Catholiicism Assignment Example | Topics and Well Written Essays - 250 words - 1

Catholiicism - Assignment Example Another form of modern religious discrimination is generalization of traits, where an isolated case of irresponsibility is used to judge an entire religion. An example can be given of the child abuse scandal committed by catholic priests that was used to express disapproval of the entire Catholic Church and its teachings (Taylor 1). This case demonstrated that despite the tremendous efforts made by both the government and the various religious groups in the country, religious discrimination remains prevalent and there is need for increased efforts to sensitize people on the implications this form of discrimination has on the peaceful coexistence of communities. Although I have not experienced discrimination because of my religious beliefs, there remains a possibility of it happening. However, I plan to use the chance positively, to sensitize the other party on the importance of accommodating the beliefs of others even when those beliefs contradict with ours. It is only through continuous education that sustainable interventions on eradicating religious discrimination will be achieved. Taylor, Pamela. Catholics More Likely to Face Ethnic Bias than Religious Discrimination. Onfaith, 16 March 2007. Web. 18 Sept. 2014.

Ryanair â€Southwest of European airlines Essay Example for Free

Ryanair –Southwest of European airlines Essay The objective of my report is to analyze the external environment in Ryanair-Southwest of European airlines case, which is very important factor for the firms formulated effective strategy. The external environment consists of a wide array of economic and sociopolitical factors. It is the specific market arenas that the organization has chosen in its strategy; it provides the business opportunities to the firm and its also a source of threats or forces that may impede the successful implementation of a strategy. Macro-environmental Analysis (PEST factors affecting Ryanair Airlines)To analyze the macro environment, I will use the PEST analysis, which refers to political, economic, social and technical factors that confront Ryanair airlines. This analysis provides a no exhaustive list of potential influences of the environment on the organization. Each of the forces is categorized by a particular macro-level external influence, which directly impacts strategic direction at Ryanair. The political environment can have a significant influence on businesses as well as affect consumer confidence and business spending. The political environment is one of major advantages to Raynair, as the majority of its operations are contained within Europe. This region maintains political stability, thus Ryanair does not experience issues with governmental instability in Europe as a concern regarding passenger volumes or flight destinations. Political factors in our case are:-Irish government policy from September, 1989. This policy were known as two airline policy valid for three years and was directed at benefiting both Irish carriers Aer Lingus and Ryanair. The new policy ruled that the two major Irish airlines will not compete on any international route and they both had to have separate routes-European Union deregulation of the airline businesses from 1997; set up a number of low-cost airlines offering no-frills services. This deregulation enabled Ryanair to open new routes to continental Europe. -European Union expansion enabled the company to expand its business to new countries in Europe. Other very important factors that have near- and long-term effects on the success of companys strategy are the economic forces. They include inflation rates, tariffs, the growth of the local and foreign national economies, exchange rates, as well as unemployment rates. Economic factors include:-Economically- stable European Union market provided Ryanair with significant value in the form of higher volumes of consumers. -Increasing oil prices inflated the costs of fuel and impacted profit margins-At the same time people in Europe are willing to travel more for lower price and this was option for low-budget airlines like Ryanair. -European Union deleted duty-free on intra- European Union countries, and this new taxation policy affected Ryanair in loss of revenue, increased landing charges and increased the number of flight attendants. The social and cultural influences of business vary from country to country. Social cultural factors in Ryanair case include:-Increasing of the peoples mobility in Europe, where good transportation is essential for every European citizen and it was a great opportunity for Ryanair to expand its business. -Personal disposable income of people in Europe was rising which increased travelling lifestyles and business travelling. -People in Europe travel for leisure, business, and searching for new jobs, as well as the number of senior citizens who were enjoy travelling. -Travelling low cost has become a norm on European market. Technology is vital for competitive advantage and is a major driver of globalization. Technological factors have a major effect on the threats and opportunities firms encounter and in Ryanair case they are:-A new trend in European airline industry which was website establishment. Airlines set up websites through which they sell tickets and other ancillary products and services such as car rentals and travel insurances. This led to cost  decreases and to greater reach to customers. With creation of its website, Ryanair saved on cost and increased its revenue (no agent commission costs, but good advertising income). -The improvement of technology aid European airline industry development and competition. -Airlines provided satellite TV and phone services on board as well as broadband Internet and thus enhance value to customers. -Information systems allowed airlines collect data about passengers, cost, and prices as well as ensure better service when boarding and handling luggage. Industry Analysis: The effect of the Five Forces of Industry Competition on Ryanair. The five forces were identified by Michael Porter as the industry Five-Forces model. This is a framework for evaluating industry structure according to the effects of rivalry, thread of entry, supplier power, buyer power, and the thread of substitutes. Rivalry is the intensity of competition within an industry. The European airline industry is highly intense; market is highly competitive. Passengers have choices to switch to another mainstream (KLM, or British Airways) or low-cost budget airlines (EasyJet), because there is a low level of switching costs. The airline industry, therefore, is highly competitive and barely attractive. At the same time, the low-budget sector is in a more favorable situation due to greater traffic and customer affection. This sector is more attractive, as entry costs, as well as bargaining power of both passengers and suppliers are lower. Most cost advantages can be copied immediately, but if any company does decide to compete on the same basis as Ryanair there will be heavy pressure on prices, margins, and hence on profitability. In this industry there is not much differentiation between services and price in the main differentiating factor. Threat of new entry is the degree to which new competitors can enter an industry and intensity rivalry. There are difficulties to enter European airline industry, since high initial investment and fixed costs. High barriers to enter suggest that only early entrants such as Ryanair could succeed. There has been much industry shake-out and many airlines left the market. There are high entry costs due to the necessity to buy expensive aircraft and equipment, to pay high airport fees, and to advertise massively. In addition to some of the barriers to entry I would like to include restricted slot availability which makes it more difficult for airline companies to find suitable airports, the needs for low-cost base and flight authorizations. The threat of substitutes is the degree to which products of one industry can satisfy the same demand as those of another. In Ryanair case the degree for subsidies is in medium to high level. By this I mean that the European airline industry as a whole faced a lot of pressure. There was a high internal industry competition, encountered by other travel industries such as- cars, ferries, and high-speed trains in Europe (especially on short-haul routes are posing an increasingly serious threat). Supplier power is the degree to which firms in the supply industry are able to dictate terms to contracts and thereby extract some of the profit that would otherwise be available to competitors in the focal industry. The bargaining power of suppliers is rather low because there are four major aircraft manufacturer (Boeing, Airbus, Bombardier and Embraer), which gives options for Ryanair to choose if decide to switch suppliers. But the switching costs from one supplier to the other would be high, because all mechanics, engineers and pilots have to be retrained. Boeing is Ryanairs main supplier and has an interest in co-operation with Ryanair because of stability of orders and high volume of outsourced services. Ryanair also proved its high bargaining power with aircraft suppliers (Boeing) by getting favourable contracts. Price of aviation fuel is directly related to the cost of oil and Ryanair controls it through hedging and future contracts. Also, the regional airports have low bargaining power as they are heavily  dependant on only one airline- Ryanair. Major bigger airports, where Ryanairs competitors operate, have greater bargaining power, and Ryanairs policy is to avoid these airports as much as possible. Buyer power is the degree to which firms in the buying industry are able to dictate terms on purchase agreements that extract some of the profit that would otherwise go to competitors in the focal industry. The bargaining power of customers in our case is from low to medium. If Ryanair increase its prices, the customers are price sensitive and they could switch to another airline relatively simple, with no high costs, because all airlines have internet web sites through which they sell services. The volume of the passengers traffic is great that airlines can afford not to satisfy all customers at all times. Even if a lot of passengers are not satisfied with customer care of Ryanair, companys profits continue to rise. Customers know about the cost of supplying the service and the trade off between the price and quality of service. Analysis of Opportunities and ThreatsOpportunities and threats are factors which contribute to the success or failure of achieving the organizations mission, and which are outside of the organizations direct control. Ryanairs opportunities are:-Expansion of the European Union would bring larger population base and larger transportation needs. There would be more new destinations open up and Ryanair could launch new routes. -Potential to capture market share, where low-cost carriers market share could double. -Advanced technologies could improve Ryanair service, as well as there would be possibilities of expanding aircraft. -Benefits from less exposure to geopolitical risks as Ryanair operates only in Europe. -Economic slowdown helps Ryanair, because customers replace traditional mainstream carriers as they seek lower fares. Threats for Ryanair are:-Ryanairs fuel costs depend on the oil market. The cost of fuel is increasing, due to oil prices raise globally. This affects companys speed development and earning ability; Ryanair operating expense has increased. -Increasing low fare competition on the market and limited economic growth on the South and East European markets. -Customers, as I already mentioned are very price sensitive and also regional airports gain bargaining power for second round. -Increase in air traffic control charges as more planes fly in the sky. -Weak employees relationships cause less production efficiency and effectiveness. It may waste Ryanair resources and capabilities. -The high salaries the company pays for its pilots and flight attendants would increase Ryanair operating cost. Resources: Fottrell, Quentin. The Rise and Rise of Ryanair, June 6, 2004, www.thepost.iePorter, M.E. (1979) How competitive forces shape strategy, March/April, 1979, Harvard Business Review. Channon, Derek. (1997). The Blackwell Encyclopedic Dictionary of Strategic Management. , July, 1997, Oxford, Blackwell Publishers. Carpenter, M.A. and Sanders, W.G. Strategic Management: A Dynamic Perspective Concepts and Cases, 2nd edition. Upper Saddle River, NJ: Pearson Prentice Hall, 2009Thompson, J. L. (1997) Strategic Management. International Thompson Press: London. Delfmann, W., Baum, H., Auerbach, S., Albers, S. Strategic Management in the Aviation Industry, September 30, 2005, Kolner Wissenschaftsverlag, Koln, Germany.

