Annual Report
2020
We are a science-led global healthcare company
2020 performance summary
£34.1bn
AER +1%
CER +3%
Group turnover
£9.7bn
New and specialty medicines
AER +11%
CER +12%
£7.8bn
Total operating profit
AER +12%
CER +15%
£8.9bn
Adjusted operating profit
AER - 1%
CER +2%
115.5p
Total earnings per share
AER +23%
CER +26%
115.9p
Adjusted earnings per share
AER - 6%
CER - 4%
9
major pipeline
approvals
80p
Dividend
1st
in the Access to
Medicine Index
2nd
in the pharmaceutical
industry for Dow Jones
Sustainability Index
Contents
Strategic report
Our business model
Chairman’s statement
CEO’s statement
Financial performance
Our long-term priorities
Our culture
Key performance indicators
Industry trends
Stakeholder engagement
Innovation
Performance
Trust
Risk management
Group financial review
Corporate Governance
Chairman’s Governance statement
The Board
Corporate Executive Team
Board architecture
01
03
04
06
09
10
11
12
16
18
28
33
43
50
78
80
83
85
Board roles and responsibilities
Board activity and principal decisions
Our purpose, values and culture
The Board’s approach to engagement
Board performance
Board Committee information
Our Board Committee reports
Section 172 statement
Directors’ report
Remuneration report
Chairman’s annual statement
Annual report on remuneration
2020 Remuneration policy summary
Financial statements
Directors’ statement of
responsibilities
Independent Auditor’s report
Financial statements
Notes to the financial statements
86
87
90
91
94
96
97
108
109
112
114
133
140
142
154
158
Financial statements of
GlaxoSmithKline plc prepared
under UK GAAP
Investor information
Quarterly trend
Five-year record
Product development pipeline
Products, competition and
intellectual property
Principal risks and uncertainties
Share capital and share price
Dividends
Financial calendar 2021
Annual General Meeting 2021
Tax information for shareholders
Shareholder services and contacts
US law and regulation
Group companies
Glossary of terms
238
244
249
255
258
261
276
278
279
279
280
282
284
287
299
Cautionary statement
See the inside back cover of this document for the cautionary statement regarding forward-looking statements.
Non-IFRS measures
We use a number of adjusted, non-IFRS, measures to report the performance of our business. Total reported results represent the Group's overall
performance under IFRS. Adjusted results, pro-forma growth rates and other non-IFRS measures may be considered in addition to, but not as a substitute
for or superior to, information presented in accordance with IFRS. Adjusted results and other non-IFRS measures are defined on pages 51 to 53 and
reconciliations to the nearest IFRS measures are on pages 64 and 68.
Our business model
Every day, we help improve the health of millions of people around the
world by discovering, developing and manufacturing innovative medicines,
vaccines and consumer healthcare products.
Our operations span the value chain from identifying,
researching, developing and testing ground breaking
discoveries, to regulatory approval, manufacturing and
commercialisation. We remained resilient through a
challenging year for the world by being agile and maintaining
focus on our purpose and strategic long-term priorities.
Central to our success are our people: experts in
science, technology, regulation, intellectual property and
commercialisation. We also collaborate with world-leading
experts and form strategic partnerships to complement
our existing capabilities.
Our purpose and strategy
Our purpose is to improve the quality of human life by
helping people do more, feel better and live longer. It guides
all of our actions and is key to the delivery of our strategy
– to bring differentiated, high-quality and needed healthcare
products to as many people as possible, preventing and
treating disease and keeping people well with our scientific
and technical know-how and talented people.
Our long-term priorities
Our priorities of Innovation, Performance and Trust are
underpinned by our ambition to build a more purpose and
performance driven culture, aligned to our values – patient
focus, transparency, respect and integrity – and expectations
– courage, accountability, development and teamwork.
Innovation is critical to how we improve health and create
financial value. In 2020 Total R&D expenditure was £5.1 billion,
which was 15.0% of turnover, and an increase of 12% (AER
and CER) from the previous year. On an Adjusted basis, R&D
expenditure was £4.6 billion (13.5% of turnover), 6% higher at
AER, 7% higher at CER, than in 2019. On a pro-forma basis,
Adjusted R&D expenditure grew 6% CER compared with 2019.
In Pharmaceuticals and Vaccines, we focus on science
related to the immune system, human genetics and advanced
technology. In Consumer Healthcare we leverage our scientific
expertise and deep consumer insights to create healthcare
products that meet consumer demands. As a research-based
healthcare company we rely on intellectual property protection
to help ensure a reasonable return on our investments so we can
continue to research and develop new and innovative medicines.
Performance is delivered by investing effectively in our
business and our people and executing competitively.
Our ability to launch new products successfully and
grow sales from our existing portfolio is key to our
commercial success.
Trust is also critical to our success. We are a responsible
company and commit to use our science and technology
to address health needs, make our products affordable
and available, and be a modern employer. Our 13 public
commitments support our Trust priority and cover a broad
range of environmental, social and governance (ESG) aspects.
The commitments are designed to help us respond to ESG
challenges and opportunities within our industry and society
more broadly and contribute to many of the UN Sustainable
Development Goals particularly Goal 3: ensure healthy lives
and promote wellbeing.
The value we create
By delivering on our purpose, the greatest contribution we
make is to improve the health of people around the world.
In 2020 that included delivering 2.2 billion packs of medicines,
over 580 million vaccine doses and 3.8 billion consumer
healthcare products.
For our shareholders, as part of our capital allocation
framework, we invest in our business to provide shareholder
returns. In 2020 we paid a dividend of 80p per share and
delivered £5.4 billion of free cash flow.
We make a positive contribution to the communities in
which we operate. We employ over 94,000 people across
96 countries and work directly with 36,000 suppliers.
In 2020 we paid £1.7 billion in corporation tax. We also
pay a significant amount of other business and employment
related taxes. We aim to be a modern employer and offer a
broad range of employee benefits, including preventative
healthcare services, so that we are able to attract and
retain the best people.
