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GSK

Transcript: Where? 96,500 employees in over 100 countries What's the future of healthcare? Can one person make a difference? YES Why? Is GSK right for you? What's in it for you? A tailored and structured development plan to ensure you build and develop your competencies Where will GSK take me? of GSK's turnover comes from emerging markets - People leadership - Managing complexity - Stakeholder management - Strategic development - Technical capability Integrity Commercial Esprit (Vaccines) - Key Experiences: Community Investment - Stretch and challenging commercial roles to ensure robust learning -Global assignments providing good international breadth -Access to senior leaders across the global business - Coaching, mentoring, support and differentiated development - Flexible/tailored programme to meet individual and business needs Turnover Apply online at: Respect for People of total sales spent in R&D Questions? Esprit Finance Programme Structure Transparency Applications Close "I want GSK to be a very successful company, but not by leaving the population of Africa behind," We look to offer within 2 weeks 14% www.gskbigquestions.com £222m Offer Key Capabilities Built: Vaccines supplied to 179 countries GSK's Values and Culture Telephone or face to face, dependent on the market and programme you apply into Late stage assets in R&D pipeline Join GSK "I'm in charge of an organization that can actually make a difference for people in the third world, and I am not going to be the person who, after X years, sits back and says "Oh, I wish I'd done more."" £28.4bn Who are we looking for? Core Capabilities Assessment Centre Argentina, Brazil, China, Indonesia, Japan, Malaysia, Turkey, Vietnam, UAE and UK/Europe, US Contact: Rachel Tannebaum Esprit Program Manager Rachel.x.tannebaum@yahoo.com 30 5% Commercial Esprit (Consumer Healthcare) - 1.4bn Access to Medicine Index 15th October Esprit Commercial Programme Structure Why GSK? Interview Patient Focused What? Brazil, Malaysia and UK/Europe, US Commercial Esprit (Pharmaceuticals) - - Sales - Marketing - Business Development - External facing role - Mix of Local, Regional and Central roles Brazil, China, Mexico, Singapore and UK/Europe, US Roles available for candidates with residency in the following countries: 24% of the world's pharmaceutical market 1st Belgium Who? Finance Esprit - Pharmaceuticals and Drugs Biopharmaceuticals Consumer/Nutritional Products How? grow deliver simplify as How do we make a difference? £222m of community investment donated in medicines and cash in 2010 Pulse – Global Employee Volunteer programme Orange Day – Regional Employee Volunteer programme To improve the quality of human life a By enabling people to Do more Feel better Live longer What next? “GSK’s flagship Global Talent Development programme creates a pipeline of multi-skilled, diverse leaders, with the right capabilities and behaviours to deliver solutions to GSK’s future strategic challenges.” On the job development through challenging roles Formal training programmes and structured assessment Opportunity to network and develop relationships with senior leaders Mentoring/Buddy, Coaching and support What is Esprit? Esprit Finance Commercial Pharmaceuticals Consumer Healthcare Vaccines (Belgium only) Global Postgraduate Programme Sales & Line Manager Role Home Market 12-18 months Marketing Role International Role 12-18 months Tailored Role Flexible Location 12 months Transition Role to Long Term Career Path Home Location c. 12 months Annual Esprit Development Weeks Ongoing support and development Key highlights - Global opportunities across one of the Commercial programmes - Ability to make a positive difference to patients, consumers and GSK - Personal career plan during formal programme and beyond - Constant networking opportunities across programmes, Commercial and GSK Entry Role 'Home' Contract 1st Role In Home Location Up to 24 months 2nd Role Out of Home Location Up to 24 months Leadership Role Annual Esprit Development Weeks Ongoing support and development Key highlights - Global opportunities across Finance and the wider business - Ability to make a positive difference to patients, consumers and GSK - Personal career plan during formal programme and beyond - Constant networking opportunities across programmes, Finance and GSK Associate Leadership Development Programme facilitates the development of leadership capabilities and experiences through a series of planned individually tailored rotations - Map development against GSK's strategic priorities and business requirements - Mentoring, coaching, buddy and senior management networking - Ongoing assessment and monitoring to ensure Associates are on track in line with programme expectations - Annual Esprit development workshop week and targeted development throughout Current Associate Roles - Finance Director - Change Management and Transformation - Corporate Finance, Treasury - Business Development -Commercial Finance Partner North

