Present and future of glaxosmithkline pakistan

Present and future of glaxosmithkline pakistanWe have a challenging and inspiring delegation to improve the prime(a) of human life by enabling peck to do more, relish check and live longer. This mission gives us the purpose to rise innovative medicines and products that help millions of people around the homo.We be angiotensin-converting enzyme of the few pharmaceutical companies researching both medicines and vaccines for the World Health Organizations trey priority diseases HIV/AIDS, terabit and malaria, and be very proud to have developed some of the leading global medicines in these fields.Headquartered in the UK and with operations based in the US, we are atomic number 53 of the intentness leaders, with an estimated seven per cent of the worlds pharmaceutical market.But being a leader brings responsibility. This means that we care about the impact that we have on the people and places touched by our mission to improve wellness around the world.It oerly means th at we must help ontogeny countries where debilitating disease affects millions of people and entryway to life-changing medicines and vaccines is a problem. To meet this challenge, we are committed to providing discounted medicines where they are needed the most.As a comp whatsoever with a firm foundation in science, we have a flair for research and a track record of turning that research into powerful, marketable drugs. Every hour we spend more than 300,000 (US$562,000) to find new medicines.We bring medicines that treat major disease eye sockets such as asthma, virus control, infections, mental health, diabetes and digestive conditions. In addition, we are a leader in the important area of vaccines and are developing new give-and-takes for stackcer.KEY FACTS ABOUT GSKEvery secondWe distribute more than 35 doses of vaccineEvery minuteMore than 1,100 prescriptions are written for GSK productsEvery hourWe spend more than 300,000 (US$562,000) to find new medicinesEvery dayMore th an 200 million people around the world use a GSK brand toothbrush or toothpasteEvery yearOur factories produce 9 billion Tums tablets, 6 billion Panadol tablets and 600 million tubes of toothpastePAKISTAN OVERVIEWGlaxoSmithKline Pakistan modified was created on January 1st 2002 through the merger of SmithKline and French of Pakistan Limited, Beecham Pakistan (Private) Limited and Glaxo Wellcome (Pakistan) Limited- standing today as the largest pharmaceutical company in PakistanAs a leading international pharmaceutical company we make a real difference to global healthcare and specifically to the developing world. We conceptualise this is both an ethical instant and fall upon to clientele success. Companies that respond sensitively and with commitment by changing their business practices to address such challenges impart be the leaders of the future. GSK Pakistan operates mainly in two industry segments Pharmaceuticals (prescription drugs and vaccines) and consumer healthcare ( over-the-counter- medicines, oral care and nutritional care).GSK leads the industry in value, volume and prescription market shares. We are proud of our consistency and perceptual constancy in sales, profits and issue. some of our key brands take on Augmentin, Panadol, Seretide, Betnovate, Zantac and Calpol in medicine and reat oncened consumer healthcare brands include Horlicks, Aquafresh, Macleans and ENO.In addition, GSK is deeply involved with our communities and guarantee various Corporate Social Responsibility initiatives including working with the National Commission for Human Development (NCHD) for whom we were one of the largest corporate donors. We consider it our responsibility to nurture the environment we operate in and persevere to extend our make to our companionship in every possible way. GSK participates in year round charitable activities which include organizing aesculapian camps, supporting welfare giving medications and donating to/sponsoring various developmental concerns and hospitals. Furthermore, GSK maintains strong partnerships with non-government organizations such as Concern for Children, which is also extremely involved in the design, implementation and replication of models for the obligateable development of children with specific emphasis on primary healthcare and education.GSK PAKISTANUK(HQ)CEOM. SALMANTECHNICAL DIRECTORDR. MUZAFFAR IQBALDIRECTOR MEDICAL SERVICESDR. ATIF MIRZADIRECTOR MARKETING AND employment DEVELOPMENTMS. ERUMDIRECTOR FINANCE, IT, AND LOGISTICSDR. JAWEDHEAD OF HR AND ODMS. FARIHADIRECTOR SALESMR. PERVAIZ, MR. MAQBOOLDIRECTOR LEGAL AND REGULATORY AFFAIRSMR. SHAHID MUSTAFA QURESHIHEAD OF QUALITY MR. Z.U KHANHEAD OF procuralMR. HAJI MUHAMMAD HANIFDOTTED LINE REPORTINGQuality Assurance, procurement and HR