GSK Annual Report 2020 01
Investor informationFinancial statementsStrategic reportGovernance and remuneration Our business model continued
Preparing for the future
Creating two new companies
In early 2020, consistent with our strategic priorities and
previous announcements, we started a two-year programme
to prepare GSK for separation into two new leading companies:
New GSK, a new biopharma company, focused on specialty
medicines and vaccines with an R&D approach focused on
the science related to the immune system, the use of human
genetics and new technologies; and a new leader in consumer
healthcare with category-leading power brands and innovation
based on science and consumer insights.
We are on track for separation into new standalone Biopharma
and Consumer Healthcare companies in 2022.
The programme is using the unique catalyst of separation
to reset the capabilities and cost base for both companies,
and help support delivery of the significant value creation
opportunities we see in both New GSK and new Consumer
Healthcare.
For New GSK, we see a clear opportunity to drive a common
approach to R&D as the science related to the immune system
converges across both pharmaceuticals and vaccines.
During the year we achieved an important milestone with the
launch of our One Development organisation in R&D. This is
already enabling us to be even more effective in how we allocate
our budget, share technical and scientific expertise and deliver
our pipeline, regardless of modality.
Under the programme, we are seeking to improve our
capabilities and create efficiencies in our global support
functions; continuing to simplify and focus our manufacturing
network, ensuring our supply chain is ready to launch our new
specialty medicines; and rationalising our portfolio through
divestments.
For the new Consumer Healthcare company, this programme
is supporting the building of key technology infrastructure and
the expertise necessary to operate as a standalone company.
We believe that increased investment in our pipeline and new
products, together with effective implementation of our two-year
programme, will set each new company up with strong
foundations for future performance.
The financial benefits, costs and reporting associated with the
programme are set out on pages 65 and 66.
Invest in the business
– R&D pipeline (including business
Key priorities for capital
development)
– Vaccines capacity
– New products
Improved
cash
generation
Shareholder returns
– Dividends
– Target 1.25x to 1.5x cover before
returning dividend to growth
Other M&A
– Strict discipline on returns
Capital allocation
Capital allocation framework
Innovation
Performance
Trust
02 GSK Annual Report 2020
Chairman’s statement
2020 was an extraordinary and challenging year. We continued to
progress our strategy towards the creation of two new companies.
The COVID-19 pandemic dominated all aspects of life and
business and GSK was no exception with impacts felt both
operationally and among our people. In the face of huge
challenges we delivered our financial guidance for the year
and continued to make progress on our strategy.
This is a testament to the leadership of Emma and her
management team who have navigated the company through
the year and ensured people across GSK remained focused
on our purpose and delivery of performance.
Strategy
The Board was pleased to see the continued progress
made against the company’s strategic goals in 2020. While
it is disappointing this has not yet translated into improved Total
Shareholder Returns (TSR), the progress made reinforces the
Board’s confidence in the direction of the company and its
eventual split next year into two new companies in Biopharma
and Consumer Healthcare. This, combined with meaningful
improvements to operating performance from 2022 onwards,
provides significant opportunity to create value for shareholders.
Strengthening the Biopharma pipeline remains the Company's
number one priority, and this continued through 2020 (despite
the pandemic), with nine significant approvals, nine pivotal trial
starts and a pipeline now consisting of 58 potential medicines
and vaccines focused on infectious diseases, oncology and
immune-mediated diseases. A number of these assets could
be significant launches over the next five years, with the
potential to change medical practice and provide material
value for the company. The Board’s Scientific Committee
is closely involved with Hal and his team on the pipeline.
Operational and financial performance was resilient through
the year. Importantly we are seeing evidence of significantly
improved commercial capability and execution and this
is driving good expansion in our key growth products.
Management also maintained its strong focus on cost
controls and cash generation. 2021 will see further pipeline
investment and continued short-term disruption to our adult
vaccines business, both of which are reflected in our earnings
guidance for the year.
GSK’s capital allocation framework focuses on investing in
the R&D pipeline, new product launches, vaccine supply
capacity and disciplined business development.
In 2020, we paid 80p per share to shareholders and expect
to do the same in 2021. We intend to implement a new
distribution policy for dividends from 2022, the year we
will separate into two new companies. This will ensure both
businesses are competitive and have the right capital structure
with the capacity to invest to deliver growth and shareholder
returns. Overall, we expect that aggregate distributions for
GSK and across the two new companies will be lower than
the 80p per share currently paid.
The importance of businesses acting responsibly is central
to how an increasingly broad range of stakeholders view
companies. As part of this, global health has always been an
important element of GSK’s Trust priority and the Board was
pleased to see that GSK once again topped the Access to
Medicine Index. Environmental, social and governance (ESG)
are increasingly a focus for investors and other stakeholders
and the Board fully supports the ambitious, new environmental
goals on climate and nature, and new inclusion and diversity
(I&D) targets, including on race and ethnicity, that management
have announced.
The Board also supports management’s efforts to contribute
on COVID-19, including progression of potential vaccines
and therapeutic treatments. As a company with a world leading
infectious diseases portfolio and scientific expertise, GSK
has an opportunity both to contribute meaningfully to the current
response to the pandemic and to work with global institutions
to support better long-term preparedness planning.
Board changes
The Board continues to adapt to support the company’s
priorities and ensure effective delivery. Specifically, a new
committee was established to oversee the separation and
transformation into two companies, and the Corporate
Responsibility Committee has taken on an expanded remit in
line with the greater focus on ESG. The Science Committee
continues to provide excellent oversight and direction for the
R&D strategy.
In May, Charles Bancroft joined the Board as a Non-Executive
Director. Charlie will succeed Judy Lewent as Chair of the Audit
& Risk Committee on completion of the 2020 annual reporting
cycle. Judy steps down from the Board at the AGM and I would
like to thank her for her enormous contribution to GSK over
10 years. I am also grateful to Lynn Elsenhans, who has agreed
to stay on the Board for a further year, to ensure that there is
continuity in the important work of the Corporate Responsibility
Committee.
Finally, I would like to thank all GSK’s employees, partners,
shareholders and customers for their support during this
unprecedented year.
Sir Jonathan Symonds
Chairman
GSK Annual Report 2020 03
Investor informationFinancial statementsStrategic reportGovernance and remuneration
CEO’s statement
Innovation for healthcare impact is the heart of our purpose. In 2020
we made further significant progress, continuing to build a high-value
biopharma pipeline focused on vaccines and specialty medicines.