The Traditional Interpretation Refuted :: Philosophy Literature Papers

The Traditional Interpretation Refuted The psychology of Aristotle has never been understood in a historically correct way. A new interpretation of the De anima will be proposed in which this work can be seen as compatible with the psychology that can be reconstructed from the fragments of Aristotle's lost dialogues and the De motu animalium and other biological works (in which the notions of pneuma and 'vital heat' play a crucial role) and the doxographical data gathered from ancient writers besides the commentators. In De anima, II, 412b5, where psychà ¨ is defined as 'the first entelecheia of a natural body that is organikon,' the words 'natural body' should not be taken to mean 'the body of a living plant, animal or human being' but to stand for 'elementary body.' And the qualification 'organikon' should not be understood as 'equipped with organs' (as it always has) but in the sense of 'serving as an instrument to the soul.' This 'instrumental body' that is inseparably connected with the soul is the seat of desire (o rexis), which physically influences the parts of the visible body. Besides those two corrections there are the words ta merà ¨ in 412b18 that should be taken as meaning not 'parts of the body' but 'parts of the soul.' Aristotle is arguing there that even those parts of the soul that are not yet actualized in the embryo of a new living being can be said to be 'not without body.' Do we really know Aristotle's psychology? This question may sound strange at first, since we have a famous book by Aristotle which is called On the soul and we possess quite a bit of information about a lost dialogue, the Eudemus, which was also subtitled On the soul. Yet I propose to argue that Aristotle's psychology has remained unknown up till now. And this is because since the third century AD the text of his extant work De anima has been interpreted in a way that runs completely counter to Aristotle's intentions. What has been held to be Aristotle's psychology is the result of the interpretation of his work put forward by Alexander of Aphrodisias in the third century AD.(1) The situation is comparable with the imaginary situation that Plato's oeuvre had been lost except for his Parmenides and that we only possessed the information of Plotinus for a reconstruction of Plato's thought. To make a convincing case for this revolutionary theory, I will argue three propositions.

Epidemiological Studies Essay example -- Health, Diseases, S.Saintapau

One of the most useful outcomes of studying epidemiology is learning how to evaluate critically the scientific literature (Aschengrau & Seage, 2008). Critical assessment of this literature is an important skill for public health professionals because the findings of epidemiologic research inform so many activities (Aschengrau & Seage, 2008). Munnoch et al. (2008) done epidemiological studies on S.Saintpaul infection occurred in Australia during October 2006 and found that cantaloupe production and processing practices pose a potential public health threat requiring regulatory and community education interventions. Based on main journal article written upon this subject, this article will analyse how epidemiological research has helped us understand the pattern of study conducted, source population, methods used and the interpretation of the results. STUDY OBJECT AND DESIGN This assignment reviews the evidence in the context of epidemiological research linking the consumption of cantaloupe to S.Saintpaul occurred in Australia affected three jurisdictions, New South Wales, Victoria and Australian Capital Territory and relatively uncommon in remaining states. Munnoch et al. (2008) conducted a multi-jurisdictional case-control study to test the hypothesis that S.Saintpaul infection was associated with the consumption of fresh produce items including cantaloupe. In addition, hypothesis generation method was used on cases according to which 14 newly notified S.Saintapaul cases were interviewed with a standardized retrospective hypothesis generating and trawling questionnaire to identify possible foodborne and environmental risk factors for infection. Food exposures commonly reported by these cases were cantaloupe (n=11), cucumber... ...ars), found that cases aged

Motivation and Employees Essay

Motivation is the word derived from the word ’motive’ which means needs, desires, wants or drives within the individuals. It is the process of stimulating people to actions to accomplish the goals. In the work goal context the psychological factors stimulating the people’s behaviour can be – * desire for money * success * recognition * job-satisfaction * team work, etc| One of the most important functions of management is to create willingness amongst the employees to perform in the best of their abilities. Therefore the role of a leader is to arouse interest in performance of employees in their jobs. The process of motivation consists of three stages:- 1. A felt need or drive 2. A stimulus in which needs have to be aroused 3. When needs are satisfied, the satisfaction or accomplishment of goals. Therefore, we can say that motivation is a psychological phenomenon which means needs and wants of the individuals have to be tackled by framing an incentive plan. THEORIES OF MOTIVATION MASLOW’S HIERARCHY OF NEEDS Abraham Maslow is well renowned for proposing the Hierarchy of Needs Theory in 1943. This theory is a classical depiction of human motivation. This theory is based on the assumption that there is a hierarchy of five needs within each individual. The urgency of these needs varies. These five needs are as follows- 1. Physiological needs- These are the basic needs of air, water, food, clothing and shelter. In other words, physiological needs are the needs for basic amenities of life. 2. Safety needs- Safety needs include physical, environmental and emotional safety and protection. For instance- Job security, financial security, protection from animals, family security, health security, etc. 3. Social needs- Social needs include the need for love, affection, care, belongingness, and friendship. 4. Esteem needs- Esteem needs are of two types: internal esteem needs (self- respect, confidence, competence, achievement and freedom) and external esteem needs (recognition, power, status, attention and admiration). 5. Self-actualization need- This include the urge to become what you are capable of becoming / what you have the potential to become. It includes the need for growth and self-contentment. It also includes desire for gaining more knowledge, social- service, creativity and being aesthetic. The self- actualization needs are never fully satiable. As an individual grows psychologically, opportunities keep cropping up to continue growing. According to Maslow, individuals are motivated by unsatisfied needs. As each of these needs is significantly satisfied, it drives and forces the next need to emerge. Maslow grouped the five needs into two categories – Higher-order needs and Lower-order needs. The physiological and the safety needs constituted the lower-order needs. These lower-order needs are mainly satisfied externally. The social, esteem, and self-actualization needs constituted the higher-order needs. These higher-order needs are generally satisfied internally, i.e., within an individual. Thus, we can conclude that during boom period, the employees lower-order needs are significantly met. Implications of Maslow’s Hierarchy of Needs Theory for Managers | As far as the physiological needs are concerned, the managers should give employees appropriate salaries to purchase the basic necessities of life. Breaks and eating opportunities should be given to employees. | | As far as the safety needs are concerned, the managers should provide the employees job security, safe and hygienic work environment, and retirement benefits so as to retain them.| | As far as social needs are concerned, the management should encourage teamwork and organize social events.| | As far as esteem needs are concerned, the managers can appreciate and reward employees on accomplishing and exceeding their targets. The management can give the deserved employee higher job rank / position in the organization.| | As far as self-actualization needs are concerned, the managers can give the employees challenging jobs in which the employees’ skills and competencies are fully utilized. Moreover, growth opportunities can be given to them so that they can reach the peak.| The managers must identify the need level at which the employee is existing and then those needs can be utilized as push for motivation. Limitations of Maslow’s Theory * It is essential to note that not all employees are governed by same set of needs. Different individuals may be driven by different needs at same point of time. It is always the most powerful unsatisfied need that motivates an individual. * The theory is not empirically supported. * The theory is not applicable in case of starving artist as even if the artist’s basic needs are not satisfied, he will still strive for recognition and achievement. HERZBERG’S 2 FACTOR THEORY In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor theory or the motivator-hygiene theory. According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction. According to Herzberg, the opposite of â€Å"Satisfaction† is â€Å"No satisfaction† and the opposite of â€Å"Dissatisfaction† is â€Å"No Dissatisfaction†. Herzberg classified these job factors into two categories- a. Hygiene factors- Hygiene factors are those job factors which are essential for existence of motivation at workplace. These do not lead to positive satisfaction for long-term. But if these factors are absent / if these factors are non-existant at workplace, then they lead to dissatisfaction. In other words, hygiene factors are those factors which when adequate / reasonable in a job, pacify the employees and do not make them dissatisfied. These factors are extrinsic to work. Hygiene factors are also called as dissatisfiers or maintenance factors as they are required to avoid dissatisfaction. These factors describe the job environment / scenario. The hygiene factors symbolized the physiological needs which the individuals wanted and expected to be fulfilled. Hygiene factors include: * Pay- The pay or salary structure should be appropriate and reasonable. It must be equal and competitive to those in the same industry in the same domain. * Company Policies and administrative policies- The company policies should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc. * Fringe benefits- The employees should be offered health care plans (mediclaim), benefits for the family members, employee help programmes, etc. * Physical Working conditions- The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained. * Status- The employees’ status within the organization should be familiar and retained. * Interpersonal relations-The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present. * Job Security- The organization must provide job security to the employees. b. Motivational factors- According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational factors yield positive satisfaction. These factors are inherent to work. These factors motivate the employees for a superior performance. These factors are called satisfiers. These are factors involved in performing the job. Employees find these factors intrinsically rewarding. The motivators symbolized the psychological needs that were perceived as an additional benefit. Motivational factors include: * Recognition- The employees should be praised and recognized for their accomplishments by the managers. * Sense of achievement- The employees must have a sense of achievement. This depends on the job. There must be a fruit of some sort in the job. * Growth and promotional opportunities- There must be growth and advancement opportunities in an organization to motivate the employees to perform well. * Responsibility- The employees must hold themselves responsible for the work. The managers should give them ownership of the work. They should minimize control but retain accountability. * Meaningfulness of the work- The work itself should be meaningful, interesting and challenging for the employee to perform and to get motivated. | | Limitations of Two-Factor Theory The two factor theory is not free from limitations: 1. The two-factor theory overlooks situational variables. 2. Herzberg assumed a correlation between satisfaction and productivity. But the research conducted by Herzberg stressed upon satisfaction and ignored productivity. 