GSK

Transcript: - Wellcome isolated Digoxin from the foxglove plant in 1930 for the treatment of heart failure. The company then went on to cultivate fields of foxgloves close to their factory at Dartford - Glaxo produced over 80 per cent of all penicillin doses in the UK field and base hospitals during WWII. - Five people who worked for the companies that now make up GSK were awarded Nobel prizes. Sir Henry Dale (1936 winner) – for showing the role of acetylcholine in neural transmission; Sir John Vane (1982) for work on understanding the mechanism of aspirin on prostaglandins; and a joint award to Dr George Hitchings, Dr Gertrude Elion and Sir James Black (all 1988), for their discoveries of important principles for drug selection that later led to the discovery of a host of new medicines. GSK also has links to a sixth Nobel Laureate Emil von Behring, who was recognised in 1901 for developing the diphtheria vaccine, who used his prize money to found what is now GSK’s Marburg vaccines site in Germany. like comment share GlaxoSmithKline! Finally!!!! Key people In 1843 Thomas Beecham launched his Beecham's Pills laxative in England, giving birth to the Beecham Group. Beecham opened its first factory in St Helens, Lancashire, England, for rapid production of medicines in 1859. By the 1960s Beecham was extensively involved in pharmaceuticals.In 1830 John K. Smith opened its first pharmacy in Philadelphia. In 1865 Mahlon Kline joined the business, which 10 years later became Smith, Kline & Co. SmithKline & French merged with Beckman Inc. in 1982 and changed its name to SmithKline Beckman. In 1988 it bought its biggest competitor, International Clinical Laboratories, and in 1989 merged with Beecham to form SmithKline Beecham plc. Pharmaceutical Biotechnology Consumer goods Brentford, United Kingdom like comment share Stiefel Laboratories (global dermatological pharmaceutical company) Sir Philip Hampton (Chairman) Andrew Witty (CEO) GSK Medical & Health Glaxo Wellcome like comment share Photos Other trivias GSK House, Brentford, London The historic Glaxo factory in Bunnythorpe, New Zealand, with the Glaxo Laboratories sign still visible Glaxo was founded in the 1850s as a general trading company in Bunnythorpe, New Zealand, by a Londoner, Joseph Nathan. In 1904 it began producing dried-milk baby food, first known as Defiance, then as Glaxo, under the slogan "Glaxo builds bonny babies".The company bought two companies, Joseph Nathan and Allen & Hanburys in 1947 and 1958 respectively. After the company bought Meyer Laboratories in 1978, it began to play an important role in the US market. Burroughs Wellcome & Company was founded in 1880 in London by the American pharmacists Henry Wellcome and Silas Burroughs. Glaxo and Burroughs Wellcome merged in 1995 to form Glaxo Wellcome. By 1999 Glaxo Wellcome had become the world's third-largest pharmaceutical company by revenues (behind Novartis and Merck), with a global market share of around 4 per cent. GSK was the first to create a vaccine against malaria Products Glaxo’s first pharmaceutical product was the vitamin D preparation, Ostelin, in 1924. On July 24, 2015, the world’s first malaria vaccine has been given the green light by European regulators and could protect millions of children in sub-Saharan Africa from the life-threatening disease. It has taken 30 years to develop vaccine, at a cost of more than $565m (£364m) to date or 25,797,217,499.69 pesos GlaxoSmithKline started operations on 1 January 2001 following the merger of GlaxoWellcome plc and SmithKline Beecham plc, but our combined histories go back much further than that. SmithKline Beecham Beecham's Clock Tower, constructed 1877, part of the Beecham's factory, St Helens MEMBERS: - Castro, Anna - Combate, Karl Vaoughn - Dela Cruz, Maui - Nuestro, John Edward like comment share Headquarters: Shared a Link Shared a Photo Trivia #ThrowbackTuesday Glaxo Wellcome and SmithKline Beecham announced their intention to merge in January 2000. The merger was completed in December that year, forming GlaxoSmithKline (GSK). The company's global headquarters are at GSK House, Brentford, London, officially opened in 2002 by then-Prime Minister Tony Blair. Andrew Witty took over as CEO in May 2008. Witty joined Glaxo in 1985, and had been president of GSK's Pharmaceuticals Europe since 2003. like comment share Shared a Photo Shared a Photo Thank you!!!! like comment share like comment share Trivia GSK manufactures products for major disease areas such as asthma, cancer, infections, diabetes and mental health. Its biggest-selling in 2013 were Advair, Avodart, Flovent, Augmentin, Lovaza, and Lamictal; its drugs and vaccines earned £21.3 billion that year. Other top-selling products include its asthma/COPD inhalers Advair, Ventolin, and Flovent; its diphtheria/tetanus/pertussis vaccine Infanrix and its hepatitis B vaccine; the antihyperlipedemia drug Lovaza; and the antibacterial Augmentin. Medicines historically discovered or developed at GSK

