HR Transformation Leaders Conference. Luc Vanden Broeck Vice President HR GSK Biologicals

Transcription

1 HR Transformation Leaders Conference Luc Vanden Broeck Vice President HR GSK Biologicals May, 19, 2009

2 Agenda Who are we? HR Challenges & priorities HR Service Delivery Model

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5 GlaxoSmithKline Origin GlaxoSmithKline 2000 GlaxoWellcome 1995 SmithKline Beecham 1989 Glaxo Wellcome SmithKline Corporation Beecham plc RIT

6 GSK Biologicals We are a world leader in vaccine innovation and manufacturing We have one of the strongest vaccine pipelines in the industry with over 20 vaccines in clinical development We expect our unique expertise in antigen and Adjuvant System technology to make the difference The vaccines market is poised for explosive growth As a global company, we re ideally positioned to capture a significant market share in all markets

7 Vaccines for the World We are a primary supplier to international organizations such as UNICEF, GAVI We provide vaccines to some of the most disadvantaged regions of the world at preferential prices Close to 80% of our vaccines were distributed to the poorest countries in 2008 We work with policy-makers to establish vaccination policies and ensure vaccines are available to all For more than a decade we were the only company committed to all tree of the WHO s top infectious disease priorities, HIV/AIDS Tuberculosis Malaria The world s most advanced malaria candidate vaccine When I m speaking to the press, I m thinking Who are the people I shoul praise? says Bill Gates. He mentions GlaxoSmithKline..

8 GSK Biologicals across the world

9 GSK Biologicals Personnel

10 GSK Biologicals Employment 41% Employees 29% 30% Managers Workers

11 GSK Biologicals Strategic Ambitions Growth Strategies Emerging Markets BRIC USA Deliver Late Vaccine Forecast Prioritise early prophylactic assets Build Therapeutic Portfolio Simplification Growth Enablers Stimulate & Drive Empowerment Improve Decision Making Strengthen Collaboration Develop Leadership Capabilities Improve Talent sourcing & development Levers CERVARIX full potential SYNFLORIX Successful launch Minimise out of STOCK PIPELINE next value wave ROTARIX grow

12 GSK Biologicals HR Challenges & priorities

13 HR Transformation : Goals Strengthen HR s ability to add strategic value Reduce total cost of delivering HR services Deliver a value-added service on what is deeply strategic and a low-cost yet effective service on what is deeply transactional

14 HR Transformation : Guiding Principles Tighten HR on a national level Eliminate duplication through strong shared service operations, greater standardisation, and removal of HR silos Develop Centres of Excellence with deep specialist knowledge Simplify HR Service Delivery by driving standardisation Support Line Management to own their people management Deliver a value-added service on what is deeply strategic and a low-cost yet effective service on what is deeply transactional

15 Bio HR Vision A pro-active, highly effective, business focused and value adding global function. A function that has the capability, capacity and attitude to influence and support the business agenda. 1

16 HR Diagnostic Survey results Focus area Mean answers n = 336 (106 HR, 230 BL) Mean Performance* How would you rate GSK's performance? HR capabilities Recruiting and onboarding/induction 2. Succession planning for top/critical positions 3. Talent management/developing key and emerging talent 4. Building future capabilities to deliver strategy 5. Personal development and planning (PDP) 6. Learning and development 7. Deployment processes global mobility 8. Organizational design 9. Culture development 10. Change management 11. Compensation and benefits 12. HR IT systems employee data management 13. Diversity programmes 14. Employee relations 15. Employee health services 16. Union/works council labour relations Importance** - How important is this activity to your business? * Scale of 1 5 (5 = excellent, 4 = good, 3 = adequate, 2 = inconsistent, 1 = poor, often holds the business back, Don t know ) ** Scale of 1 5 (5 = critical, 4 = very important, 3 = important, 2 = moderately important, 1 = not important)

17 GSK s Strategic priorities Grow a diversified, global business Deliver more products of value Simplify the operating model Individual empowerment Build trust