3. The theory’s reliability is uncertain. Analysis has to be made by the raters. The raters may spoil the findings by analyzing same response in different manner. 4. No comprehensive measure of satisfaction was used. An employee may find his job acceptable despite the fact that he may hate/object part of his job. 5. The two factor theory is not free from bias as it is based on the natural reaction of employees when they are enquired the sources of satisfaction and dissatisfaction at work. They will blame dissatisfaction on the external factors such as salary structure, company policies and peer relationship. Also, the employees will give credit to themselves for the satisfaction factor at work. 6. The theory ignores blue-collar workers. Despite these limitat ions, Herzberg’s Two-Factor theory is acceptable broadly. Implications of Two-Factor Theory | The Two-Factor theory implies that the managers must stress upon guaranteeing the adequacy of the hygiene factors to avoid employee dissatisfaction. Also, the managers must make sure that the work is stimulating and rewarding so that the employees are motivated to work and perform harder and better. This theory emphasize upon job-enrichment so as to motivate the employees. The job must utilize the employee’s skills and competencies to the maximum. Focusing on the motivational factors can improve work-quality.| McGREGOR’S THEORY X & Y In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human behaviour at work, or in other words, two different views of individuals (employees): one of which is negative, called as Theory X and the other is positive, so called as Theory Y. According to McGregor, the perception of managers on the nature of individuals is based on various assumptions.Assumptions of Theory X * An average employee intrinsically does not like work and tries to escape it whenever possible. * Since the employee does not want to work, he must be persuaded, compelled, or warned with punishment so as to achieve organizational goals. A close supervision is required on part of managers. The managers adopt a more dictatorial style. * Many employees rank job security on top, and they have little or no aspiration/ ambition. * Employees generally dislike responsibilities. * Employees resist change. * An average employee needs formal direction.| Assumptions of Theory Y * Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an inherent manner in their jobs. * Employees may not require only threat, external control and coercion to work, but they can use self-direction and self-control if they are dedicated and sincere to achieve the organizational objectives. * If the job is rewarding and satisfying, then it will result in employees’ loyalty and commitment to organization. * An average employee can learn to admit and recognize the responsibility. In fact, he can even learn to obtain responsibility. * The employees have skills and capabilities. Their logical capabilities should be fully utilized. In other words, the creativity, resourcefulness and innovative potentiality of the employees can be utilized to solve organizational problems. Thus, we can say that Theory X presents a pessimistic view of employees’ nature and behaviour at work, while Theory Y presents an optimistic view of the employees’ nature and behaviour at work. If correlate it with Maslow’s theory, we can say that Theory X is based on the assumption that the employees emphasize on the physiological needs and the safety needs; while Theory X is based on the assumption that the social needs, esteem needs and the self-actualization needs dominate the employees. McGregor views Theory Y to be more valid and reasonable than Theory X. Thus, he encouraged cordial team relations, responsible and stimulating jobs, and participation of all in decision-making process. Implications of Theory X and Theory Y | Quite a few organizations use Theory X today. Theory X encourages use of tight control and supervision. It implies that employees are reluctant to organizational changes. Thus, it does not encourage innovation.| | Many organizations are using Theory Y techniques. Theory Y implies that the managers should create and encourage a work environment which provides opportunities to employees to take initiative and self-direction. Employees should be given opportunities to contribute to organizational well-being. Theory Y encourages decentralization of authority, teamwork and participative decision making in an organization. Theory Y searches and discovers the ways in which an employee can make significant contributions in an organization. It harmonizes and matches employees’ needs and aspirations with organizational needs and aspirations.| MOTIVATION INCENTIVES – INCENTIVES TO MOTIVATE EMPLOYEES Incentive is an act or promise for greater action. It is also called as a stimulus to greater action. Incentives are something which are given in addition to wagers. It means additional remuneration or benefit to an employee in recognition of achievement or better work. Incentives provide a spur or zeal in the employees for better performance. It is a natural thing that nobody acts without a purpose behind. Therefore, a hope for a reward is a powerful incentive to motivate employees. Besides monetary incentive, there are some other stimuli which can drive a person to better. This will include job satisfaction, job security, job promotion, and pride for accomplishment. Therefore, incentives really can sometimes work to accomplish the goals of a concern. The need of incentives can be many:- 1. To increase productivity, 2. To drive or arouse a stimulus work, 3. To enhance commitment in work performance, 4. To psychologically satisfy a person which leads to job satisfaction, 5. To shape the behavior or outlook of subordinate towards work, 6. To inculcate zeal and enthusiasm towards work, 7. To get the maximum of their capabilities so that they are exploited and utilized maximally. Therefore, management has to offer the following two categories of incentives to motivate employees:- 1. Monetary incentives- Those incentives which satisfy the subordinates by providing them rewards in terms of rupees. Money has been recognized as a chief source of satisfying the needs of people. Money is also helpful to satisfy the social needs by possessing various material items. Therefore, money not only satisfies psychological needs but also the security and social needs. Therefore, in many factories, various wage plans and bonus schemes are introduced to motivate and stimulate the people to work. 2. Non-monetary incentives- Besides the monetary incentives, there are certain non-financial incentives which can satisfy the ego and self- actualization needs of employees. The incentives which cannot be measured in terms of money are under the category of â€Å"Non- monetary incentivesâ⠂¬ . Whenever a manager has to satisfy the psychological needs of the subordinates, he makes use of non-financial incentives. Non- financial incentives can be of the following types:- a. Security of service- Job security is an incentive which provides great motivation to employees. If his job is secured, he will put maximum efforts to achieve the objectives of the enterprise. This also helps since he is very far off from mental tension and he can give his best to the enterprise. b. Praise or recognition- The praise or recognition is another non- financial incentive which satisfies the ego needs of the employees. Sometimes praise becomes more effective than any other incentive. The employees will respond more to praise and try to give the best of their abilities to a concern. c. Suggestion scheme- The organization should look forward to taking suggestions and inviting suggestion schemes from the subordinates. This inculcates a spirit of participation in the employees. This can be done by publishing various articles written by employees to improve the work environment which can be published in various magazines of the company. This also is helpful to motivate the employees to feel important and they can also be in search for innovative methods which can be applied for better work methods. This ultimately helps in growing a concern and adapting new methods of operations. d. Job enrichment- Job enrichment is another non- monetary incentive in which the job of a worker can be enriched. This can be done by increasing his responsibilities, giving him an important designation, increasing the content and nature of the work. This way efficient worker can get challenging jobs in which they can prove their worth. This also helps in the greatest motivation of the efficient employees. e. Promotion opportunities- Promotion is an effective tool to increase the spirit to work in a concern. If the employees are provided opportunities for the advancement and growth , they feel satisfied and contented and they become more committed to the organization. The above non- financial tools can be framed effectively by giving due concentration to the role of employees. A combination of financial and non- financial incentives help together in bringing motivation and zeal to work in a concern. Positive IncentivesPositive incentives are those incentives which provide a positive assurance for fulfilling the needs and wants. Positive incentives generally have an optimistic attitude behind and they are generally given to satisfy the psychological requirements of employees. For example-promotion, praise, recognition, perks and allowances, etc. It is positive by nature.Negative IncentivesNegative incentives are those whose purpose is to correct the mistakes or defaults of employees. The purpose is to rectify mistakes in order to get effective results. Negative incentive is generally resorted to when positive incentive does not works and a psychological set back has to be given to employees. It is negative by nature. For example- demotion, transfer , fines, penalties.| THE IMPORTANCE OF MOTIVATION Motivation is a very important for an organization because of the following benefits it provides:- 1. Puts human resources into action Every concern requires physical, financial and human resources to accomplish the goals. It is through motivation that the human resources can be utilized by making full use of it. This can be done by building willingness in employees to work. This will help the enterprise in securing best possible utilization of resources. 2. Improves level of efficiency of employees The level of a subordinate or a employee does not only depend upon his qualifications and abilities. For getting best of his work performance, the gap between ability and willingness has to be filled which helps in improving the level of performance of subordinates. This will result into- a. Increase in productivity, b. Reducing cost of operations, and c. Improving overall efficiency. 3. Leads to achievement of organizational goals The goals of an enterprise can be achieved only when the following factors take place :- d. There is best possible utilization of resources, e. There is a co-operative work environment, f. The employees are goal-directed and they act in a purposive manner, g. Goals can be achieved if co-ordination and co-operation takes place simultaneously which can be effectively done through motivation. 4. Builds friendly relationship Motivation is an important factor which brings employees satisfaction. This can be done by keeping into mind and framing an incentive plan for the benefit of the employees. This could initiate the following things: h. Monetary and non-monetary incentives, i. Promotion opportunities for employees, j. Disincentives for inefficient employees. In order to build a cordial, friendly atmosphere in a concern, the above steps should be taken by a manager. This would help in: a. Effective co-operation which brings stability, b. Industrial dispute and unrest in employees will reduce, c. The employees will be adaptable to the changes and there will be no resistance to the change, d. This will help in providing a smooth and sound concern in which individual interests will coincide with the organizational interests, e. This will result in profit maximization through increased productivity. 