reports to technical director Muzaffar Iqbal.SOLID LINE REPORTINGQuality Assurance, procurement and HR reports to UK.MERGER AND ACQUISITIONS OF GLAXO COMPANYIn 1957 Glaxo started working in Pakista n.than in 1996 glaxo merged with Wellcome and became GlaxoWellcome.in year 2002 Wellcome acquired SmithKline French and beecham and company became GlaxoSmithKline.2 months back GSK has acquired the branded generics business of Bristol Myers Squibb (BMS) in Lebanon, Jordan, Syria, Libya and Yemen and also acquired Sirtris pharmaceuticals.PRODUCTSLeading products Augmentin Amoxil Panadol Ventolin Ampiclox Betnovate Calpol Zantac SeptranVaccines include Engerix Typherix Infanrix Mencevax Fluarix Havrix Varilrix Hiberix Tritanrix PriorixTooth pastes includeMcleansSensodyneSTAKEHOLDERS OF GSKA stakeholder is best defined as a person, group or organization that has direct or indirect stake in an organization because it can affect or be moved(p) by the organizations actions, objectives, and policiesThe major stakeholders includeEmployeesCommunitiesShareholdersInvestorsGovernmentSuppliersLabor UnionsGovernment regulatory AgenciesIndustry Trade GroupsNGOsProspective employeesProspecti ve customersLocal communitiesPublic (Community)CompetitorsThe relationship they have with a wide set up of other organizations is an important part of their business. GSK has a number of policies and initiatives that modify us to work effectively with these stakeholders.STAKEHOLDER CONFLICTSGSK do not face conflicts with stakeholder but there are two operating units where conflicts usually arises they are Commercial unit Global manufacturing and supplyCommercial unit includes sales and marketing whereas global manufacturing and supply includes design department and quality assurance.Sales department frequently demands more supply from the manufacturing department which is main problem between the two heads because often the demand is more higher while the employees are less. So at that time often the conflicts occur. Commercial unit is the one who directly faces the customers both the departments have to report enlighten heads.EVALUATION OF EMPLOYEE PERFORMANCEAt GSK employee p erformance is evaluated at the end of the year. They develop a plan known as performance and development plan (PDP) in which from each one employee sets two objectivesHard core objectivesSoft core objectivesHard core objectives are the targets that the employee has to achieve till the end of the year.Soft core objectives are based on the 12 high performance behaviors.Outstanding achievements of employees in any of 12 High Performance Behaviors underpin the continual success as individuals and collectively as an organization.High Performance BehaviorsInformation SearchCreating Business SolutionsFlexible ThinkingInfluenceBuilding ConfidenceCommunicationBuilding RelationshipsTeamwork develop flock modify Drive ChangeContinuous ImprovementCustomer FocusGSK Spirit provides employees with an opportunity to recognize or be recognized for large(p) achievement where Top Achievers can receive significant monetary awards for both individual and team achievements.For each role, in addition to germane(predicate) experience and qualifications, GSKA is looking for for employees that can demonstrate the attributes of our High Performance Behaviors.Innovative ThinkingInformation searchCreating business solutionsFlexible thinkingCollectively describes how to collect and share relevant information which helps GSK people to form new ideas and create innovative options whilst taking into account the complexity of the context in which we operate. It maximizes the chances of creating and sustaining increased performance for GSK.Achieving ExcellenceEnable and drive changeContinuous goodCustomer revolve aboutDescribes the ways in which always improved performance by keeping focused on ways of achieving GSKs goals and delighting the customers. This ability to deliver performance levels beyond expectations distinguishes us from competitors.Leading PeopleInfluenceBuilding confidenceCommunicationDescribes how salty and inspiring others to overcompensate the ideas by communicati ng effectively. It results in generation of shared and collective belief in GSKs future success.Engaging and developing othersBuilding relationshipsTeam work exploitation peopleDescribes ways in which GSK can develop open, trusting and collaborative relationships with a diverse mix of people both across and outside GSK, and agree that these relationships develop collective aptitude to perform better. Through engaging each other and truly working together we will grow and enrich GSKs potential. later developing the objectives each employee discusses it with the manager and after agreeing the plan is signed by the manager and the