2020 was a remarkable year for us all. Despite the challenges
it was also a year of progress for GSK and I’m proud of the way
the company has responded to support patients, healthcare
systems and our people while also delivering good financial
performance and advancing our strategic transformation.
This progress means we have high confidence in our ability
to launch new competitive, standalone Biopharma and
Consumer Healthcare companies in 2022 that can achieve
meaningful global impact to health and have the opportunity
to create significant value for shareholders.
Growth in 2020 sales
Group sales grew 1% at actual exchange rates (AER)
and 3% at constant exchange rates (CER) to £34 billion.
This is a testament to the increased focus we have continued
to place on improving commercial execution.
New and Speciality products drove growth with sales of
£9.7 billion, up 11% AER and 12% CER. This group of
innovative products now account for more than half of
pharmaceutical sales.
In respiratory we saw strong growth for Nucala, our biologic
for asthma and Trelegy our 3-in-1 inhaler for asthma and COPD.
In HIV, new two-drug regimens Dovato and Juluca more than
doubled sales to £869 million while our oncology portfolio
continued to grow with Zejula, for ovarian cancer, significantly
growing market share, and the launch of Blenrep, for heavily
pre-treated multiple myeloma patients. Shingrix, our successful
vaccine for shingles, continued to grow and had sales of
£2 billion, despite the significant disruption to adult
vaccinations from the COVID-19 pandemic. We also saw
a strong Consumer Health performance with sales up 4%
CER on a pro-forma basis, excluding brands divested and
under review, reflecting the underlying strength of brands
across our portfolio.
This strong performance in our growth drivers and disciplined
cost control allowed us to deliver our guidance for the year,
which was set before the pandemic. Total earnings per share
were 115.5p, up 23% AER, up 26% CER while Adjusted
earnings per share were 115.9p, down 6% AER and down
4% CER.
We had strong cash generation, with free cash flow of
£5.4 billion. We declared a dividend of 80p per share
and expect to pay the same again in 2021.
Continued R&D delivery
Innovation for healthcare impact is the heart of our purpose
and strengthening our R&D pipeline remains our first priority.
In 2020 we made further significant progress, continuing
to build a high-value biopharma pipeline focused on vaccines
and speciality medicines, harnessing the science related
to the immune system, the use of human genetics and
advanced technologies.
We had nine major approvals in 2020 for medicines in
respiratory, oncology, HIV and immuno-inflammation –
a remarkable achievement. This included Zejula’s expanded
label in ovarian cancer, making it potentially available to
more women, and Cabenuva, the world’s first long-acting
injectable for the treatment of HIV which allows patients
to have 12 injections a year instead of taking daily pills.
Nine pivotal trials were started in the year, including for a
vaccine candidate for RSV – a virus with a high unmet need
and which causes thousands of deaths and hospitalisations
a year. If successful, this vaccine could play a significant role
in easing this burden. We will start other late stage trials this
year including for a new long-acting asthma medicine which,
if successful, would be given every six months – a further
testament to how we put patients at the heart of our R&D.
Overall, we now have more than 20 assets in late stage
development, many of which could be transformational for
patients. These products could all launch by 2026 and we
believe more than 10, if data is positive, have the potential
to be very significant commercially.
Last year we also executed more than 20 business development
deals, strengthening our capabilities with the acquisition of new
antibody, mRNA and genetic platforms and technologies.
We continue to use our science to contribute to the COVID-19
response on multiple fronts. We were of course disappointed
with the delay to our vaccine being developed with Sanofi,
but we continue to progress this along with others as well as
in-house and externally-partnered therapeutics. Importantly,
we are looking ahead to the potential need for next generation
COVID-19 vaccines to use with emerging variants or as a
booster and we are delighted with our recent collaboration
with CureVac to research and develop several mRNA vaccines,
including for COVID-19.
04 GSK Annual Report 2020
CEO's statement continued
Separation preparation
We remain firmly on track with our intention to separate
into two new, exciting companies next year – a New GSK in
Biopharma and a new world leader in Consumer Healthcare.
We have met all our first year targets for the separation
programme and the integration of the Consumer JV is
substantially complete. As the second year of our two-year
transformation, 2021 will see further investment in our pipeline
and behind successfully launching new products to sustain our
long-term competitive growth. Short-term disruption from the
pandemic to our vaccines business is reflected in the financial
guidance we have set out for 2021. We continue to expect a
meaningful improvement in performance from 2022 onwards.
Building Trust
Building trust with all our stakeholders – in addition to delivering
sustainable financial returns – is critical. The pandemic has
highlighted the need for businesses to operate in a responsible
way and, for life sciences companies, to ensure there is
widespread access to medicines.
Investor interest in environmental, social and governance (ESG)
issues has increased significantly over the last year. We believe
in the need to transition to a net zero economy and we want
to play our part in protecting and restoring people’s and the
planet’s health. In November we set ambitious, industry leading
environmental targets to have a net-zero impact on climate
change and net-positive impact on nature by 2030.
GSK firmly believes in the value of inclusion and diversity and
we have set aspirational targets for the proportion of ethnically
diverse leaders at VP level and above in the US and UK by
2025 and reset our gender target, aiming to further increase
female representation at VP level and above globally by 2025.
We are also focusing on improving diversity in clinical trials
to ensure that they represent – and our medicines are safe
and effective in – real-world patient communities.
We have continued to work with partners on other long-term
urgent global health needs. Following positive data for our
single dose treatment for the P. vivax strain of malaria, we
have filed alongside our partners Medicines for Malaria Venture
(MMV) for its use in children – a population disproportionately
affected by the disease and we have licensed our TB candidate
vaccine to the Bill & Melinda Gates Research Institute for its
continued development and potential use in low-income
countries with high TB burdens. I am pleased that our
commitment to this important work has been recognised
again by the Access to Medicines Index, which we have
topped for the seventh time in a row.
Our people and culture
Our people have shown remarkable dedication, agility and
resilience through the year in unprecedented circumstances.
This has included the thousands of employees who have
continued to work in our manufacturing facilities throughout
the pandemic to ensure our vital medicines, vaccines and
consumer products continued to reach patients and consumers.