1. Leads to stability of work force Stability of workforce is very important from the point of view of reputation and goodwill of a concern. The employees can remain loyal to the enterprise only when they have a feeling of participation in the management. The skills and efficiency of employees will always be of advantage to employees as well as employees. This will lead to a good public image in the market which will attract competent and qualified people into a concern. As it is said, â€Å"Old is gold† which suffices with the role of motivation here, the older the people, more the experience and their adjustment into a concern which can be of benefit to the enterprise. From the above discussion, we can say that motivation is an internal feeling which can be understood only by manager since he is in close contact with the employees. Needs, wants and desires are inter-related and they are the driving force to act. These needs can be understood by the manager and he can frame motivation plans accordingly. We can say that motivation therefore is a continuous process since motivation process is based on needs which are unlimited. The process has to be continued throughout. We can summarize by saying that motivation is important both to an individual and a business. Motivation is important to an individual as: 1. Motivation will help him achieve his personal goals. 2. If an individual is motivated, he will have job satisfaction. 3. Motivation will help in self-development of individual. 4. An individual would always gain by working with a dynamic team. Similarly, motivation is important to a business as: 1. The more motivated the employees are, the more empowered the team is. 2. The more is the team work and individual employee contribution, more profitable and successful is the business. 3. During period of amendments, there will be more adaptability and creativity. 4. Motivation will lead to an optimistic and challenging attitude at work place. Staff Motivation – Motivation Tips for Employees Employees are the building blocks of an organization. Organizational success depends on the collective efforts of the employees. The employees will collectively contribute to organizational growth when they are motivated. Below mentioned are some tips for motivating the staff / employees in an organization: Evaluate yourself- In order to motivate, encourage and control your staff’s behaviour, it is essential to understand, encourage and control your own behaviour as a manager. Work upon utilizing your strengths and opportunities to neutralize and lower the negative impact of your weaknesses and organizational threats. The manager should adopt the approach â€Å"You’re OK – I’m OK†. Be familiar with your staff- The manager should be well acquainted with his staff. The more and the better he knows his staff, the simpler it is to get them involved in the job as well as in achieving the team and organizational goals. This will also invite staff’s commitment and loyalty. A cordial superior-subordinate relationship is a key factor in job-satisfaction. Provide the employees certain benefits- Give your staff some financial and other benefits. Give them bonuses, pay them for overtime, and give them health and family insurance benefits. Make sure they get breaks from work. Let them enjoy vacations and holidays. Participate in new employees induction programme- Induction proceeds with recruitment advertising. At this point of time, the potential entrants start creating their own impressions and desires about the job and the organization. The manner in which the selection is conducted and the consequent recruitment process will either build or damage the impression about the job and organization. Thus, the manager must have a say in framing the advertisement and also in the selection and recruitment process. After the decision about the candidate is made, the manager must take personal interest in the selected joinee’s joining date, the family relocation issues, cost of removal, etc. Being observed by the new recruit and your entire team / staff to be involved completely, will ensure a persuasive entry in the organization. Provide feedback to the staff constantly- The staff members are keen to know how they are performing. Try giving a regular and constructive feedback to your staff. This will be more acceptable by the staff. Do not base the feedback on assumptions, but on facts and personal observations. Do not indulge in favouritism or comparing the employee with some one else. Sit with your staff on daily or weekly basis and make sure that feedback happens. This will help in boosting employee’s morale and will thus motivate the staff. Acknowledge your staff on their achievements- A pat on the back, some words of praise, and giving a note of credit to the employee / staff member at personal level with some form of broad publicity can motivate the staff a lot. Make it a point to mention the staff’s outstanding achievements in official newsletters or organization’s journal. Not only acknowledge the employee with highest contribution, but also acknowledge the employee who meets and over exceeds the targets. Ensure effective time management- Having control over time ensures that things are done in right manner. Motivate your staff to have â€Å"closed† times, i.e., few hours when there are no interruptions for the staff in performing their job role so that they can concentrate on the job, and â€Å"open† times when the staff freely communicate and interact. Plan one to one sessions of interaction with your staff where they can ask their queries and also can get your attention and, thereby, they will not feel neglected. This all will work in long run to motivate the staff. Have stress management techniques in your organization- Create an environment in which you and your staff can work within optimum pressure levels. Ensure an optimistic attitude towards stress in the workplace. Have training sessions on stress management, and ensure a follow-up with group meetings on the manner stress can be lowered at work. Give your staff autonomy in work. Identify the stress symptoms in employees and try to deal with them. Smile often- Smiling can have a tremendous effect on boosting the morale of the staff. A smiling superior creates an optimistic and motivating work environment. Smiling is an essential component of the body language of confidence, acceptance and boldness. Smile consistently, naturally and often, to demonstrate that you feel good and positive about the staff who works for you. It encourages new ideas and feedback from the staff. The staff does not feel hesitant and threatened to discuss their views this way. Listen effectively- Listening attentively is a form of recognizing and appreciating the person who is talking. Reciprocal / Mutual listening develops cordial and healthy personal relationships on which the employee / staff development rests. If the managers do not listen attentively to the subordinates, the morale of the subordinates lowers down and they do not feel like sharing their ideas or giving their views. Effective listening by the manager boosts up the employees’ morale and thus motivates them. Ensure effective communication- In order to motivate your staff, indulge in effective communication such as avoid using anger expressions, utilize questioning techniques to know staff’s mindset and analysis rather than ordering the staff what to do, base your judgements on facts and not on assumptions, use relaxed and steady tone of voice, listen effectively and be positive and helpful in your responses. Share your views with the staff. Develop and encourage creativity- The staff should be encouraged to develop the creativity skills so as to solve organizational problems. Give them time and resources for developing creativity. Let them hold constant brainstorming sessions. Invite ideas and suggestions from the staff. They may turn out to be very productive. Don’t be rigid. Be flexible- Introduce flexibility in work. Allow for flexible working hours if possible. Let the employees work at home occasionally if need arises. Do not be rigid in accepting ideas from your staff. Stimulate flexible attitudes in the employees who are accountable to you by asking what changes they would like to bring about if given a chance. Adopt job enrichment- Job enrichment implies giving room for a better quality of working life. It means facilitating people to achieve self-development, fame and success through a more challenging and interesting job which provides more promotional and advancement opportunities. Give employees more freedom in job, involve them in decision-making process, show them loyalty and celebrate their achievements Respect your team- Respect not only the employees’ rights to share and express their views, and to be themselves, but their time too. This will ensure that the employees respect you and your time. Make the staff feel that they are respected not just as employees / workers but as individuals too.

Free Essays on Courage to Exceed Ourselves

The Courage to Exceed Ourselves If you give a child a book but do not teach them to read will the child understand the story? If only half of a lesson is presented to a child, the full picture is unattainable. There are many personality types and a varity of role models available to children today, to choose right from wrong is often difficult. In our society there are adults who are blind of the truth by choice, they take only the facts that are attractive to them and form a canon or belief that is not justified. Then, pass along their opinions to the children in their midst as if it were truth. Most religions, governments, and families are attempting to achieve, on a basic level, the same goal, but are using to many different approaches. This behavior can be observed throughout time in any country from daily family life to government policies, laws, and in the separation of religious beliefs or practices. For example: a child born to a Mormon family raised with heavy influence by the church could have easily been born into a Catholic family and raised within the influence of the Catholic beliefs. When the Mormon child grows to an adult and stands within their church, can a Catholic or any other person of different religious beliefs honestly chastize them for following and abiding by the standards of life they were taught? We instill fear of the world outside of the familiar into to our children from the day they are born. In every individual home there is a history to learn from. Often those histories are not all laid before the child. This creates only a partial picture for the child to learn values and make decisions from and with this try to understand the past that follows them to the future. We teach our children not to talk to stangers, to take a stand for what they believe in, and to be cautious of the unknown. Then we push them out into the unknown and hope they will find a way to improve the world we have mad... Free Essays on Courage to Exceed Ourselves Free Essays on Courage to Exceed Ourselves The Courage to Exceed Ourselves If you give a child a book but do not teach them to read will the child understand the story? If only half of a lesson is presented to a child, the full picture is unattainable. There are many personality types and a varity of role models available to children today, to choose right from wrong is often difficult. In our society there are adults who are blind of the truth by choice, they take only the facts that are attractive to them and form a canon or belief that is not justified. Then, pass along their opinions to the children in their midst as if it were truth. Most religions, governments, and families are attempting to achieve, on a basic level, the same goal, but are using to many different approaches. This behavior can be observed throughout time in any country from daily family life to government policies, laws, and in the separation of religious beliefs or practices. For example: a child born to a Mormon family raised with heavy influence by the church could have easily been born into a Catholic family and raised within the influence of the Catholic beliefs. When the Mormon child grows to an adult and stands within their church, can a Catholic or any other person of different religious beliefs honestly chastize them for following and abiding by the standards of life they were taught? We instill fear of the world outside of the familiar into to our children from the day they are born. In every individual home there is a history to learn from. Often those histories are not all laid before the child. This creates only a partial picture for the child to learn values and make decisions from and with this try to understand the past that follows them to the future. We teach our children not to talk to stangers, to take a stand for what they believe in, and to be cautious of the unknown. Then we push them out into the unknown and hope they will find a way to improve the world we have mad...