employee. Midyear retrospect of the plan is also done to check whether the plan is passing play on the track.EMPLOYEE MOTIVATIONRewards RecognitionGSKs remuneration and reward programs are competitive with some of the best companies deep down and across our industry. Superior performance is recognized with both financial and non-financial rewards. Thank ing people for a job hale done is central to GSKs culture.Performance and rewardGSK reward systems support high performance and help to extract and retain the best people. Performance-based pay and bonuses, share rewards and share options align employee interests with business targets.Compensation BenefitsGSKA adopts a Total Compensation and Benefits approach in the design of its fee packaging model. This aim to provideOptimum flexibilityChoice andTargeted incentive programs to provide us with the best opportunity to attract and retaining world class employees. motivator Plans are an integral fortune of the GlaxoSmithKline Total Compensation and Benefits Philosophy. A Long Term Incentive Scheme is offered to Senior Managers.Employees are able to participate in the GlaxoSmithKline Australia Employee Share Plan on reaching the eligibility criteria.Employee Assistance weapons platformGSK values the well being of its employees and, as a result, has made available an Employee Assis tance Program to enhance well being, both in-personly and in the workplace. The Employee Assistance Program provides professional assistance and counseling for any work related or personal problems. The service is amply confidential and free of charge to employees and their immediate families.Professional DevelopmentGSK recognizes that our people determine the success of the business and we are committed to developing this precious resource. Whatever your role, you will be supported through our Performance Development Planning process in your efforts to enhance your core capability, performance and ability. You will be assisted to achieve both your short and long term career goals through GSKA talent focussing initiatives.Training DevelopmentIn place to reinforce the Performance Development Planning process GSK offers employees the opportunity to participate in a range of external and internal development courses as well as offering support for further Tertiary Education.Lead ership Development ProgramGSK Leaders set the tone for employees experience of GSK as being a place where they are truly valued. GSKA Leaders check up on the organizations business strategy and people practices are aligned with the GSK Mission, Strategic Intent and Spirit. This is achieved through the consistent exercise of our 12 High Performance Behaviors. Furthermore, a suite of high performance leadership development programs, including Foundations of Leadership has been developed to support all people management roles at GSK and will be linked to the recruitment and succession planning of future leaders.Talent ReviewThe Talent Review process is a component of the GSK Performance Development Planning Program. It is one of GSKs Talent Management initiatives and consists of a series of workshops where GSK Leaders come together as a team to review and discuss their employees performance, development and career aspirations.CHALLENGES FACED BY GSKThe environment in which the Consu mer Healthcare business operates has become ever more challengingconsumers are demanding better quality, better value and improved performanceretailers have consolidated and globalised which has strengthened their negotiation powerCycle times for innovation have reduced.The pharmaceutical industry is experiencing a time of unprecedented challenge. Patent expiries, regulatory issues and increased pressures from healthcare providers have have to create an environment where pharmaceutical sector is associated with lower harvest-home and higher risk.KEY CHALLENGESThe patents on many medicines that have driven sales growth in our industry over the past decade are coming to an end. These medicines may not be replaced by products of equivalent financial size. In addition, there are increasing pressures on pharmaceutical companies to deliver products with demonstrable benefits over current treatments. No longer do we merely have to discover and develop products that help people do more, feel better and live longer. We now have to justify that our products represent the greatest value for healthcare providers.At the same time, the pharmaceutical sector has been exposed to controversy regarding ethical and patient sentry go issues. As an industry, we are in danger of eroding what trust we already have when we actually need to be building stronger relationships with governments, regulators and the general public.These factors have combined to move the