skills. In 2013, 99 employees volunteered with 47 organisations.

Inclusion and diversity

Our focus is to enable gender diversity in management and senior roles. In 2013, we introduced targeted individual and group coaching and sponsorship for emerging diverse talent. At the end of 2013, 57% of our global work force were male and 43% were female. The percentage of women in management continued to rise in 2013. Disability is a global focus for GSK and we are establishing a Global Diversity Council to agree priority areas, set objectives and monitor our progress.

Engaging our people

Engaging our people in our mission and strategy gives them a clear sense of purpose and enables them to understand how their actions contribute to the success of the business.

36,000In 2013, we introduced regular interim surveys for individual business units and functions covering around 36,000 employees during the year. Results showed that most businesses had made signifi cant improvements in team leader effectiveness, a priority area for improvement based on the 2012 survey results.

Fundraising for Save the Children

Through our Orange Day volunteer programme, employees can use one paid day a year for volunteering. In 2013, we launched a major fundraising initiative, challenging employees around the world to raise money for Save the Children. During Orange week alone, employees raised almost £337,000 by taking part in marathons, Zumbathons and book sales.

Health, safety and well-being

12% In 2013, we achieved a 12% reduction in injury and illness rate compared to 2012. We also worked to increase our reporting of near-miss incidents to help us address specifi c safety issues before an incident occurs and share this knowledge across the business to help prevent more serious incidents elsewhere. As a result, in 2013, we reported 131,924 near-miss incidents – an increase of 98% since 2012.

2,300 employees have completed a driver safety training programme.In many countries, driving represents one of the biggest safety risks to our employees. Following a pilot in 2012, we launched a driver safety training programme in 11 countries in 2013.

Energised and resilient employeesOur Energy for Performance programme includes personal and team-based workshops and training courses that help employees remain focused, energised and productive. In 2013, we introduced Renew and Refuel and Energy Coaching programmes to our Energy and Resilience portfolio.

Performance, reward and recognition

In 2014, we are introducing a new performance system to ensure our employees understand what is expected of them and help them set clear objectives with will help deliver our strategy. This will create a clear link between our values and how our employees are rewarded. The new performance system will place greater emphasis on individual performance and will help employees understand how they personally contribute to the delivery of our strategy and living our values, and how this links to their reward.

Graduate to senior leader in just four years with ESPRITDipal joined GSK through our post graduate programme in 2009 and, just four years later, she has moved into her new role as European Marketing Director. Completing the ESPRIT MBA programme helped her achieve this.

The four-year programme enabled her to gain a broad range of experience working in our pharmaceutical business in Australia, our Vaccines business in Thailand and in the Vaccines Centre of Excellence in Belgium. This fast-tracked her learning and development and gave her the skills, knowledge and confi dence to take on her new role as a senior leader.

Read more in our 2013 Corporate Responsibility Report at gsk.com/responsibility