Their efforts have meant that despite the challenges we enter
2021 with our pipeline stronger, our commercial execution
sharper and our confidence higher in our ability to deliver
sustainable long-term growth post separation.
I want to thank our fantastic people and our partners, for
without them we would not succeed and we count on them
now as we prepare for our exciting future.
Emma Walmsley
Chief Executive Officer
GSK Annual Report 2020 05
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Financial performance
Operating performance – 2020
Turnover
Pharmaceuticals
Vaccines
Consumer Healthcare
Corporate and other
unallocated turnover
Group turnover
Financial results
Turnover
Total operating profit
Total earnings per share
Adjusted operating profit
Adjusted earnings per
share
Net cash from operating
activities
Free cash flow
£m
17,056
6,982
10,033
34,071
28
34,099
£m
34,099
7,783
115.5p
8,906
115.9p
8,441
5,406
2020
*Pro-forma
growth
CER%
(1)
(1)
(2)
(2)
Growth
CER%
(1)
(1)
14
3
Growth
£%
(3)
(2)
12
1
1
3
(2)
2020
*Pro-forma
growth
CER%
(2)
(3)
Growth
CER%
3
15
26
2
(4)
£%
1
12
23
(1)
(6)
5
7
* Pro-forma CER growth rates are calculated as if the equivalent seven
months of Pfizer consumer healthcare business results, as reported
by Pfizer, were included in the comparative period of 2019. Please see
page 53 for more information.
Turnover
Strong sales performance from key growth drivers in HIV,
Respiratory, Oncology and Consumer Healthcare offset
disruption from COVID-19 to adult vaccinations.
Group turnover was £34,099 million in the year, up 1% AER,
3% CER. On a pro-forma basis, Group turnover was down
2% CER, but up 1% at CER excluding the impact of divestments
in Vaccines and brands divested or under review in Consumer
Healthcare.
Pharmaceuticals turnover in the year was £17,056 million, down
3% AER, 1% CER. Respiratory sales were up 22% AER, 23%
CER, to £3,749 million, on growth of Trelegy, Nucala and Relvar/
Breo. HIV sales were flat at AER, up 1% CER, to £4,876 million,
with growth in Juluca and Dovato partly offset by declines in
Tivicay and Triumeq. Sales of Established Pharmaceuticals
declined 16% AER, 15% CER to £7,332 million.
Vaccines turnover declined 2% AER, 1% CER to £6,982
million, primarily driven by the adverse impact of the COVID-19
pandemic on Hepatitis vaccines, DTPa-containing vaccines,
Synflorix and Bexsero, together with the divestment of Rabipur
and Encepur. This decline was partly offset by higher sales of
Influenza vaccines across all regions and by Shingrix growth
in Europe, China and the US together with a strong
performance from Cervarix in China.
06 GSK Annual Report 2020
Reported Consumer Healthcare sales grew 12% AER and
14% CER to £10,033 million for the full year, largely driven
by the inclusion of the Pfizer portfolio, partly offset by brands
divested/under review. On a pro-forma basis, sales declined
2% CER, but grew 4% CER excluding brands divested/under
review, reflecting the underlying strength of brands across the
portfolio and categories, strong growth in e-commerce, and
successful execution meeting evolving consumer demand as
a result of the pandemic.
Operating profit
Total operating profit was £7,783 million in 2020 compared with
£6,961 million in 2019. The total operating margin was 22.8%.
This reflected the profit on disposal of the Horlicks and other
Consumer Healthcare brands and resultant sale of shares in
Hindustan Unilever as well as increased income from asset
disposals. This was partly offset by higher re-measurement
charges on the contingent consideration liabilities.
Adjusted operating profit was £8,906 million, 1% lower than
2019 at AER and 2% higher at CER on a turnover increase
of 3% CER. Pro-forma adjusted operating profit declined 3%.
This primarily reflected the adverse impact from the reduction
in sales in Vaccines as a result of the COVID-19 pandemic,
investment in R&D, and investments in promotional product
support, particularly for new launches in Vaccines, HIV and
Respiratory. This was partly offset by effective cost control,
including reduced promotional and variable spending across
all three businesses as a result of the COVID-19 lockdowns
and the continuing benefit of restructuring in Pharmaceuticals
and Consumer Healthcare.
Earnings per share
Total EPS was 115.5p, compared with 93.9p in 2019. The
increase in EPS primarily reflected the net profit on disposal
of Horlicks and other Consumer Healthcare brands as well as
increased income from asset disposals, partly offset by higher
re-measurement charges on the contingent consideration
liabilities, higher major restructuring charges and a one-off
benefit in 2019 from increased share of after tax profits of
the associate Innoviva.
Adjusted EPS was 115.9p compared with 123.9p in 2019,
down 6% AER, 4% CER, on a 2% CER increase in Adjusted
operating profit. The reduction primarily resulted from a higher
non-controlling interest allocation of Consumer Healthcare
profits, higher investment in R&D and reduced share of after
tax profits of associates resulting from a non-recurring income
tax benefit in Innoviva.
Cash flow
The net cash inflow from operating activities for the year
was £8,441 million (2019 – £8,020 million). Free cash flow
was £5,406 million for the year (2019 – £5,073 million).
The increase in free cash flow primarily reflected increased
proceeds from disposal of intangible assets, beneficial timing
of payments for returns and rebates, reduced legal payments
and improved operating profits, partly offset by higher dividends
to non-controlling interests, increase in trade receivables,
increased tax payments including tax on disposals and adverse
exchange impacts.
Financial performance continued
Total and Adjusted results
Total reported results represent the Group’s overall
performance.
GSK uses a number of Adjusted, non-IFRS, measures to report
the performance of its business. Adjusted results and other
non-IFRS measures may be considered in addition to, but
not as a substitute for or superior to, information presented
in accordance with IFRS. See page 51 for a fuller definition.
GSK believes that Adjusted results, when considered
together with Total results, provide investors, analysts and
other stakeholders with helpful complementary information
to understand better the financial performance and position
of the Group from period to period, and allow the Group’s
performance to be more easily compared against the majority
of its peer companies. These measures are also used by
management for planning and reporting purposes. They may
not be directly comparable with similarly described measures
used by other companies.