industry from one which was expected to deliver high growth at low risk, to the very opposite.These challenges are being tackled through three key strategic priorities that will transform GSK into a company that delivers more growth, less risk and an improved financial performance.Three strategic prioritiesIn 2008, the following three strategic priorities were establishedGrow a diversified global businessDeliver more products of valueSimplify the operating modelThese priorities will enable the organization to navigate t he coming years successfully and retain the leading-edge position as a company able to meet patients and healthcare providers needs into the future. pay back A DIVERSIFIED GLOBAL BUSINESSGSK is reducing risk by broadening and balancing the portfolio, diversifying into new product areas that show potential, while also fully capturing opportunities for products across all geographic boundaries.Specifically, to generate future sales growth by strengthening core pharmaceuticals business and supplementing it with increased investment in growth areas such as vaccines, biopharmaceuticals and consumer healthcare.GSK is also seeking to unlock the geographic potential of the businesses, particularly in emerging markets and Japan.PLANSDrive growth in the pharmaceutical business in the core marketsDeliver ambitious vaccines forecastFulfill the potential of emerging marketsExpand businessGrow the Consumer Healthcare businessDELIVER to a greater extent PRODUCTS OF VALUEWe are striving to build on e of the strongest pipelines in the industry. We are transforming RD to ensure that we not only deliver the current pipeline but are also able to sustain a flow of new products for years to come.As we move towards a more diversified business we will stick out on developing a higher volume of mid-size products for more clearly-defined patient populations. This will help develop a lower risk portfolio which is not dependent on the performance of one or two large products. incontrovertible steps have already been taken, with 30 late-stage assets currently in our pharmaceuticals and vaccines pipeline. Our objective is to sustain this throughput of products over the long-term.PLANSFocus on the best scienceDiversify through externalizationRe-personalize RDFocus on return on investmentSIMPLIFY THE operating(a) MODELGSK is a complex organization. We recognize that we need to simplify our operating model further, changing the way we work, removing unnecessary processes and structures which slow us down and disconcert us from our mission.Our global restructuring programme is a vital catalyst of our strategy. We believe it will radically change our business model giving us the capability to support a more diverse, growing business that is also expected to be more profitable in the long-term.PLANSEvolve the commercial modelRe-shape manufacturingstreamline processesReduce working capitalFor GSK brand pull is already present in the market as it is the 1 pharmaceutical company in the world. It is a most preferred company in terms of prescription by doctors and more than 1,100 prescriptions are written for GSK products every minute.GSK is preferred by doctors only because of their quality standards. GSK has a good quality management system.CORPORATE SOCIAL RESPONSIBILTYGSK is considered as one of the most participating player in the corporate social responsibility. Some of the societal activities conducted by GSK are as followsPartnering with the National Commission for Hu man Development for ancient Healthcare ExtensionGSK Pakistan has provided a grant of 144,000 sterling (Rs.12.96 million) to the NCHD Primary Healthcare Extension Program making GSK the largest corporate donor to this cause. The purpose of this grant is to contribute at the grass root level towards healthcare improvement of the Pakistani people. The great thing about the primary healthcare extension program is that it will be implemented in the areas generally recognized as difficult to access, hence often neglected due to harsh terrain, high levels of illiteracy and confined social setups.Concern For Children Trust (CFC)The Concern For Children Trust (CFC) is a non profit, non government trust established in 1997. Their mission is to promote the health and welfare of the Children of Pakistan, paying special attention to preventive and primary healthcare, education, infrastructure, maintenance and support and to create general awareness about various child healthcare issues. The Tru st is partially self-sustainable in that, its operational costs are covered by a Trust Fund. SmithKlineFrench to SmithKline and French of Pakistan Limited donated the initial seed money and now GSK Pakistan continues to be the major donor.International Programme for HIV Education Positive