Page 11 - GlaxoSmithKline Pharmaceuticals AR 2012

7
Your Company’s Talent Management process focused on building talent at various levels
in the organization. A number of Management Trainees have been hired keeping in mind
the company’s future needs to build a leadership pipeline. At the mid to senior levels new
people have been hired to build capabilities in new therapy areas and to fill any gaps. While
at the same time the Company has focused on developing internal talent through a robust
identification process and with a clear development plan designed for each such talent. This
year saw a rise in the number of our employees moving on international assignments as a
part of our planned development moves. Following the entry of your Company into the Central
Nervous System (CNS) therapy area, a new team was created by hiring experienced CNS
professionals in Sales & Marketing.
Addressing the training needs of our employees and with a focus on developing leadership
and coaching skills, a carefully planned Learning and Development calendar was created
and implemented. While the First Line Leadership program and the Leading Delivery program
continued to enhance capabilities in your Company’s first and second line managers
respectively, majority of your Company’s managers were covered under “Practical Coaching
at Workplace”. This initiative is aimed at developing and embedding a coaching culture
among our managers.
‘Empowerment League 2012’ maintained focus on developing Individual Empowerment which
is one of the key strategic priorities of your Company. This is an avenue for reaching out to
the larger organization towards engaging and empowering employees to take ownership of
problems which in turn drive the strategic priority of individual empowerment and embeds
your Company’s high performance behaviors.
Your Company, in their commitment to recognize and reward individuals and teams, has
rewarded over 387 employees with the AAA (Acknowledge, Appreciate, Applaud) for their
contributions to the GSK values and implementation of strategic imperatives. A number of
other recognition programmes such as the ‘Bravo Card’ and ‘STAR’ awards continue to
run successfully. Wellness and Wellbeing Services were availed by the employees which
helped in providing them guidance on their day-to-day issues of life. A number of continuous
improvement measures were put in place to enhance the service levels in HR.
In order to contribute to society employees were encouraged to participate in two initiatives
under the branding of ‘PULSE’ and ‘Orange Day’. A number of employees participated in
both programmes. Through PULSE, motivated employees engage in assignments with non-
profit organizations for 3 or 6 months full-time, contributing their skills to solve healthcare
challenges at home and abroad. When PULSE volunteers return, they act as catalysts to
change your Company for the better. In the Orange Day programme employees were required
to carry out field work with identified NGOs on Orange Day.
On the Industrial Relations front, your Company would like to acknowledge the contributions
of the Union and its employees in general in helping the Company attain its business goals.
During the course of the year, your Company offered a voluntary retirement scheme to
employees of Thane factory which was accepted by all the employees. Your Company has
since ceased operations at Thane factory.
Your Company continues to lay strong emphasis on Sales Training for its field force, both
at induction and through refresher programs to accredit all front-line sales persons and
managers on Pathology-Product-Promotion with World Class Sales Skills.
The three year researched ‘Sales DNA’ has been launched now even for all our First-line
Sales Managers. The Sales Training team has initiated significant design of extensive and
comprehensive e-Learning resources to enable a quicker and improved execution of Marketing
Strategy by all Sales Teams in 2013.
In order to increase patient access to medicine, the sales training resources have, in addition
to Brand Strategies, also designed a differentiated strategy on ‘Customer and Patient Focus’
for brand promotion in many therapy areas. The ‘Patient-Customer Focused Selling’ will give
a cutting edge to your Company’s front-line sales personnel in a crowded market.
(g) Supply Chain
Procurement
The trend of last year continued in 2012 as well, whereby many uncontrollable factors made
supply chain vulnerable namely global and local economic downturn, high inflation and
depreciating Indian Rupee. Europe in particular posed a grave risk where exports from Indian
vendors were down and also a new regulation likely to be in practice by July 2013 forcing