GSK » Topics » Supporting people in need

This excerpt taken from the GSK 6-K filed Mar 22, 2007.
Supporting people in need
A 50-year-old self-employed construction worker from Virginia in the US, William suffers from asthma. He cannot afford health insurance – the cost would consume more than half of his income.

Access to health care and medication to treat disease can be as much of an issue in the developed world as it is in places like Africa. In the US, more than 46 million people lacked health insurance in 2006 (source: US Census Bureau).

Through the RxPartnership, GSK provides medication to free clinics that treat low-income, medically-uninsured people. The Rockbridge Area Free Clinic is one of 53 free clinics that serve over 61,000 low-income people in Virginia. One such individual is William, who takes our medicine Advair.

“Once I started taking Advair, I could breathe so much easier,” he says. “I feel so much better and can do more at work. In addition to asthma, I also have hypertension. My wife suffers from hypertension, diabetes and associated neuropathy, and heart disease. We receive all of our care from the Rockbridge Area Free Clinic and between us we take 15 medications every month.”

The cost of these medications at a retail pharmacy would exceed $1,000 per month – an impossibility, given William’s low income.



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GSK Annual Review 2006

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People: Joined-up thinking

We want to be the best place for the best people to do their best work, as individuals and as part of a team. How are we performing against that target? Very well, according to our latest leadership opinion survey, although there is certainly no room for complacency.


The race
The workplace is changing, and fast. Attitudes to work and careers that were commonplace just a decade ago now seem outdated and redundant.

According to the US Bureau of Labor Statistics, by 2010 there will be 10 million more jobs than qualified candidates in the US – and 16 million by 2015 as the last of the baby boomers retire. In fact, 76 million Americans will retire by 2010 and the number of workers aged 55 and over is growing four times faster than the labour force as a whole. In the UK, there is almost full employment. China has a huge hunger for skills and is already experiencing major talent shortages. This picture is repeated around the world as demand for knowledge workers outstrips the ability of the population to supply them.

The baby boomers have boomed and bust. In their wake, a new set of imperatives are taking root. There are fewer young people and what they want is different. Millennial children demand more social responsiveness, they want to make a positive contribution. Salary and security are no longer enough.


The response
In May, we carried out our bi-annual leadership opinion survey which benchmarks us against 39 other major multinational companies. We achieved the highest score of any company on employee satisfaction, with 85 per cent of employees who responded expressing overall satisfaction with GSK, up from 73 per cent in 2004 and some 20 points ahead of the mean score of comparison companies. 90 per cent are proud to be part of GSK, up from 83 per cent in 2004.

In fact in almost all cases, our scores were well above those of two years ago. Compared to our peers, we not only exceeded the mean but in several instances achieved the highest score as well.

“Following our last survey in 2004, we carried out an action plan to address the areas where we performed less than satisfactorily,” says Sherry Stuckey, VP Leadership and Organisation Development. “It’s great to see how much we’ve improved as most departments saw a significant increase in their scores in this year’s survey.”


GSK Annual Review 2006

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Review of 2006

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