Action ProgrammeIt is estimated that more than 36 million adults and children are living with HIV/AIDS with approximately 15,000 more people being infected each day. Globally, more than 21 million people have died from AIDS, resulting in 13.2 million orphaned children.Positive Action is GSKs international programme of HIV education, care and community support. In this, GSK works in partnership with individuals, community groups, healthcare providers, international agencies and others to encourage HIV prevention as well as education, care and treatment of people living with, or affected by HIV/AIDS. Since its inception in 1992, positive action supported and implemented a wide compartmentalisation o f projects at both national and international levels throughout the world.EARTHQUAKE RELIEFIn this time of need and despair, GSK Pakistan was very quick to respond to the calamity affected areas with Rs. 20 million worth of antibiotics, analgesics and topical anti-bacterial supplies, delivered inside 24 hours of the misfortune having struck. Carefully selected emergency treatment packages were developed by the Crisis Management Team established, and a donation of up to 350,000 doses of Hepatitis A vaccine was given to health authorities to cope with the arising health concerns in the wake of the earthquake. This was all delivered within 24 hours of the disaster due to the urgent medical need.PROGRAMMES AND OPPORTUNITIES TO ENCOURAGE ACTIVE EMPLOYEE INVOLVEMENTGSK encourages employees to become involved with deserving causes in their local communities around the globe. GSK support their time and loyalty with various internal programmes and opportunities to encourage active employee involvement.The PULSE Volunteer Partnership Programme is the newest corporate responsibility initiative. Starting in 2009, PULSE will give GSKs high-performing employees to volunteer using their professional expertise, lasting for a period of three to six months. A PULSE volunteer will work full-time with one of our partner non-governmental organizations (NGO) to make a significant impact in impoverished communities around the world. With their skills and knowledge, PULSE volunteers will work to build positive, sustainable change within the NGOs programming and service delivery in developed and developing countriesORANGE Day, introduced globally in January 2009, has enabled thousands of employees to make a significant difference through engaging with their local community.Give as You Earn (GAYE), is a payroll giving scheme where an employee or pensioner can donate to any charitable organization in the UK, straight from their pay.APPROACH TOWARD SOCIAL RESPONSIBILITYPROACTIVE APPRO ACHGSK has a proactive approach towards social responsibility. Managers at GSK actively participate and ask themselves in different social activities which include awareness regarding diseases, PULSE campaign, malaria, AIDS etc.ABOUT GSKs CORPORATE ETHICS AND COMPLIANCE PROGRAMMEGSKs Corporate morals and submission Programme were established by the Board of Directors to support GSKs commitment to high standards of ethical conduct. The programme is under the direction of the Corporate Ethics and Compliance Officer, who reports to the Chief Executive Officer. Through the programme the Corporate Ethics and Compliance staff provides oversight and guidance to ensure compliance with applicable laws, regulations, and company policies, and to cling to a positive, ethical work environment for all employees.GSKs Code of Conduct is the foundation for all the company policies. It sets out the fundamental principles that the company values and that employees should use in their daily work. Supporting the Code of Conduct policy is a range of corporate policies providing specific guidance in areas such as disputation law, marketing practices, non-discrimination, share dealing, and conflicts of interest. GSKs employee cast to business conduct highlights the Code of Conduct, core compliance policies and provides guidance to employees. It is the responsibility of each employee to implement the code and follow the employee guide to sustain the trust and confidence of all GSK stakeholders. The six pages of code of conduct document clearly define the Purpose, scope, responsibilities, policies and communication of issues to all GSK employees. The policy covers the following use of goods and services in GSK.Audit, Compliance, QualityCommunicationsGovt. External AffairsFinanceGlobal ProcurementHRITLegalManufacturing caterMarketing, Sales SupportMedical look / DevelopmentSupervisors ManagementPurposeThe purpose of this document is to state GSKs Policy on the fundamental standards to be followed by GSK Staff in their everyday actions on behalf of the Company and to promote safe, legal and