Nick Green, Director of Facilities and Operations - GSK
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This document discusses GSK's strategy and priorities for 2020 and beyond. It provides GSK's overall group turnover figures for 2015, broken down by business unit. It also discusses unlocking potential through talent, infrastructure, and workplace strategies. Three key streams are identified to shape the future agenda: the 2030 group to incubate new workspace ideas, contract platforms to rethink the support model, and real estate strategy to determine space and location needs. The document emphasizes the importance of facilities and real estate as a strategic function to access talent, enable agility, and drive innovation through 2030 and beyond.
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Nick Green, Director of Facilities and Operations - GSK
- 1. Unlocking the potential 2020 and beyond Nick Green
- 2. A high-performance company Overall group turnover for 2015 is £23.9bn £14.2bn Sales turnover 2bn+ packs Packs produced £3.7bn Sales turnover 690m+ doses Doses produced £6bn Sales turnover 5bn+ packs Packs produced Pharmaceuticals Vaccines Consumer Healthcare HIV and infectious diseases Oncology Immuno-inflammation Respiratory Rare diseases Paediatric Adolescent Adult Travel Pain management Respiratory Oral health Nutrition Digestive health Skin health
- 3. How I feel................ 3 But I will still be in the workplace in 10 years time – maybe sitting next to someone who is 9 today!
- 4. Unlocking the potential 4 noun: potential energy the energy possessed by a body by virtue of its position relative to others, stresses within itself, electric charge, and other factors. adjective: potential having or showing the capacity to develop into something in the future noun: potential qualities or abilities that may be developed and lead to future success or usefulness ability ~ energy ~ capacity to develop
- 5. Continuing the journey 5 GSK as a desirable place to work and interact
- 7. Reading the signs Whilst travelling at pace Presentation title 7 WORKPLACE
- 8. 2020+ 8 Internal stakeholder conversations INFRASTRUCTURE TALENT WAR CAPITAL FUNDING REAL ESTATE STRATEGY DATA PROTECTION FM SOURCING STRATEGY INFORMATION SECURITY WELLBEING PRODUCTIVITY COMPETITIVE ADVANTAGE BOTTOM LINE TOP LINE OPEX KEY MARKETS
- 9. Starting to shape the agenda 9 3 streams 2030 group Contract platform(s) Real estate
- 10. Starting to shape the agenda 10 Real estate ~ the where 2030 group Contract platform(s) Real estate Access to talent Tenure Agility Location – who needs to be where Shared spaces Strategic asset management
- 11. Starting to shape the agenda 11 2030 group ~ the how 2030 group Contract platform(s) Real estate Small group of interested people – mostly millennials / digital natives Incubator space ~ off the company network Test area for technologies, furniture etc.... Future workspaces
- 12. 12
- 13. Starting to shape the agenda 13 Contract platform ~ the support model 2030 group Contract platform(s) Real estate Sourcing strategy Future supplier differentiation Form of contract Data / platform ownership Driving innovation [technology plus]
- 14. Starting to shape the agenda 14 Real Estate and Facilities ~ a strategic function 2030 group Contract platform(s) Real estate Access to talent Tenure Agility Location – who needs to be where Shared spaces Strategic asset management Small group of interested people – mostly millennials / digital natives Incubator space ~ off the company network Test area for technologies, furniture etc.... Future workspaces Sourcing strategy Future supplier differentiation Form of contract Data / platform ownership Driving innovation [technology plus]
- 15. 2020+ Thinking differently about services