GSK encourages investors and analysts not to rely on any
single financial measure but to review GSK’s Annual Reports,
including the financial statements and notes, in their entirety.
GSK is undertaking a number of Board-approved Major
restructuring programmes in response to significant changes
in the Group’s trading environment or overall strategy, or
following material acquisitions. Costs, both cash and non-cash,
of these programmes are provided for as individual elements
are approved and meet the accounting recognition criteria.
As a result, charges may be incurred over a number of years
following the initiation of a Major restructuring programme.
GSK’s reported results for the year ended 31 December 2019
included five months of results of the former Pfizer consumer
healthcare business compared with twelve months in 2020.
Pro-forma growth rates at CER have been calculated for 2020
including the equivalent seven months of results for the period
to 31 July 2019 of the former Pfizer consumer healthcare
business, as more fully described on page 53.
Adjusting items
Turnover
Cost of sales
Gross profit
Selling, general and administration
Research and development
Royalty income
Other operating income/(expense)
Operating profit
Net finance costs
Share of after-tax profits of associates
and joint ventures
Profit before taxation
Taxation
Tax rate
Profit after taxation
Profit attributable to non-controlling interests
Profit attributable to shareholders
Earnings per share
Total
results
£m
34,099
(11,704)
22,395
(11,456)
(5,098)
318
1,624
7,783
(848)
33
6,968
(580)
8.3%
6,388
639
5,749
115.5p
Intangible
asset
amortisation
£m
Intangible
asset
impairment
£m
Major
restructuring
£m
Transaction-
related
£m
Divestments,
significant
legal and
other items
£m
Separation
costs
£m
699
699
1
75
31
31
18
214
667
667
659
206
775
263
1,532
2
116
116
(23)
1,215
1,308
16
68
(2,839)
(2,823)
2
775
(150)
263
(47)
1,534
1,308
(2,821)
(292)
(229)
17
625
216
1,242
1,079
(2,804)
1,242
392
687
(2,804)
625
12.6p
216
4.4p
25.0p
13.8p
(56.5)p
1.1p
115.9p
Adjusted
results
£m
34,099
(10,191)
23,908
(10,717)
(4,603)
318
–
8,906
(844)
33
8,095
(1,295)
16.0%
6,800
1,031
5,769
68
68
(14)
54
54
Intangible asset amortisation and impairment
Amortisation and impairment of intangible assets and goodwill
excludes computer software.
Major restructuring
Major restructuring costs, which include impairments of tangible
assets and computer software (under specific Board-approved
programmes that are structural, of a significant scale and where
the costs of individual or related projects exceed £25 million),
including integration costs following material acquisitions.
Transaction-related
Transaction-related accounting or other adjustments related
to significant acquisitions.
Divestments, significant legal and other items
Proceeds and costs of disposals of associates, products
and businesses; significant legal charges (net of insurance
recoveries) and expenses on the settlement of litigation and
government investigations; other operating income other
than royalty income, and other items.
Separation costs
Additional costs to prepare Consumer Healthcare for
separation.
GSK Annual Report 2020 07
Investor informationFinancial statementsStrategic reportGovernance and remuneration Financial performance continued
Adjusted results
Turnover
Cost of sales
Gross profit
Selling, general and administration
Research and development
Royalty income
Operating profit
Net finance costs
Share of after-tax profits of associates and joint ventures
Profit before taxation
Taxation
Tax rate
Profit after taxation
Profit attributable to non-controlling interests
Profit attributable to shareholders
Earnings per share
How we performed
2019
% of
turnover
100
(29.9)
70.1
(31.7)
(12.9)
1.1
26.6
2020
% of
turnover
100
(29.9)
70.1
(31.4)
(13.5)
0.9
26.1
£m
34,099
(10,191)
23,908
(10,717)
(4,603)
318
8,906
(844)
33
8,095
(1,295)
16.0%
6,800
1,031
5,769
115.9p
£m
33,754
(10,079)
23,675
(10,715)
(4,339)
351
8,972
(810)
74
8,236
(1,318)
16.0%
6,918
787
6,131
123.9p
Growth
CER%
3
2
3
Pro-forma
growth
CER%
(2)
(3)
(1)
(3)
6
(9)
(3)
2
7
(9)
2
1
1
£%
1
1
1
–
6
(9)
(1)
(2)
(2)
(6)
(4)
Cost of sales
Adjusted cost of sales as a percentage of turnover was 29.9%,
flat at AER, but 0.1 percentage points lower at CER compared
with 2019. On a pro-forma basis, Adjusted cost of sales as
a percentage of turnover was 29.9%, 0.3 percentage points
lower at CER, compared with 2019. This reflected a more
favourable product mix in Pharmaceuticals and a further
contribution from restructuring and integration savings, partly
offset by adverse product mix in Vaccines and continued
adverse pricing pressure in Pharmaceuticals.
Selling, general and administration
Adjusted SG&A costs as a percentage of turnover were 31.4%,
0.3 percentage points lower at AER than in 2019 and 0.3
percentage points lower on a CER basis. On a pro-forma basis,
Adjusted SG&A costs as a percentage of turnover were 31.4%,
0.4 percentage points lower at CER, compared with 2019.
The growth in Adjusted SG&A costs, although flat at AER,
grew 2% CER. On a pro-forma basis costs reduced 3% CER
and reflected the benefits from restructuring including one-off
benefits from restructuring of post-retirement benefits, reduced
variable spending across all three businesses and the tight
control of ongoing costs, partly offset by increased investment
in promotional product support.
Research and development
Adjusted R&D expenditure was £4,603 million (13.5% of
turnover), 6% higher at AER, 7% higher at CER than in 2019.
On a pro-forma basis, Adjusted R&D expenditure grew 6%
CER, primarily driven by the significant increase in investment
in Oncology, as well as progression of COVID-19 treatment
programmes. This has been partly offset by a reduction in
investment in research and several Specialty and Primary
Care programmes as well as efficiency savings from the
implementation of the Separation Preparation restructuring
programme and reductions in variable spending.