18 GSK Biologicals HR Strategy GSK Strategic Priorities Deliver Vaccines Ambitious Growth Deliver More Vaccines of Value Simplify the Operating Model Create a Culture of Individual Empowerment Build Trust HR Strategic Priorities Bio Global Talent Bio Strategic Capability Bio Cultural Change Bio HR Community & HR Capabilties Key Enablers Bio New HR Service Delivery Model

19 Biologicals HR Strategic Priorities Bio Global Talent Global reach Integrated with business strategy Improve Talent Sourcing and Development to deliver the ambitious vaccines growth Resource to mirror growth Flexible international careers Linked to planning cycle Better Talent Forecasting Performance Management Succession Planning Leverage coaching and individual performance management to maximise Bio business performance Drive proactive career development to strengthen our succession pipeline Talent Acquisition Talent Retention Leverage talent acquisition to help strengthen the diversified Bio talent pool Optimise the employee value proposition to retain recognised leaders and experts

20 Biologicals HR Strategic Priorities Bio Strategic Capability Build the leadership, technical and organisational capability to ensure Bio can sustain the ambitious growth Leadership Capability building in priority areas Commercial Capabilities Developing people, flexible thinking, teamwork,empowerment, customer focus,continuous improvement Further strenghthen Business Mindset Improve commercial capabilities, develop vaccine capabilities in Emerging Markets Manufacturing Capabilities & Flexibility Global Compensation & Benefits Strategy Improve GIO Workforce Flexibility Support Manufacturing Footprint optimisation Technical Competencies development Line of Sight Reward Ensure competitive Total Reward position Optimise Employee Total Value Proposition

21 Biologicals HR Strategic Priorities Bio Cultural Change Leveraging Cultural Change to enable the successful delivery of Bio s Growth Ambition Stimulate and drive empowerment Empowerment index Identify and remove unnecessary restrictions Empowerment of key governing bodies Improve Decision Making Decision Making Survey Decision Making Model Strengthen Collaboration Foster a culture of collaboration to deliver GSK Bio ambition by enabling individuals and teams to achieve more together than alone Collaboration Toolkit

22 Bio HR Community, our most important enabler Bio HR Capability Ensure the capacity, capability and attitud to successfully influence and support the businesss agenda HR People and Competencies Right people in right job Upgrading of HR skillsets Improved HR Career Development HR Processes Standardise and strengthen highly Strategic processes Standardise and simplify operational and transactional processes HRIS Fit for purpose systems Maximise automation where possible

23 Bio New Global HR Service Delivery Model

24 Where do we want to get to? HR BP structures to develop HR business strategy and deliver competitive advantage HR CoEs providing world-class expertise and standard tools and transversal / consistent approaches across the business HR Operational and Transactional Service Delivery. Provided in country to capture scale economies and drive standardization Fit-for-purpose HRIS

25 Targetted HR Ratio evolution Current Target Employee per HRFTE HR Expenses per employee HR Expenses in % of Turnover

26 Bio HR Service Delivery Model Focus on HR Strategic priorities B U S I N E S S HR BUSINESS PARTNERS Business focus Request for business specific operational & transactional support through Local / Regional Shared Services eg Recruitment, training, Implementation of business specific operational & transactional support through Local / Regional Shared Services eg Recruitment, training, Bio HR Service Delivery Model Functions like a Triangle Global HR Operations Operational role Transactional role Deployment focus Bio Centers of Excellence L&OD, TA/TM, C&B Expertise focus Request for H specific operationa & transactional suppo through Local / Regiona Shared Service eg Recruitment, training, Implementation of HR Transactional services linked to contractual / compliance specs through Global Shared Services

27 Our Direction HR is seen as being a key enabler of change across the company with a unique role in driving GSK s ongoing strategic agenda HR is an effective, lean, agile global organisation aligned to achieve key company objectives by creating an environment where world class talent thrives, leaders and employees are highly developed, motivated and empowered, and HR product & services are efficient, integrated, simplified and standardized. Building a global, capable, confident and progressive HR organisation.

28 In summary : what are we solving for? Strengthen HR s ability to add strategic value Reduce total cost of delivering HR services Deliver a value-added service on what is deeply strategic and a low-cost yet effective service on what is deeply transactional

29 Questions?