Gsk Case Study Essays

Gsk Case Study Essays Gsk Case Study Essay Gsk Case Study Essay Kline Public Relations Plan Case Study GlaxoSmithKline Healthcare Reform Accessibility to Medicines: Public Relations Plan Case Study by Jill Leigh Bullock Leigh Publishing Publicist WVU Graduate Student To Learn More About Leigh Publishing Contact [emailprotected] com RI? FH www. leighpublishing. com Case Study Public Relations Plan provided in conjunction with the Perley Isaac Reed School of Journalism Integrated Marketing Communication Master’s Program at West Virginia University Integrated Marketing Communications 618: Public Relations Dr. Debra Davenport October 26, 2009 GlaxoSmithKline Public Relations Plan Case Study Page 1 GlaxoSmithKline Public Relations Plan Case Study Page 2 GlaxoSmithKline Public Relations Plan Case Study Page 3 GlaxoSmithKline Public Relations Plan Case Study Page 4 GlaxoSmithKline Public Relations Plan Case Study Page 5 GlaxoSmithKline Public Relations Plan Case Study Page 6 GlaxoSmithKline Public Relations Plan Case Study Page 7 GlaxoSmithKline Public Relations Plan Case Study Page 8 GlaxoSmithKline Public Relations Plan Case Study Page 9 GlaxoSmithKline Public Relations Plan Case Study Page 10 GlaxoSmithKline Public Relations Plan Case Study Page 11 GlaxoSmithKline Public Relations Plan Case Study Page 12 GlaxoSmithKline Public Relations Plan Case Study Page 13 GlaxoSmithKline Public Relations Plan Case Study Page 14 GlaxoSmithKline Public Relations Plan Case Study Page 15 GlaxoSmithKline Public Relations Plan Case Study Page 16 GlaxoSmithKline Public Relations Plan Case Study Page 17 GlaxoSmithKline Public Relations Plan Case Study Page 18 : GlaxoSmithKline Public Relations Plan Case Study Page 19 GlaxoSmithKline Public Relations Plan Case Study Page 20 GlaxoSmithKline Public Relations Plan Case Study Page 21 GlaxoSmithKline Public Relations Plan Case Study Page 22 GlaxoSmithKline Public Relations Plan Case Study Page 23 GlaxoSmithKline Public Relations Plan Case Study Page 24 GlaxoSmithKline Public Relations Plan Case Study Page 25 GlaxoSmithKline Public Relations Plan Case Study Page 26 GlaxoSmithKline Public Relations Plan Case Study Page 27 GlaxoSmithKline Public Relations Plan Case Study Page 28 GlaxoSmithKline Public Relations Plan Case Study Page 29 GlaxoSmithKline Public Relations Plan Case Study Page 30 GlaxoSmithKline Public Relations Plan Case Study Page 31 GlaxoSmithKline Public Relations Plan Case Study Page 32 GlaxoSmithKline Public Relations Plan Case Study Page 33 GlaxoSmithKline Public Relations Plan Case Study Page 34 GlaxoSmithKline Public Relations Plan Case Study Page 35 GlaxoSmithKline Public Relations Plan Case Study Page 36 GlaxoSmithKline Public Relations Plan Case Study Page 37 GlaxoSmithKline Public Relations Plan Case Study Page 38 GlaxoSmithKline Public Relations Plan Case Study Page 39 GlaxoSmithKline Public Relations Plan Case Study Page 40 GlaxoSmithKline Public Relations Plan Case Study Page 41 GlaxoSmithKline Public Relations Plan Case Study Page 42 GlaxoSmithKline Public Relations Plan Case Study Page 43 GlaxoSmithKline Public Relations Plan Case Study Page 44 GlaxoSmithKline Public Relations Plan Case Study Page 45 GlaxoSmithKline Public Relations Plan Case Study Page 46 GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 Page 47 Do more, feel better, live longer August 2009 Interim Update Updates to information in our 2008 Corporate Responsibility report published in March 2009 have been inserted into the relevant sections of the report and are highlighted in blue boxes in a similar style to this text. Our responsibility 980 Great West Road, Brentford, Middlesex, TW8 9GS, UK Tel: +44 (0)20 8047 5000 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 48 Corporate Responsibility Report 2008 Contents You have downloaded the full Corporate Responsibility Report 2008. Corporate responsibility at GSK Message from the CEO Our Corporate Responsibility Principles Business case for corporate responsibility Our key issues Corporate responsibility governance Stakeholder engagement About our reporting Benchmarking Assurance and internal audit Corporate responsibility data summary Resources and downloads 4 6 8 10 11 13 21 23 25 27 30 Research practices Emerging technologies – Cloning technology and stem cell research – Genetic research – Collaborative research on emerging technologies Animal research Human tissue research Medical governance Clinical research – Planning and approval – Informed consent – Post-trial treatment – Clinical trials in the developing world Public disclos ure of clinical research Patient safety – Patient safety governance framework – Collecting and reporting safety data – Performance 0DLQWDLQLQJ WKH FRQ? GHQWLDOLW of research participants Working with healthcare professionals Training and auditing Case studies QAs 104 105 106 107 108 109 115 116 117 118 119 120 121 122 125 126 127 132 133 134 135 138 140 Contribution to global health The cost of disease The role of vaccines Treating ill health Disease awareness and prevention Investing in RD RQWULEXWLQJ WR VFLHQWL? F XQGHUVWDQGLQJ 3UHSDULQJ IRU SDQGHPLF AX QAs 31 32 33 35 39 44 46 48 51 Access to medicines Our approach and contribution The role of others Developing countries – Research and development – Public-Private partnerships – Product registrations – Preferential pricing – Pricing in middle-income countries Developed countries Pricing our medicines Intellectual property The future Response to assurance recommendations Case studies QAs 53 55 57 59 60 71 73 75 79 86 88 89 93 96 98 101 Ethical conduct Code of Conduct and business ethics Marketing ethics – Relationships with healthcare professionals – Direct-to-consumer advertising Training and awareness – Leading by example – Performance and plans Monitoring and compliance Case studies QAs 42 143 145 147 151 154 156 157 159 163 165 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Corporate Responsibility Report 2008 Contents Page 49 Supply chain Responsibility and our supply chain – Human rights clause – Choosing suppliers – Monitoring and engagement – Supplier diversity – Fair treatment of suppliers Maintaining quality Security of supply Counterfeiting Case studies QAs 67 168 170 171 172 176 178 179 180 181 184 185 Our people Our culture and behaviours Restructuring Consultation Communication Diversity and inclusion Training and development Reward and recognition Health, safety and wellbeing – Health and safety management – Hazard assessment and communication – Safety programmes – Health and wellbeing programmes – Health and business continuity – Training and awareness – Performance Case studies QAs 255 57 258 259 260 263 267 269 270 271 273 275 278 280 281 282 288 290 Environmental sustainability Plan for excellence – Targets – The journey to sustainability Man aging EHS and sustainability – EHSS vision and policy – Training and awareness – Audits and compliance – Reward and recognition – Management of EHSS Environmental fundamentals – Wastewater – Hazardous and non-hazardous waste – Contaminated land – Emissions to air – EHSS in business processes – Supplier performance Sustainability – Materials HI? FLHQF – Climate change and energy – Water use – Product stewardship – Packaging Open and transparent relations – Stakeholder engagement – EHSS reporting – Assurance – GSK response to assurance QAs Environmental metrics 186 187 188 190 192 193 194 196 198 199 200 201 204 210 211 216 217 218 219 221 230 233 240 241 242 243 244 247 249 250 Human rights Employees Suppliers Communities Society Activities in sensitive countries 292 293 294 295 296 297 Public policy and patient advocacy Our approach to external affairs Public policy activity in 2008 – Advocacy on healthcare and disease prevention – Advocacy on research practices – Advocacy on patient safety – Advocacy on intellectual property – Advocacy on pricing and competitiveness Political contributions and lobbying expenditures Patient advocacy – Transparency – Understanding patients – Developing industry standards – Advocacy in 2008 QAs 298 299 301 302 304 306 307 309 310 312 314 315 316 317 318 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Corporate Responsibility Report 2008 Contents Page 50 Our work with communities Community investment Preventing disease – Eliminating lymphatic ? ODULDVLV – Personal Hygiene And Sanitation Education (PHASE) – Local programmes Building community capacity – Combating HIV/AIDS – Positive Action – Combating malaria – Africa Malaria Partnership – Local programmes – Responding to disasters around the world Supporting science education Our plans 319 321 323 324 325 326 327 328 329 330 332 333 335 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 51 Home Responsibility Corporate responsibility at GSK Corporate Responsibility Report 2008 Corporate responsibility at GSK Corporate responsibility (CR) is central to our business. We aim to operate in a way that reflects our values, to understand and respond to stakeholder views and to connect business decisions to ethical, social and environmental concerns. We seek to minimise the negative impacts and maximise the benefits of our business. Read a message from our CEO on the importance of CR at GSK. Every GSK employee is responsible for upholding our values and maintaining high ethical standards. Our Corporate Responsibility Principles define our approach to our key responsibility issues and provide guidance for employees on the standards to which the company is committed. We communicate with our people to underline our commitment to corporate responsibility and to update them on our progress. We also engage with our external stakeholders  ± including healthcare professionals, investors, patients, nongovernmental organisations, local communities and suppliers  ± to identify key issues and to gain feedback on our approach to corporate responsibility. Our business makes a valuable contribution to society through the medicines and vaccines we produce which improve people ¶s lives. However, we know that the research and development, manufacture and sale of medicines and vaccines raise ethical issues. Consequently, the pharmaceutical industry is subject to a high level of public scrutiny and sometimes critical media coverage. We aim for the highest ethical standards and we regularly report on our progress. This is essential for maintaining good relationships with our stakeholders, achieving the goals of our strategic priorities and ensuring the future sustainability of our business. It also supports our inclusion in key sustainability indices such as the FTSE4Good index and Dow Jones Sustainability Index. See how we scored in industry and investor benchmarks. Our Corporate Responsibility Principles define our approach to our key responsibility issues and provide guidance for employees on the standards to which the company is committed. Read about our management structures and processes for advancing progress on our CR Principles. Back to top Page 3 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 52 Home Responsibility Corporate responsibility at GSK Message from the CEO Corporate Responsibility Report 2008 Message from the CEO A new mindset Welcome to GSK ¶s Corporate Responsibility report which provides information on our activity and performance during 2008. We want to be a company that is forward looking, innovative and willing to try new approaches and partnerships; a company that is constantly looking for new and sustainable ways to increase access to our medicines and vaccines, especially for those least able to pay. We have made significant progress in helping to address global healthcare challenges. For example, over the past ten years we have donated over one billion tablets to the programme to eliminate lymphatic filariasis, a debilitating tropical disease and we are doubling manufacturing capacity to 600 million tablets a year. Our commitment to preferential pricing means we offer our AIDS and malaria medicines at not-for-profit prices in the world ¶s poorest countries. We also supply our vaccines to organisations such as GAVI and UNICEF at preferential prices, typically 10-20 per cent of the prices in developed countries. But for every success story, there are examples of where we could do more. As I review our performance, I believe it is time for a new mindset in our industry and a new contract with society. In these difficult economic times it is a challenge to think beyond short-term performance. But we must look to the long-term and not be distracted by our own economic problems when the needs of the developing world remain just as pressing. To begin with, there are four areas where we can show we are going to do things differently. First, we are exploring a more flexible approach to intellectual property rights to incentivise much needed research into medicines for 16 neglected tropical diseases where there is a severe lack of research. One option is a Least Developed Country (LDC)  µpatent pool ¶ in to which we would put our relevant small molecule compounds, process patents or other knowledge, and which would allow others access to develop and produce new products. Secondly, on 1 April 2009 we will reduce our prices for patented medicines in the 50 poorest countries in the world, the LDCs, so they are no higher than 25 per cent of the developed world price. Where possible we will reduce our prices further while ensuring we cover our manufacturing costs so this offer is sustainable. We also recognise the challenge in middle-income countries where there is a wide disparity in incomes and ability to pay. Here our intention is to work on a case-by-case basis recognising that there is no  µone size fits all ¶ solution to improving access to medicines in these countries. Thirdly, we will seek out partnerships and open the doors of our developing world research centre in Spain. We already know what partnership can achieve  ± for example, we successfully trialled a malaria vaccine candidate in partnership with the PATH ¶s Malaria Vaccine Initiative and the Bill and Melinda Gates Foundation. If we extend this approach the benefits will be huge. Fourthly, working with partners such as NGOs, we will reinvest 20 per cent of the profit we make from selling medicines in LDCs to support the strengthening of healthcare infrastructure in these countries. Our sales in LDCs are relatively low so this profit is limited; initially this funding will amount to ? 