Strategic report In this section Chairman’s statement 2 CEO’s review 4 Business overview 6 The global context 8 Our business model 12 Our strategic priorities 14 How we performed 16 Risk management 18 Grow 20 Deliver 32 Simplify 44 Our financial architecture 48 Responsible business 50 Financial review 58 Strategic report Chairman’s statement Chairman’s statement To shareholders The value of the significant changes that have been made in recent years is evidenced in our performance this year “ Since Sir Andrew became It is clear from the following pages that Through the Audit & Risk Committee, we the Group made good progress against oversee the issues and challenges faced by CEO, the company has its strategy in 2013. management, and encourage the creation of an environment in which GSK can achieve The Board believes the business is seeing returned £30 billion its strategic ambitions in a responsible and the benefits of the significant changes the sustainable manner. to shareholders.” management team has driven over recent years to deliver sustainable growth, reduce risk and I have no doubt that commercial success is enhance returns to shareholders. directly linked to operating in a responsible way and which meets the changing expectations of The notably strong performance from the society. In this respect, the company continues R&D organisation in 2013 – with six major to adopt industry-leading positions on a range new product approvals in areas including of issues. respiratory disease, HIV and cancer – is critical to the longer-term prospects of the The announcement of plans during 2013 to Group. That this had been achieved at the evolve the way the business interacts with same time as R&D is effectively managing its healthcare professionals and pays sales staff cost base to deliver an improved estimated rate are developments I was particularly pleased of return of 13% is particularly encouraging. to see. It is worth noting that since Sir Andrew In the same way the Board strongly supports became CEO, GSK’s market capitalisation the commitments the company has made to has grown from approximately £55 billion advance transparency around clinical trial to around £80 billion and the company has data, and welcomes the subsequent actions returned some £30 billion to shareholders of other companies in this field. Over time, via £20 billion of dividends and £10 billion it is to be hoped these steps will advance of share buy-backs. medical science and improve patient care. The allegations of fraudulent behaviour by Risk management and commitment to certain employees within our business in ethical behaviour China are wholly contrary to the company’s The Board aims to assure the integrity of values. In addition to the Chinese Government GSK’s business operations through rigorous investigation, we have commissioned an processes and systems and during the year, independent review of our Chinese operations risk management was once again a key part by the law firm Ropes and Gray, and we will of the Board’s discussions. implement all appropriate actions as necessary on conclusion of these investigations. 2 GSK Annual Report 2013 Board gender diversity Governance and remuneration Regarding composition of the Board, our We have been mindful of the changes outlined priority is to have diversity in terms of gender, 12 12 in the new UK Narrative and Remuneration length of tenure and business experience across developed and emerging markets. 10 Reporting regulations and this Annual Report 10 10 adheres to the new reporting standards. During the year, GSK had 33% female 8 representation on the Board, a level that In particular, this year’s Remuneration exceeds the original aspiration to have 25% 6 Report comprises two parts that will each by the start of 2013. The Board firmly believes 4 55 require shareholder approval at the Group’s that a diverse balance of experience, insight, forthcoming AGM. Further details are set out perspectives and background among its 2 3 in Tom de Swann’s letter to shareholders on Board members is in the best long-term 0 page 96 of this Report. interests of the Group and its shareholders. 