GSK

Transcript: Artwork Coordination Presented by Nina Rifelj // Project info // // Project // New Product launching New Market opening Product improvment Launching Product variants Goals // Goals // Quality standards Complience Efficient communication Patients safety Deadline Optimising design Management & Team Tasks Pipeline Cooperation Milestones setting Clear communicating with large scale of people, organizations, countries // Defining roles // Supervision Approvals Reviews // Levels of collaborating // #1 #2 #3 #4 // Orchestrating activity // Product development Regulatory affairs & labeling management Artwork management & vendor collaboration Package products manufacturing // Next steps // // Next steps // 02 03 04 05 06 01 2017 ongoing finished Action items // Creating Launch Book Brief // NEW launch Market research Product features Product Overview Ingredients sheet CSS Supply Artwork & Production dates Market Requirements Regulatory Plan changes Prompt reaction Flexibility Informing all parties Scheduling // Possible Plan Changes // Keep calm & Carry on Challenges GOOD PROJECT MANAGEMENT // Challenges // ARTWORK LABELL PACK efficient flexible implement regulatory text requirements effective information communication max space, reducing errors optimising design to improve complience REDUCING RECALL RISK // Skills // // Skills // delivering info team work prioritising All tasks 20% 40% 60% 80% 100% 0% 35% 58% 100% // (My) Competences // // Competencies // Because there is always space for improving % 99 A sense of urgency and an ability to execute multiple tasks speedily and effectively Methodical and detail oriented Planning, organising and coordinating Communication Skills Drive for results Dealing with ambiguity Interpersonal skills Negotiation and conflict management Action oriented Customer Focus Consistent & On time // Overview // // Overview // Design layouts Color Style Textures Materials Market Research Filling forms Packing Print Web assets EAN code Quality norms Labelling Graphics Components // Process // Managing the production of the creation and revision of artwork Co-ordination with the various stakeholders to maintain schedules, deliverables and quality standards to successfully deliver packaging // Process // CRITICAL ROLE REMAINING STRONG REPUTATION

GSK

Transcript: Any Questions? By Marta Jasicka What should GSK get from an IP? - Increase in the Number of Hired IPs and Applicants - Internal Survey Graduate Scheme What should an IP get from GSK? E) Senior Executives vs. IPs - The Big Swap Project Usually 1 year programme No rotation Supported by a line manager All the IPs are trained for the future candidates to be the GSK Graduate Scheme positions B) Attracting Best Students - University Lectures - Google Search Engine Optimisation and Increase of GSK Online Presence Within Internet Portals such as RateMyPlacement.co.uk GSK IP Scheme Summary - Support - External Week Placements for Business IPs - Department Rotation - Series of Inductions A) Technology and Social Media - Intranet Site and Monthly Newsletter - Technological Press and Social Media Feeds Monitoring Objectives My Ideas - Fresh ideas, passion, enthusiasm and hunger to learn - Help with work load - Best IPs = Best Graduates = Best future leaders - Reputation improvement: young, talented ambassadors of the company who are passionate about GSK brands An Industrial Placement is a work placement carried out as part of a sandwich degree course and is twelve months long. There are over 300 Industrial Placement opportunities available at GSK in the UK and Ireland. All of the interns get a chance to build on their academic skills by applying them in a practical environment. The Company looks for undergraduates with the highest standards in order to train the future leaders. GSK offers a variety of Industrial Placement programmes within different business units (Communications, Marketing, R&D, IT etc.) IP Mutual benefits - High quality professional experience - A chance to develop and build on their academic skills - An opportunity to stay with the Company (Graduate Scheme fast-tracked applications) by developing the right set of skills/competencies that are valuable for the organisation (Portfolio of Achievement) - A chance to learn and work with the best - An opportunity to become more employable in the future - Some valuable professional contacts within the field of their future expertise Content 2 – 3 years programme Rotation within different business units All graduates are supported by a sponsors group, a programme manager, current line manager, a mentor and a buddy Graduates are trained to be the future leaders of GSK GSK A) Personal Development - Portfolio of Achievement based on GSK's Competencies list & Learning Agreement - Professional Experience Blog How can we improve the IP Scheme at GSK? Evaluation - GlaxoSmithKline offers one of the best Undergraduate Industrial Placements opportunities in the UK - There is a giant difference between IPs and Graduates at GSK - One Year Placement with GSK should benefit both, the Intern and the Company - In order to train the best people for the future GSK leaders, the Company should implement a variety of changes to their existing IP programmes, including areas such as Personal Development and Attracting Top Students - All of the results should be measured and analysed in order to improve the IP Scheme What does it mean for both? Industrial Placement 1. The IP Scheme at GSK 2. The Differences between IP and Graduate Schemes 3. Objectives A) What should an IP get from GSK? B) What should GSK get from an IP? 4. My Ideas A) Current Responsibilities B) Personal Development C) IP Unite D) Technology & Social Media E) Senior Executives vs. IPs F) Attracting best students 5. Evaluation 6. Summary - Annual Event Budget - Further Development of the Community - Better promotion of Lunch & Learn - Raising the profile of the GCLT A) Current Responsibilities

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