1 to ? 2 million annually. But by our action we hope to send a signal to all multi-national companies operating in LDCs to join us and make a meaningful change in these countries. In all developing countries we must transform GSK into a local company addressing local healthcare needs. Our Brazilian business is leading the way  ± supplying vaccines and sharing technical expertise to help build local capacity. We will not forget that significant healthcare challenges exist in developed countries too. We must work in partnership to create a virtuous circle, where industry gets rewarded for demonstrating genuine innovation, Page 4 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 53 healthcare payers get value-for-money because our medicines save them from high-cost healthcare interventions, and more patients get the medicines they need. Of course, access to medicines is not the only issue that counts. We want GSK to be recognised around the world by all stakeholders as a company with the highest ethical standards. We made good progress in 2008. We committed to stopping all corporate political contributions from 2009. Our decision to report more fully on our funding for medical education, atient groups and payments to physicians, will increase transparency and provide reassurance to stakeholders. Reflecting our commitment to animal welfare, we took a voluntary decision to end research in great apes, the highest-order of animals next to humans. It is time for a new mindset in our industry and a new contract with society. With the support of other pharmaceutical companies and partners outside the industry, I believe significant improvements in human health can really be achieved. Andrew Witty, CEO Back to top Page 5 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. df GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 54 Home Responsibility Corporate responsibility at GSK Our Corporate Responsibility Principles Corporate Responsibility Report 2008 Our Corporate Responsibility Principles Our Corporate Responsibility Principles identify our key responsibility issues and provide guidance for employees on the standards to which GSK is committed: Employment practices We will treat our employees with respect and dignity, encourage diversity and ensure fair treatment through all phases of employment. We will provide a safe and healthy working environment, support employees to perform to their full potential and take responsibility for the performance and reputation of the business. Read more about our employment practices. Human rights We are committed to upholding the UN Universal Declaration of Human Rights, the OECD guidelines for Multi-National Enterprises and the core labour standards set out by the International Labour Organization. We expect the same standards of our suppliers, contractors and business partners working on GSK ¶s behalf. Read more about our approach to human rights. Access to medicines We will continue to research and develop medicines to treat diseases of the developing world. We will find sustainable ways to improve access to medicines for disadvantaged people, and will seek partnerships to support this activity. Read about our approach in Access to medicines. Leadership and advocacy We will establish our own challenging standards in corporate responsibility, appropriate to the complexities and specific needs of our business, building on external guidelines and experience. We will share best practice and seek to influence others, while remaining competitive in order to sustain our business. Community investment We will make a positive contribution to the communities in which we operate, and will invest in health and education programmes and partnerships that aim to bring sustainable improvements to under-served people in the developed and developing world. Read about our work with communities. Engagement with stakeholders We want to understand the concerns of those with an interest in corporate responsibility issues. We will engage with a range of stakeholders and will communicate openly about how we are addressing CR issues, in ways that aim to meet the needs of different groups while allowing us to pursue legitimate business goals. Read about our stakeholder engagement. Standards of ethical conduct We expect employees to meet high ethical standards in all aspects of our business, by conducting our activities with honesty and integrity, adhering to our CR principles, and complying with applicable laws and regulations. Read about ethical conduct. Research and innovation In undertaking our research and in innovating: We may explore and apply new technologies and will constructively engage stakeholders on any concerns that may arise. We will ensure that our products are subject to rigorous scientific evaluation and testing for safety, effectiveness and quality We will comply with or exceed all regulations and legal standards applicable to the research and development of our products Read more about our research practices. Products and customers We will promote our products in line with high ethical, medical and scientific standards and will comply with all applicable laws and regulations. Read more about our marketing ethics. Page 6 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 55 Caring for the environment We will operate in an environmentally responsible manner through systematic management of our environmental impacts, measurement of our performance and setting challenging performance targets. We will improve the efficiency of all our activities to minimise material and energy use and waste generated. We aim to find opportunities to use renewable materials and to recycle our waste. Read more about environmental sustainability. Back to top Page 7 of 336 Source: Retrieved October 24, 2009, from www. gsk. om/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 56 Home Responsibility Corporate responsibility at GSK Business case for corporate responsibility Corporate Responsibility Report 2008 Business case for corporate responsibility Demonstrating that our practices are responsible and ethical benefits the business in the following ways: An improved reputation and greater trust in GSK products The ability to attract, retain and motivate talented people. This is becoming increasingly important as fewer young people in our major markets choose science-based careers Constructive engagement with stakeholders. This helps us to prevent avoidable conflict and identify innovative approaches that benefit GSK and wider society Greater access to markets and the ability to influence healthcare policy through improved relationships with regulators and healthcare payers. Helping governments to increase access to medicines and resolve healthcare challenges is particularly important Greater ability to anticipate and prepare for legislative changes and maintain a competitive advantage Helping to maintain support for the intellectual property system by finding innovative ways to increase access to medicines Reduced costs and more efficient use of resources through increased environmental efficiency Our business strategy Our business performance and development are driven by three strategic priorities which are supported by our corporate responsibility activities. We believe that corporate responsibility should be managed as part of our overall business strategy and through our day-to-day business operations. For this reason we do not have a separate corporate responsibility strategy at GSK. Corporate responsibility and our strategic priorities We have established strategic priorities which we believe will increase growth, reduce risk and improve our long-term financial performance: Grow a diversified global business Deliver more products of value Simplify the operating model We believe these priorities will enable us to navigate the coming years more successfully and retain our leading-edge position as a company able to meet patients ¶ and healthcare providers ¶ needs into the future. Running our business in a responsible way is fundamental to our success and inseparable from our strategic priorities. We want to work in way that reflects our values, seeks to understand and respond to stakeholder views and connects our business decisions to ethical, social and environmental concerns. In this way we aim to minimise the negative impacts and maximise the positive benefits of our business. Page 8 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 57 Back to top Page 9 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. df GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 58 Home Responsibility Corporate responsibility at GSK Our key issues Corporate Responsibility Report 2008 Our key issues Our CR reporting is focused on the most material (significant and relevant) issues for our business. The following factors influence our materiality assessment: Our business strategy Our risk management processes. Stakeholder interest, including investor feedback Changes in our business and operations, for example the types of product we produce or the locations in which we operate. Existing and proposed legislation Public opinion and press coverage We have identified the following responsibility issues as most material to GSK: The contribution our core business makes to health through research, development, manufacture and the sale of medicines and vaccines Increasing access to medicines in under-served communities Ethical standards in research and development, and sales and marketing Our environmental impact, particularly climate change Back to top Page 10 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. df GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 59 Home Responsibility Corporate responsibility at GSK Corporate responsibility governance Corporate Responsibility Report 2008 Corporate responsibility governance Our Corporate Responsibility Committee (CRC) of Non-Executive Directors provides high-level guidance on our approach to CR. The CEO and members of the Corporate Executive Team (CET) are accountable for responsible management of the business and participate in CRC meetings. During 2008 the Committee members were Sir Christopher Gent (Chair), Dr Stephanie Burns, Dr Daniel Podolsky, Sir Ian Prosser and Tom de Swaan. The Committee meets three times a year to review our policies and progress on our CR Principles. The Committee reviews our performance against five of our CR Principles annually. These are access to medicines, standards of ethical conduct, research and innovation, employment practices and community investment. Other Principles are discussed at least once every two years. The Committee reports its findings to the Board. Management of corporate responsibility During 2008 the CRC reviewed GSK ¶s activity in a number of areas, including access to medicines, community partnerships, humanitarian donations, employee volunteering, sales and marketing practices, disclosure of funding of medical education and patient advocacy groups, product safety and communication of clinical trial results, RD on diseases of the developing world, use of animals in research, outsourcing of research, research in emerging