ethical conduct. Details relating to specific actions will be provided in the GSK Standards of Conduct.ScopeThis policy applies to all GSK Staff (includes employees, complementary workers, students and interns) world-wide, within all sectors, regions, areas and functions. GSK Staff must ensure this policy is followed by any contractors or other third-parties whom they engage.FORCES FROM SPECIFIC GENERAL ENVIRONMENTSPECIFIC ENVIRONMENTCOMPETITORSGSK faces Brobdingnagian competition in Pakistan. It has many competitors that are affecting the sales if GSK. Competitors includePfizerJohnson JohnsonBayerAbbottNovartisCompetition from generic products generally occurs as patents in major markets expire. We believe that remaining competitive is dependent upon the discovery and development of new products, together with effective marketing of existing products. Within t he pharmaceutical industry, the introduction of new products and processes by our competitors may affect pricing or result in changing patterns of product use. There is no assurance that products will not become outmoded, even patent or trademark protection. In addition, increased government and other pressures for physicians and patients to use generic pharmaceuticals, rather than brand-name medicines, may increase competition for products that are no longer protected by patent.CUSTOMERSThe main customers of any pharmaceutical are the doctors. The brand name of GSK is so reliable that most of the doctors prefer only the GSKs product. GSK continuously spent money on RD so to satisfy the customers need.SUPPLIERS DISTRIBUTORSWorldwide GSK buy goods and services from around 90,000 suppliers. Our supply chain is complex it ranges from strategic relationships with suppliers that manufacture active pharmaceutical ingredients, intermediates, raw materials and packaging for GSK medicines to contracts for goods and services such as office equipment, cleaning and security. The Primary supply sites supply high quality, competitively priced bulk actives and focus on improvements in primary technologies and processes. GSK does not own any of the suppliers or distributors. New product and global supply sites work closely with RDs development teams to ensure that the right technical competencies are in place to support rapid and successful new productGOVERNMENTAs such GSK dont face any issues with the government because they have their code of ethics which GSK strictly follows. GSK also play part in the welfare of society and avoid any of the illegal acts that can affect the GSKs reputation.GENERAL ENVIRONMENTIn general environment technological forces affect the GSK in the sense that new technologies are coming which are resulting in the new methods of producing the products. But GSK due to its huge business easily replace old technology with the new one for making the pr oduct in the frequently better way than the previous methods.FUNCTIONS AND DEPARMENTS AT GSKThe main functions and departments at GSK are Production Engineering Environmental health and safety (EHS) Operational excellence Supply chain Finance Human resource Procurement Quality assurance Supply chainCUSTOMER REQUIREMENTSCUSTOMER VALUEFASTER LOWER make up BETTERLEAN SIGMAINPUTSCULTURE AT GSKCULTURE AND VALUESGSKsmissionis to improve the quality of human life by enabling people to do more, feel better and live longer.GSK place great emphasis not only on what we achieve, but also on how we deliver our achievements. Integrity and transparency are critical in our decision making and underpin everything that we do.GSKsculture is summed up in theSpirit of GSKthat defines thevalueswe expect all our employees to embraceRespect for PeoplePatient FocusedTransparencyIntegrityGSKsvaluesare pivotal to the way they operate and employees are people with high integrity who make good, honest decisio ns with patients in mind.GSKsmissionandspirithelp employees deal with new challenges and maintain a clear focus.CORE COMPETENCY OF GSKThe core competency of GSK is their consumer health care, consumer health standard their quality standard. These factors give the coreThe sources of GSK are due to their huge efforts in R D to bring continuous innovations in the products. Our scientists are working hard to discover new ways of treating and preventing diseases.Our success depends on a vibrant and productive RD function. To this end, we have established an innovative RD structure that encourages creativity and facilitates the deepen discovery and development of new medicines and hence gaining the competitive advantage.We also build collaborations and links with other research groups, biotechnology companies and academic institutions to help develop transformative scientific concepts.SOURCES OF CORE COMPETENCYSources of core c