08 GSK Annual Report 2020
Operating profit
Adjusted operating profit was £8,906 million, 1% lower than
2019 at AER and 2% higher at CER on a turnover increase
of 3% CER. The Adjusted operating margin of 26.1% was
0.5 percentage points lower at AER, and 0.2 percentage points
lower on a CER basis than in 2019. On a pro-forma basis,
Adjusted operating profit was 3% lower at CER on a turnover
decrease of 2% at CER. The Adjusted pro-forma operating
margin of 26.1% was 0.4 percentage points lower on a CER
basis than in 2019.
The reduction in pro-forma Adjusted operating profit reflects
the adverse impact from the reduction in sales in Vaccines,
investment in R&D, continuing price pressure, and investments
in promotional product support, particularly for new launches.
This was offset by reduced promotional and variable spending,
a one-off benefit from restructuring of post-retirement benefits
and the continuing benefit of restructuring and the tight control
of ongoing costs.
Tax
Tax on Adjusted profit amounted to £1,295 million and
represented an effective Adjusted tax rate of 16.0% (2019 –
16.0%), reflecting the impact of the settlement of a number
of open issues with tax authorities and the cancellation by the
UK Government of a reduction in the UK corporation tax rate.
Non-controlling interests
The allocation of Adjusted earnings to non-controlling interests
amounted to £1,031 million (2019 – £787 million). The increase
in allocation primarily reflected an increased allocation of
Consumer Healthcare profits.
Earnings per share
Adjusted EPS was 115.9p compared with 123.9p in 2019,
down 6% AER, 4% CER, on a 2% CER increase in Adjusted
operating profit. The reduction primarily resulted from a higher
non-controlling interest allocation of Consumer Healthcare
profits and reduced share of after tax profits of associates
resulting from a non-recurring income tax benefit in Innoviva.
Our long-term priorities
We believe GSK’s long-term priorities will create lasting value for our patients,
consumers and shareholders. In 2020, despite a very challenging operating
environment, we delivered a resilient performance and our strategic objectives
remain on track.
Innovation
Performance
Trust
We invest in scientific and technical
excellence to develop and launch
a pipeline of new products that
meet the needs of our patients,
payers and consumers.
We deliver growth by investing
effectively in our business,
developing our people and
executing competitively.
We are a responsible company.
We commit to use our science
and technology to address health
needs, make our products
affordable and available and
be a modern employer.
2020 objectives
2020 objectives
2020 objectives
– Deliver Innovation sales with excellent
commercial, R&D and supply chain
execution
– Further accelerate and strengthen pipeline
with six potential approvals expected
– Prioritise spending to deliver growth
– Continue to deliver on-time, in-full supply
and return on investment
– Successful Consumer Healthcare JV
integration, including driving growth
and delivering synergies
– Deliver further capability building in
specialty Pharmaceuticals
– Deliver two-year programme to prepare
GSK for separation into two new companies
of our products
– Build reputation with a focus on Innovation
– Deliver progress on Trust commitments
Progress
Progress
Progress
– Strong performance from new innovations
including Shingrix, Trelegy, Juluca, Dovato
and Zejula
– Nine major regulatory approvals, including
in HIV, Oncology and Respiratory
– Extended indications across portfolio,
including for Shingrix, Bexsero, Trelegy
Ellipta and Benlysta
– Accelerated pipeline with nine pivotal
study starts and now have over 20 assets
in late-stage development
– Established multiple partnerships to
develop COVID-19 solutions, including with
CureVac to develop next generation mRNA
COVID vaccines and Vir Biotechnology for
therapeutic antibody treatments
– Strengthened capabilities with more than
20 business development deals
– 28 first-market launches for Consumer
Healthcare
– Strong sales performance from key growth
drivers in HIV, Respiratory, Oncology and
Consumer Healthcare, reflecting our
resource focus on therapy areas, markets
and brands with greatest potential
– Advanced Consumer Healthcare
integration; on track for £500 million
annual cost savings by 2022 and
£1.1 billion divestment proceeds achieved
– Sector leading positions in ESG indices
including 1st in the Access to Medicine
Index
– Despite the pandemic, we have been
able to maintain the supply of our
pharmaceutical, vaccine and consumer
healthcare products and continue
manufacturing without significant disruption
– FDA and EMA approved paediatric
– Advanced specialty medicine capabilities
dolutegravir
with over 500 new hires in Oncology
– Programme to separate GSK into two
leading businesses remains on track
– Joined global efforts to develop COVID-19
solutions and supported partners
– Set ambitious new environmental
sustainability goals in climate and nature
– Introduced all-employee mandatory
inclusion and diversity training
2021 priority objectives
2021 priority objectives
2021 priority objectives
– Deliver Innovation sales with excellent
commercial, R&D and supply chain
execution in Oncology, HIV and Vaccines
– Accelerate and strengthen pipeline with
robust commercial input, including
business development
– Continue to prioritise spending to deliver
– Continue to deliver on-time, in-full supply
growth and return on investment
– Continue to deliver two-year programme
to prepare GSK for separation into two
new leading companies
– Build a stronger, more diverse workforce
for two new leading companies
of our products
– Improve manager capability to motivate,
focus, develop and care for people
– Continue to deliver progress on Trust
commitments
Culture
As we move towards the creation of two new leading companies, we continue to focus on being more performance driven, while remaining firmly
purpose led and values based. We track our cultural change with a range of indicators and the Board receives regular updates. See pages 90 and 102.
Principal risks
Our principal risks are: patient safety; product quality; financial controls and reporting; anti-bribery and corruption; commercial practices and pricing;
non-promotional engagement; privacy; research practices; environment, health and safety; environmental sustainability; information security; supply
continuity; and transformation. Our risk management framework is designed to support our long-term priorities. See pages 43 to 45 and 261 to 275.
GSK Annual Report 2020 09
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Our culture
We are building a stronger purpose and performance culture, to
inspire our people and power delivery of our long-term priorities.
Our people are inspired by our purpose – to help people
do more, feel better, live longer. Our Purpose and Performance
culture is underpinned by our values of Patient Focus, Respect,
Transparency and Integrity. As we move towards the creation
of two new leading companies, it is critical for us to focus
on being more performance driven, while remaining firmly
purpose led and values based.
We track our cultural change with a range of indicators
focused on embedding a culture that prioritises Innovation;
our competitive edge, speed and agility to deliver growth
orientated Performance; and employee Trust, including
pride in our purpose, embedding our values and expectations
(Accountability, Courage, Development, Teamwork) and
progress as a Modern Employer.