markets, reduction of employee numbers through restructuring, employee consultation requirements and employment litigation n the US. The Committee also reviews and signs off the annual performance information published on this website and our annual CR highlights document. To augment GSKs engagement with stakeholder opinion, in March 2009 Sophia Tickell was appointed as an external advisor to the Corporate Responsibility Committee. Sophia is an Executive Director and member of the Leadership team at SustainAbility, a think tank and consultancy that seeks to enhance business engagement with social and environmental concerns. Sophia has extensive experience of constructively challenging companies to increase their understanding of societal expectations and to develop strategies to meet them. She has gained this experience in her work as a journalist in Latin America, through her work in Page 11 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 60 nternational development and her advocacy work at Oxfam and, most recently, through her direction of the investor-led Pharma Futures dialogues which aim to better align societal and shareholder value. Sophia will attend the meetings of the Corporate Responsibility Committee and advise the company in this capacity. Read more about the Corporate Responsibility Committee. Corporate responsibility risks Our Risk Oversight and Compliance Council (ROCC) coordinates the management of significant business risks. The ROCC also considers reputational and corporate responsibility risks. Read more about risk management and compliance at GSK. Management structure CR covers a very diverse range of issues at GSK so we believe it should be managed within our business functions, where the relevant subject experts work. We have a cross-functional team made up of representatives from key business areas which oversees development, implementation and communication of policies, including any responsibility elements, across GSK. The members are senior managers with direct access to our Corporate Executive Team. We have a small central CR team to coordinate policy development and reporting specifically with respect to CR, and to communicate with socially responsible investors and other stakeholders. Measuring performance We have established metrics and key performance indicators to track our performance on responsibility issues. Back to top Page 12 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 61 Home Responsibility Corporate responsibility at GSK Stakeholder engagement Corporate Responsibility Report 2008 Stakeholder engagement Stakeholder engagement and dialogue enables us to connect with the views and opinions of the societies in which we operate. It helps us identify important issues and shape our responses in the interest of our shareholders and wider society. Regular engagement means we are better informed of emerging and current issues and changing societal expectations. It provides an opportunity for us to voice our approach to responsibility issues, obtain important feedback and build trust. Most of this discussion takes place in the normal course of business. For example, our scientists regularly meet academics, researchers and other pharmaceutical companies through advisory boards and medical conferences. Here we describe how we engage with our stakeholders, give examples of our engagement in 2008 by stakeholder group and provide information on how we are responding to the feedback we receive. You will find further examples of our engagement with stakeholders throughout this website. Back to top Page 13 of 336 Source: Retrieved October 24, 2009, from www. sk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 62 Home Responsibility Corporate responsibility at GSK Stakeholder engagement How we engage Corporate Responsibility Report 2008 How we engage Healthcare professionals We engage with healthcare professionals in many ways, including through our sale s representatives and when running clinical trials. Read about our research and ethics policies governing relationships with healthcare professionals. Patients GSK researchers and scientists meet patients as part of our  µFocus on the Patient ¶ initiative. This engagement influences our understanding of diseases and our research priorities, read more in our case study. We also support the work of patient advocacy groups and we conduct market research via third parties to understand patient needs. Governments and regulators We engage in debate on legislation and seek to influence policy decisions that affect GSK. We also engage with governments on responsibility-related issues. Healthcare providers We engage with healthcare providers through our government affairs, marketing and access to medicines activities. Investors We meet regularly with investors and socially responsible investors. Read more about our investor engagement activities. Employees We seek feedback from our employees through regular surveys. We also consult employees on changes that affect them and discuss business developments through regional and national consultation forums. Local communities Our interactions with local communities are managed by individual GSK sites. Read more about our financial and practical support for communities . Multilateral agencies We engage with multilateral agencies through our access and public health initiatives. Non-governmental organisations (NGOs) We engage with international and local NGOs through our access , education and public health programmes and as part of our public policy work. We also engage regularly with animal welfare organisations. Read more about animal research at GSK . Scientific community and academic partnerships It is important for GSK to be part of scientific debates and we are involved in a number of academic collaborations. Suppliers We hold global and regional supplier review meetings where senior GSK managers address and interact with suppliers on key issues. Read more about our engagement with suppliers. Peer companies We engage with peer companies through membership of pharmaceutical industry organisations, for example Page 14 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study g g p p g p p EFPIA, PhRMA, and IFPMA, and through collaboration on specific projects. Back to top Appendix A: GSK Corporate Responsibility Report, 2008 (cont. Page 63 y g p Page 15 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 64 Home Responsibility Corporate responsibility at GSK Stakeholder engagement Engagement with employees Corporate Res ponsibility Report 2008 Engagement with employees It is important that our employees know about our commitment to corporate responsibility, understand their responsibilities and keep up-to-date with our progress. Read about our approach to embedding an ethical culture at GSK. We keep employees informed about corporate responsibility through our myGSK intranet site and Spirit, our internal quarterly magazine, which feature articles on responsibility issues. Read about how we engage with employees on environment, health and safety issues. In 2008 at least nine articles on responsibility issues were published in Spirit. These included articles on environmental sustainability, community investments and our efforts to combat diseases of the developing world such as lymphatic filariasis. This year we published four editions of Spirit, distributing 33,500 copies of each edition internally. Additionally, during the year, an online version of the magazine was introduced on the intranet, offering access to more employees. We distributed our 2007 Corporate Responsibility Review with Spirit magazine and directly to the Corporate Executive Team and GSK Board, senior managers, site directors and all communications staff. News articles and icons on our intranet site were used to guide users directly to the Review. This year we have published a shorter CR Highlights document to direct people to this website. We are raising awareness of this online CR Report by publicising it on our website and the company intranet. Back to top Page 16 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 65 Home Responsibility Corporate responsibility at GSK Stakeholder engagement Engagement with investors Corporate Responsibility Report 2008 Engagement with investors We held 20 meetings with investors in 2008 to discuss responsibility issues. These comprised one-to-one meetings and teleconferences, and a socially responsible investment (SRI) roadshow. Investor questions Some of the questions raised by investors about responsibility issues in 2008 concerned: Access to medicines Clinical trial results disclosure Clinical trials in the developing world Patient safety Our operations in sensitive countries. Read more about GSK ¶s position on human rights Sales and marketing practices. Read more about marketing ethics at GSK Stem cell research Animal research including genetic engineering of animals Environmental issues including climate change and water pollution Political contributions We also disclose information on our greenhouse gas emissions through the Carbon Disclosure Project (CDP), an investor collaboration. Back to top Page 17 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. Page 66 Home Responsibility Corporate responsibility at GSK Stakeholder engagement Engagement with opinion leaders Corporate Responsibility Report 2008 Engagement with opinion leaders Ipsos MORI survey GSK participated in the Ipsos MORI survey which rates companies according to CR experts ¶ and NGOs ¶ perception of their CR performance. In 2008 nearly three-quarters of the 41 people surveyed thought that GSK too k its responsibilities seriously, maintaining the significant improvement made in 2007 compared with 2006. GSK was the seventh-highest rated company on this question (out of 26 companies). Three of 41 respondents spontaneously mentioned GSK as a leader in corporate responsibility; there were no spontaneous mentions of GSK last year. Back to top Page 18 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 67 Home Responsibility Corperate Responsibility at GSK Stakeholder engagement Engagement on access to medicines Corporate Responsibility Report 2008 Engagement on access to medicines Engagement on issues relating to access to medicines during 2008 is described in the Access to medicines section. As well as the engagement during 2008, GSK conducted three formal stakeholder discussions during 2007 to get feedback on our approach to different issues relating to access to medicines . We engaged with influential individuals and organisations with expertise in this area, including NGOs, government representatives, journalists, academics, investors and industry organisations. The topics covered were: Increasing access to HIV/AIDS medicines in developing countries Expanding RD into diseases of the developing world Increasing access to medicines in middle-income countries While we do not necessarily agree with all the comments made by participants, these sessions provided valuable feedback on our approach. Feedback on GSK ¶s approach in developing countries Participants felt that GSK has a moral responsibility to make its products accessible to poor people and that access to medicines is also important to GSK ¶s long-term business sustainability. It was felt that GSK ¶s approach to increasing access in developing countries (RD, preferential pricing and voluntary licensing) is appropriate, although participants would like GSK to invest more in RD into diseases of the developing world and do more to remove obstacles to the supply of generic medicines in these countries. Participants urged GSK to collaborate more with other pharmaceutical companies to address access issues in developing countries. It was felt that an industry-wide approach could help to address issues more quickly and effectively. Feedback on GSK ¶s approach in middle-income countries, Participants emphasised the importance of increasing access to medicines in middle -income countries (MICs) where there are still large numbers of very poor people. They encouraged GSK not to treat MICs as we would high-income countries. Participants felt that GSK does not have a clear strategy on access in MICs. They would like GSK to be clearer on its approach and objectives; in particular they would like to know if we regard MICs as significant commercial markets. It was pointed out that chronic diseases are a growing problem in MICs. It was suggested that GSK take a broad approach to access that encompasses all its medicines, not just those for high-profile diseases such as HIV/AIDS, malaria and TB. Read about the findings from these session in more detail. Back to top Page 19 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 68 Home Responsibility CR at GSK Stakeholder engagement Engagement on EHS Corporate Responsibility