2011 2012 2013 Board changes and composition Prospects Female There were a number of changes to the Board Male In closing, the Board would like to thank during the year. I would like to thank Sir Crispin Sir Andrew and his executive team for their Davis, who stood down in May, for his valuable commitment during a year in which the contributions over nearly ten years of service. Group once again demonstrated its ability In April, we were pleased to have Hans Wijers to deliver innovation while constantly striving join the Board as a Non-Executive Director. for substantial change. I am confident the His extensive experience of running global Group will continue to identify and grasp the companies has already proved to be of great many opportunities that will strengthen GSK’s value to Board discussions. performance, reward its shareholders, and There were also planned changes in the create sustainable long-term value for society. Chairmanships of several Board Committees. Tom de Swaan succeeded Sir Crispin Davis as Chairman of the Remuneration Committee and Judy Lewent succeeded Tom as Chairman of the Audit & Risk Committee, with Tom remaining as a member of that committee. In addition, I would like to thank Sir Deryck Maughan for agreeing to remain on the Board Sir Christopher Gent for up to an additional two years having Chairman succeeded Sir Robert Wilson as Senior Independent Director in May. Sir Deryck’s considerable experience and knowledge of GSK’s businesses will provide continuity and balance. Finally, Sir Robert Wilson stands down at the 2014 AGM after ten years of exceptional service and I would like to thank him for his longstanding commitment to the Group. GSK Annual Report 2013 3 Strategic report CEO’s review Our CEO’s Review of the year Company performance in 2013 was defined by remarkable output from our R&D organisation “ We led the sector for new Over the past six years we have been making Overall, GSK accounted for 19% of FDA new fundamental changes at GSK to deliver innovation drug approvals during 2013 and, since 2009, medicine approvals and and access to our products for patients and we have achieved more FDA approvals of customers and improved sustainable financial new molecular entities (NMEs) than any returned £5.2 billion to performance for our shareholders. other company. shareholders.” In 2013, we saw further strong delivery against The conversion of our advanced pipeline to these priorities. approved products represents the next step in our strategy to deliver sustainable organic During the year, we led the sector for new growth and value to shareholders. medicine approvals and returned £5.2 billion to shareholders through dividends and share In particular, I want to note the growing buy-backs – helping generate the best annual strength of our respiratory portfolio. With total shareholder return (TSR) performance Advair, Flovent, Ventolin, Breo, Anoro and since the formation of GSK. seven other respiratory products in late-stage development, we are confident in our ability We grew sales and earnings in line with to maintain a leadership position in this area guidance with turnover up 1% to £26.5 billion well into the next decade. and core earnings per share up 4% to 112.2p (both CER). We achieved this trading result In addition to the highlighted approvals, our despite some unexpected challenges, future pipeline opportunity remains extensive. including significantly reduced sales in We have around 40 NMEs in Phase II/ our Chinese business. III clinical development. In 2014 and 2015 we expect Phase III read-outs for six NMEs During 2013, we also continued to take action and are planning ten NME Phase III starts in to reform our business model to better meet the key areas such as respiratory, oncology and expectations of society. In particular, we took immuno-inflammation. industry-leading positions and actions to improve global public health, increase transparency of Importantly, we also continue to improve our our clinical data and modernise our commercial financial efficiency in R&D and our estimated practices and interactions with customers. internal rate of return of our R&D investments is now 13%. This is good progress and we Exceptional R&D delivery continue to target 14% on a longer-term basis. 2013 was the most productive period of R&D Improved R&D productivity is also output in the company’s history. underpinning our strategy to create more Of the six major new medicine files we profiled flexibility around the pricing of our new at the start of 2013, five were approved: medicines to meet the needs of payers Breo and Anoro for respiratory disease, and governments. Tafinlar and Mekinist for melanoma (skin cancer) and Tivicay for HIV. We are expecting regulatory decisions for albiglutide, the remaining asset in this group, in the first half of 2014. In addition, we launched our new injectable quadrivalent flu vaccine in the USA. 4 GSK Annual Report 2013 Broadly based sales growth This is creating greater flexibility to invest I was also delighted we achieved a significant In terms of sales, we saw a broadly based in our growth markets and new product milestone for our malaria vaccine candidate performance in 2013. There was an improved launches and – together with continued which demonstrated that it could potentially performance in our US business, where sales improvement in our financial efficiency – halve the number of malaria cases in young were up 1% (or 4% excluding the divestment strengthens our ability to deliver earnings children. This vaccine has the potential to save of Vesicare).