As we do this, we check the health of our culture with a range
of indicators. We are making good progress. In what has been
a challenging year for everyone, our survey saw the highest
response rate to date (85%), and the main measure of culture
– employee engagement – reported the highest scores (84%)
since inception of the survey in 2012, an increase of 6% since
our last survey in 2019. There were improvements across all
Innovation scores (up on average by 5%), with Performance
scores showing the largest overall improvements across all
the questions (up on average by 7%). Scores on employee
Trust also scored strongly (up on average by 4%).
The way we have been working through the COVID-19
pandemic has led to positive changes in our culture. During
2020, close to three quarters of our employees moved to remote
working, while around a quarter have continued to work at our
essential sites ensuring our medicines, vaccines and everyday
healthcare products reached the millions of patients and
consumers who needed them. Through this period, we have
seen a deeper connection to our purpose, greater focus on
the work that matters most to deliver our priorities, dynamic
teams moving at pace with clear accountabilities, and greater
connectivity and care for each other. We will continue to focus
on these positives throughout 2021 as part of our culture
ambition for the long term.
Living and working through a pandemic, while also making
progress in our transformation programme – Future Ready
– brought change and personal challenges for some of our
employees. To support them through this period, we ensured
that our employee health and wellbeing services were fully
accessible (see page 38).
The pandemic meant we also had to be much more flexible in
how we got our work done. To support this, we implemented
new principles for employees who carry out office-based work;
to do that work in a place and in a way that enables them to
perform at their best, based on their role, team, and personal
circumstances. The principles – Performance with Choice –
are anchored in driving individual and collective performance,
while creating more flexibility about where and how those
employees perform their work.
In addition, as a company that has respect for people at its
core and takes pride in providing access to our medicines,
vaccines and consumer products to all, we have an opportunity
and an obligation to build an inclusive culture internally and
to be a force for good in improving diversity and inclusion
in society. In 2020 we focused on building a more inclusive
culture, including inclusion training for all employees alongside
our work to evolve our policies, processes and practices.
We also set new aspirational targets for gender and for
race and ethnicity (see page 37).
Our leaders have played a crucial role and we know that
how they role-model culture is one of the biggest drivers of
culture change. We continue to build the expertise in our senior
leaders, with 13% new appointments to our top 125 leaders in
2020. The effectiveness of our global manager population is
measured through our annual One80 feedback tool (see page
38) and this year we saw continued improvements in manager
scores, with 80% of our managers being seen as highly
effective by the people they manage.
10 GSK Annual Report 2020
Key performance indicators
We track progress against our long-term priorities with ten operating
key performance indicators. These measure our performance at
a Group level and across our three businesses.
Our operating key performance indicators (KPIs) are reviewed
regularly by our Corporate Executive Team and the Board.
Our employees are updated on our progress against them every
quarter. Our performance system aligns employees’ bonuses
with a relevant subset of our ten indicators and the remuneration
policy used to reward the performance of our executives also
includes measures linked to our KPIs (see pages 113, 119
and 121).
We track all of our operating KPIs internally, and below we
provide performance data for those that we report externally.
Due to commercial sensitivities we do not publish data for all
operating KPIs (indicated as n/r). We use a number of adjusted,
non-International Financial Reporting Standards (IFRS)
measures to report our business performance, as described
on pages 51 to 53. These include Adjusted results, free cash
flow and CER growth rates.
Innovation
Innovation sales R
2020
2019
2018
Pharmaceuticals and Vaccines – sales of products launched in the last five years
£4.1bn
£3.0bna
£1.1bna
Consumer Healthcare – sales from products which are new to a market in the last
three years as a % of total sales
Pipeline value and progress – the value of products in our pipeline and R&D
milestones achieved
Performance
Group turnover R – up 1% AER, 3% CER
Profit R
Total operating profit – up 12% AER, 15% CER
Adjusted operating profit – down 1% AER, up 2% CER
Total operating margin
Adjusted operating margin
Free cash flow R – up 7%
Market share – our market share in relation to our competitors
Top talent and succession plans for key roles – our most talented employees
in key roles with succession plans in place
Trust
Employee feedback – employee engagement scores from our global employee survey
Supply service level – percentage of orders delivered on-time, in-full
Corporate reputation – reputation index among stakeholders and informed public
measured globally and in top 13 markets
R Linked to Executive LTI awards and bonus, see pages 113, 119 and 121.
a
n/r Not reported externally due to commercial sensitivities.
Comparative information reflects sales of those products that meet the definition for 2020.
11%
n/r
12%
11%
n/r
n/r
2020
2019
2018
£34.1bn
£33.8bn
£30.8bn
£7.8bn
£8.9bn
22.8%
26.1%
£7.0bn
£9.0bn
20.6%
26.6%
£5.5bn
£8.7bn
17.8%
28.4%
£5.4bn
£5.1bn
£5.7bn
n/r
n/r
2020
84%
n/r
n/r
n/r
n/r
2019
78%
n/r
n/r
n/r
n/r
2018
78%
n/r
n/r
GSK Annual Report 2020 11
Investor informationFinancial statementsStrategic reportGovernance and remuneration Industry trends
We are operating in a dynamic environment, shaped by fast-changing
and interdependent global trends, many of which were accelerated
by the COVID-19 pandemic. We continue to respond to this changing
environment by advancing our strategy and long-term priorities.
The global economy was significantly affected by the COVID-19
pandemic during the year and economic uncertainty has
continued. In January 2020 the global economy was forecast
to grow by 3.3% but the impact of COVID-19 containment
measures stalled the economies of many countries and the
global economy is now facing a deep recession.1
Investment in COVID-19 solutions, healthcare systems
and economic support during national lockdowns will have
a significant long-term effect on the global economy and
government finances. This fiscal challenge is likely to have a
lasting impact on national healthcare budgets and, in markets
with out-of-pocket patient payments, personal budgets too.
The pandemic has put the healthcare industry centre stage
and demonstrated its vital role as a powerful force for good,
in discovering, developing and supplying essential medicines,
vaccines and consumer healthcare products. The need for
rapid solutions to the pandemic prompted unprecedented
technological acceleration and collaboration between
companies, governments, regulators and international
organisations to mobilise R&D, deliver novel products, speed
up regulatory processes and scale up manufacturing capacity.