Report 2008 Engagement on EHSS We have an Environment, Health and Safety and Sustainability Stakeholder Panel in the UK which has provided independent feedback on our performance since 2005. The panel of 13 members represents customers, suppliers, regulators, public interest groups and investors. Two senior EHSS representatives from GSK regularly participate and other GSK managers attend discussions on specific topics. The panel is facilitated by The Environment Council, an independent charity. The panel met in April and October 2008 to debate a range of issues including: The broad issue of sustainability GSK ¶s position on nanotechnology Progress with climate change, process safety and green chemistry programmes GSK ¶s plans for complying with the EU ¶s Registration, Evaluation and Authorisation of Chemicals (REACH) legislation, mass efficiency improvement and pharmaceuticals in the environment We have been using the feedback from the stakeholder panel to inform our Environment, Health and Safety and Sustainability programme. The panel is also providing input to the new GSK Sustainability Council composed of senior managers from across GSK. Panel members provided feedback about the direction the panel should take and the effectiveness of the dialogue. They proposed that the panel should have a broader geographic reach. We have therefore added three new European panel members and are recruiting two more. The panel finds GSK honest and open in the discussions so they consider their participation to be valuable. However they commented that it takes GSK a long time to demonstrate changes that occur as a result of their suggestions and feedback. We value the feedback we receive from the panel and we will look for ways to speed up our response to their recommendations. Many of our sites also engage with stakeholders locally on EHSS issues, through activities such as open days, newsletters and community projects. Back to top Page 20 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 69 Home Responsibility Corporate responsibility at GSK About our reporting Corporate Responsibility Report 2008 About our reporting Welcome to our 2008 Corporate Responsibility Report. This year we have reported on our activities and performance online, providing easy access to information on key issues plus the ability to build a custom version of our 2008 Report. How we report We report our corporate responsibility activities and performance annually. This website contains a detailed account of our CR policies and performance in 2008. Selected performance information can also be downloaded, read more about how to use this website. We also publish Corporate Responsibility Highlights which provides an overview of our approach to CR. It is available in print. Data relate to worldwide operations for the calendar year 2008, except where stated. Environmental data are collected from all 79 of our Pharmaceutical, Consumer Healthcare and Nutritionals manufacturing sites, 14 of the 15 vaccines sites (one is not yet in operation), 22 of 31 Pharmaceutical and Consumer Healthcare RD sites including five whose environmental data are included with their host sites (nine are too small or too new to warrant collection of environmental data in 2008), the US and UK headquarters buildings and 15 smaller offices and distribution centres. Injury and illness data are collected from all 79 of our Pharmaceutical, Consumer Healthcare and Nutritionals manufacturing sites, 14 of the 15 vaccines sites (one is not yet in operation), 29 of 31 Pharmaceutical and Consumer Healthcare RD sites (two are considered too new to start reporting), the US and UK headquarters sites, 18 offices and sales groups with more than one million hours worked, and 46 of the smaller offices and distribution centres. Data in the environment and health and safety sections are independently assured by SGS. We use external guidelines to inform our reporting where relevant. We do not base our report on the Global Reporting Initiative (GRI) guidelines but we have produced a GRI index to show which elements of the guidelines are covered in the report and to aid comparison with other company reports. We have also joined the UN Global Compact and have provided an index to show how we are reporting in line with Global Compact expectations. Brandnames appearing in italics throughout this report are trademarks either owned by and/or licensed to GSK or associated companies. Contact We welcome your feedback on any of the information contained in this report. Please contact us at: Corporate Responsibility GlaxoSmithKline plc 980 Great West Road Brentford Middlesex TW8 9GS United Kingdom csr. [emailprotected] com Page 21 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 70 Page 22 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. df GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 71 Home Responsibility Corporate responsibility at GSK Benchmarking Corporate Responsibility Report 2008 Benchmarking GSK received the following ratings from benchmarking organisations: Indexes Organisation:Access to medicines index Access to Medicines Foundation and Innovest Strategic Value Advisers Rating: GSK was ranked highest in the index which assessed companies ¶ contribution to improving access to medicines. GSK was the clear overall leader and was top in five of the eight categories assessed. Organisation: Dow Jones Sustainability Index Rating: GSK continued as a member of the Dow Jones Sustainability Index, which covers the top ten per cent of sustainable companies in each sector. GSK was awarded Silver Class and Sector Mover distinctions, improving from Bronze Class awarded in 2007. Classes are awarded to companies relative to the sector leader. Organisation: FTSE4Good Rating: GSK was included in the FTSE4Good Index. Organisation: Global 100 Most Sustainable Corporations Innovest Strategic Value Advisors Rating: GSK was included in the 2009 list of the  µGlobal 100 Most Sustainable Corporations ¶. Companies are selected because they demonstrate capacity to address sector-specific environmental, social and governance risks and opportunities. Organisation: Business in the Community CommunityMark Rating: GSK was one of 21 companies and the only manufacturing company to be awarded the new CommunityMark, following independent assessment, for outstanding community investment. The Mark is endorsed by the UK government and voluntary sector leaders and was given for our work at local and national level in the UK as well as for our larger international programmes. Organisation: Business in the Community Environment Index Rating: GSK maintained its position in the Platinum League of the 2007 index which assessed 155 companies. Other investor ratings Organisation: Ceres Rating: GSK was ranked 13th overall and 2nd in the pharmaceutical sector in Ceres ¶s climate change governance ranking of 63 of the world ¶s largest companies. Page 23 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 72 Organisation: Storebrand Rating: GSK achieved Best in Class status for its leading environmental and social performance. Storebrand assesses indicators including corporate governance, marketing ethics, standards for business partners, occupational health and safety, environmental risk management and labour relations. Reporting Organisation: Association of Chartered Certified Accountants (ACCA) Rating: GSK Corporate Responsibility Report 2007 was shortlisted for an ACCA award, which recognises transparency and credibility in reporting. Organisation: PwC Building Public Trust Award Rating: GSK was one of three companies short-listed for the  µPeople Reporting ¶ award, which assesses the extent to which publicly available information enables stakeholders. Organisation: SustainAbility Global Reporters benchmark Rating: GSK ¶s 2007 report scored 66 per cent versus 54 per cent for the 2006 report, with improvements in every category and particularly accessibility and assurance. Back to top Page 24 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 73 Home Responsibility Corporate responsibility at GSK Assurance and internal audit Corporate Responsibility Report 2008 Assurance and internal audit External assurance of EHS activities The information we provide about environment, health and safety activities at GSK has been externally assured by independent, third-party assurers. Our reporting on environment, health and safety performance is assured by SGS, an external assurer. The assurance process includes verification of key environment, health and safety data through site visits and telephone calls to EHS professionals and review of systems and processes for collecting, collating, analysing and interpreting the data. Read the EHS assurance statement by SGS. External assurance of access to medicines activities In our 2007 CR Report, information on access to medicines was externally assured. Read how we are responding to the recommendations made by the assurers on our access to medicines activity and reporting. This year we did not conduct assurance on the CR report other than that described above for the EHS section. We plan to conduct assurance of one new section of the report every other year, so a section of the 2009 report will be subject to external assurance. Internal audit and assurance GSK has developed an assurance programme that provides a holistic assessment of internal control processes, risk management and audit within the company. A key part of this programme is an extensive and independent internal audit schedule, delivered by four specialist audit groups. These audits assess compliance with laws, regulations and company standards, and evaluate the effectiveness of the risk management process in identifying, managing and mitigating the more significant risks facing GSK. Global Internal Audit (GIA) is responsible for evaluating the financial and operational controls hat ensure financial reporting integrity and safeguard assets from losses, including fraud Corporate Environment, Health, Safety and Sustainability (CEHSS) is responsible for assessing the management of health and safety risks and environmental impacts Global Manufacturing Supply Audit and Risk Management (ARM) assesses the quality and supply risks relating to manufacturing and supply chain proces ses for GSK commercial products Global Quality and Compliance (GQC) is responsible for assessing risks relating to medicines, vaccines and medical devices throughout the product development process, including the manufacture of clinical trial material The central assurance function is responsible for developing the assurance programme, and for ensuring that the GSK audit groups work together in the most efficient and effective way to deliver the audit schedule. Global Internal Audit audits the other three audit groups for alignment with the Institute of Internal Auditors ¶ International Standards for the Professional Practice of Internal Auditing. The CEHSS, ARM and GCQ audit groups have additional responsibilities for the auditing of contract manufacturers and key suppliers to GSK. GSK employs approximately 150 full-time internal auditors across the four audit groups. Audits range in duration from two man-weeks for simple activities where the scope is limited, to several months for an audit involving complex or highly technical processes. The audit teams may also be supplemented by external Page 25 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study g p g y p y pp y experts with specific technical skills, or by the use of guest auditors from within the business. Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 74 Audits are conducted based on the level of risk. They regularly assess the level of internal control for a number of responsibility areas, including: Animal research Business continuity planning Community investment Conduct of clinical trials Employment practices Environmental factors Ethical conduct Financial processes Health and safety Information technology Intellectual property Interactions with patient groups Manufacturing and supply chain standards Patient safety Sales and marketing practices When issues or control deficiencies are identified, the audit groups recommend processes for improvement. GSK managers develop corrective action plans to eliminate the causes of non-compliance and gaps in internal controls. The audit groups track these plans to completion and report results to senior management and the Audit Committee. Each audit group reports to the Audit Committee as part of the assurance programme, and provides an assessment of whether adequate controls are in place to manage significant risks. Any significant audit results are also reported to the Audit Committee at the earliest opportunity. Back to top Page 26 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. )