Objectives — Embed a company-wide peer recognition program. Microsoft PowerPoint - GSK Spirit Employee Recognition Program 2013.pptx Author: ninaj. Present and future of glaxosmithkline pakistan. Published: 2. 3, March 2. We have a challenging and inspiring mission: to improve the quality of human life by enabling people to do more, feel better and live longer. This mission gives us the purpose to develop innovative medicines and products that help millions of people around the world. We are one of the few pharmaceutical companies researching both medicines and vaccines for the World Health Organization's three priority diseases - HIV/AIDS, tuberculosis and malaria, and are 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 one of the industry leaders, with an estimated seven per cent of the world's 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 health around the world. It also means that we must help developing countries where debilitating disease affects millions of people and access to life- changing medicines and vaccines is a problem. Women’s and Childrens Health Section. NC GlaxoSmithKline Foundation Awards; Dr. Ann Wolfe Mini Grants; Username. North Carolina GlaxoSmithKline Child Health Recognition Awards Program.To meet this challenge, we are committed to providing discounted medicines where they are needed the most. As a company 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 . In addition, we are a leader in the important area of vaccines and are developing new treatments for cancer. KEY FACTS ABOUT GSKEvery second.. We distribute more than 3. Every minute.. More than 1,1. Here are the top 10 Manager Employee Recognition Programs profiles on LinkedIn. Culture Development Lead at GSK, Manager. Check out the company's profile on Jobillico. Search; Employer solutions; Jobs blog. Check all the great benefits we offer at GSK - GlaxoSmithKline Inc. Computer purchase program. GSK’s Chief Immunology Officer discusses unlocking the. Fondazione Telethon and Ospedale San Raffaele announce EU regulatory submission for gene therapy to treat. GSK products. Every hour.. We spend more than . We believe this is both an ethical imperative and key to business success. Companies that respond sensitively and with commitment by changing their business practices to address such challenges will 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 stability in sales, profits and growth. Some of our key brands include Augmentin, Panadol, Seretide, Betnovate, Zantac and Calpol in medicine and renowned consumer healthcare brands include Horlicks, Aquafresh, Macleans and ENO. In addition, GSK is deeply involved with our communities and undertake 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 support to our community in every possible way. GSK participates in year round charitable activities which include organizing medical camps, supporting welfare organizations 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 sustainable 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 BUSINESS DEVELOPMENTMS. ERUMDIRECTOR FINANCE, IT, AND LOGISTICSDR. JAWEDHEAD OF HR AND ODMS. FARIHADIRECTOR SALESMR. MAQBOOLDIRECTOR LEGAL AND REGULATORY AFFAIRSMR. SHAHID MUSTAFA QURESHIHEAD OF QUALITY MR. Z. U KHANHEAD OF PROCUREMENTMR. HAJI MUHAMMAD HANIFDOTTED LINE REPORTING: Quality Assurance, procurement and HR reports to technical director Muzaffar Iqbal. SOLID LINE REPORTING: Quality Assurance, procurement and HR reports to UK. MERGER AND ACQUISITIONS OF GLAXO COMPANY: In 1. Glaxo started working in Pakistan. Wellcome and became Glaxo. Wellcome. in year 2. Wellcome acquired Smith. Kline French and beecham and company became Glaxo. Smith. Kline. 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. GSK has a number of policies and initiatives that enable us to work effectively with these stakeholders. STAKEHOLDER CONFLICTS: GSK do not face conflicts with stakeholder but there are two operating units where conflicts usually arises they are. So at that time often the conflicts occur. Commercial unit is the one who directly faces the customers both the departments have to report separate heads. EVALUATION OF EMPLOYEE PERFORMANCE: At GSK employee performance is evaluated at the end of the year. They develop a plan known as performance and development plan (PDP) in which each employee sets two objectives: Hard core objectives. Soft core objectives. Hard core objectives are the targets that the employee has to achieve till the end of the year. Soft core objectives are based on the 1. Outstanding achievements of employees in any of 1. High Performance Behaviors underpin the continual success as individuals and collectively as an organization. It maximizes the chances of creating and sustaining increased performance for GSK. Achieving Excellence. Enable and drive change. Continuous improvement. Customer focus. This ability to deliver performance levels beyond expectations distinguishes us from competitors. Leading People. Influence. Building confidence. Communication. It results in generation of shared and collective belief in GSK's future success. Engaging and developing others. Building relationships. Team work. Developing people. Through engaging each other and truly working together we will grow and enrich GSK's potential. After developing the objectives each employee discusses it with the manager and after agreeing the plan is signed by the manager and the employee. Midyear review of the plan is also done to check whether the plan is going on the track. EMPLOYEE MOTIVATION: Rewards & Recognition. GSK's remuneration and reward programs are competitive with some of the best companies within and across our industry. Superior performance is recognized with both financial and non- financial rewards. Thanking people for a job well done is central to GSK's culture. Performance and reward. GSK reward systems support high performance and help to attract and retain the best people. Performance- based pay and bonuses, share rewards and share options align employee interests with business targets. Compensation & Benefits. GSKA adopts a Total Compensation and Benefits approach in the design of its salary packaging model. This aim to provide: Optimum flexibility. Choice; and. Targeted incentive programs to provide us with the best opportunity to attract and retaining world class employees. A Long Term Incentive Scheme is offered to Senior Managers. The Employee Assistance Program provides professional assistance and counseling for any work related or personal problems. The service is fully confidential and free of charge to employees and their immediate families. 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 management initiatives. GSKA Leaders ensure the organization's business strategy and people practices are aligned with the GSK Mission, Strategic Intent and Spirit. This is achieved through the consistent application of our 1. High Performance Behaviors. Furthermore, a suite of high performance leadership development programs, including . It is one of GSK's Talent Management initiatives and consists of a series of workshops where GSK Leaders come together as a team to review and discuss their employee's performance, development and career aspirations. Patent expiries, regulatory issues and increased pressures from healthcare providers have combined to create an environment where pharmaceutical sector is associated with lower growth 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 safety 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 priorities. In 2. 00. 8, the following three strategic priorities were established: Grow a diversified global business. Deliver more products of value. Simplify the operating model. These priorities will enable the organization to navigate the coming years successfully and retain the leading- edge position as a company able to meet patients' and healthcare providers' needs into the future.
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