As COVID-19 dominated people’s lives, discussions about
safe and effective innovation, particularly around vaccines,
rose high on the public agenda. The industry united around
a common commitment to apply the highest levels of rigour
and safety standards to potential COVID-19-related solutions.
The pandemic also raised questions around the affordability
of, and equality of access to, healthcare with demands that,
when licensed, COVID-19 vaccines and medicines became
widely available. Multi-stakeholder organisations such as
COVAX were critical in helping to navigate such challenges
as governments looked to secure access for their own citizens
as well as ensuring global access. Pressure for governments
to seek domestic healthcare supply chains, particularly for
COVID-19 solutions, became a pressing issue as the disruption
of international logistics systems impacted security of supply.
1 IMF Annual Report 2020
2 IQVIA data
3 Internal data
4 IQVIA, The Impact of COVID-19 on Global Pharmaceutical Growth,
June 2020
5 United Nations Department of Economic and Social Affairs, World
Population Prospects 2019
6 United Nations Department of Economic and Social Affairs, World
Population Ageing 2019
7 Brookings, China’s influence on the global middle class, October 2020
12 GSK Annual Report 2020
The COVID-19 pandemic has underlined the centrality of
health to the security, stability and prosperity of nations and
the need to strengthen approaches to preventing, identifying
and managing future pandemics. Already, the industry is
engaging with key partners to consider how to work collectively
to develop sustainable solutions that will enhance pandemic
preparedness and strengthen global health security overall.
The global healthcare market
The global healthcare market has grown during the year, with
worldwide pharmaceutical sales totalling £869 billion from
September 2019-2020, up 4%. North America remains the
largest pharmaceutical market with a 47% share of global sales,
with Europe representing 23%. China is the second largest
individual country for pharmaceutical sales, representing
7.6% of global sales.2 Global vaccine sales remained flat
at approximately £23.8 billion in 2020. The global consumer
healthcare market is estimated to be valued at more than
£140 billion.3
Prescription medicines and consumer products proved largely
resilient to the economic effects of the pandemic. Common
trends of stockpiling, the issuing of long-term prescriptions
and dramatic increases in purchasing, were followed by falls
in demand driven by fewer consultations during lockdowns.
The vaccines market was, however, impacted significantly,
as global vaccination rates fell sharply as patients were unable
to visit healthcare professionals. Rates recovered as lockdowns
eased in the middle of the year but declined again as pandemic
conditions worsened. Some commentators predict that
economic recession will suppress pharmaceutical growth
potential in countries where private funds underpin a significant
proportion of healthcare costs.4
Global trends: opportunities and challenges
Changing demographics
Demographic change is increasing demand for preventive
and therapeutic healthcare products.
The global population is predicted to grow to 8.5 billion
by 2030, up from an estimated 7.7 billion in 2019.5 Virtually
all countries are experiencing population ageing, with the
proportion of those over 65 projected to double between
2019 and 2050.6 More people are living in cities and becoming
affluent, particularly in China which is experiencing the world’s
fastest-ever expansion of the middle class, and where by 2027
1.2 billion people are projected to be middle class – one quarter
of the world’s total.7
Industry trends continued
Our response
These factors are all contributing to rising demand for
healthcare – including in our areas of focus, such as vaccines
and specialty medicines as well as general medicines – and to
pressure on healthcare systems to restrain growth in spending.
In line with our Innovation priority we are investing in developing
and launching a pipeline of new products that meet the
changing needs of patients, payers and consumers (see pages
18 to 25). Our global health and pricing strategies ensure that
our products serve a broad demographic (see pages 34 to 35).
Advances in science and technology
Rapid advances in innovative science and technology are
transforming the sector. New advances in functional genomics,
such as CRISPR, are changing what is possible in drug
discovery and will enable researchers to pinpoint novel targets
with a higher probability of success. Cell therapy technologies,
where cells become living medicines, are altering the definition
and profile of medicine. The scale of data from genetic libraries
and genomics requires artificial intelligence (AI) to interpret, with
machine learning helping to design new experiments to increase
the likelihood of success. The growth in data is also improving
the healthcare ecosystem and helping to build a virtuous cycle
of data, technology and R&D. Regulators and purchasers can
harness these technologies to track product effectiveness,
while researchers can build a better understanding of genetics
and disease through consumer use of digital tools to manage
their health and determine their genetic profiles.
COVID-19 has demonstrated how advanced technology is
accelerating and enabling innovation for our entire industry,
with unprecedented government funding and collaborations
between companies and research institutes. This has been
especially true for the rapid acceleration of vaccine innovation,
including mRNA technology, which enables specific proteins,
or antigens, to be produced by the body’s own cells, enabling
the human immune system to prevent or fight disease. This
advance in vaccine innovation is likely to have implications
beyond the current pandemic, resulting in a new range of
highly innovative technologies that mark a step change in
how we are able to fight infectious disease.
Our response
The application of advanced technologies is central to our R&D
approach, as part of our Innovation priority. We are developing
core capabilities in AI, machine learning, functional genomics
and cell therapy to accelerate the pace at which we identify and
develop novel targets and medicines. In vaccines our leadership
in platform technologies continues to play a central role, for
example in adjuvants, and also mRNA technology, which we
pursue in-house with our own self-amplifying mRNA (SAM)
platform, and through our strategic mRNA technology
collaboration with CureVac, a clinical stage biotechnology
company (see page 25 for more details). In February 2021
we announced an additional new agreement with CureVac to
jointly develop next generation mRNA vaccines for COVID-19.
In 2020 we also established a dedicated central London hub for
our AI team to complement our two collaborations focused on
applying CRISPR gene editing technologies to drug discovery:
the Laboratory for Genomics Research and our partnership
with The Broad Institute, the world-leading genomics centre.
GSK moved swiftly to join global efforts against the COVID-19
pandemic. Company-wide, we used our science, technology,
portfolio and resources where we could have the biggest
impact to progress promising vaccines and medicines that
could be produced at scale to prevent and treat the virus
(see page 24 for more details).
Pricing and access
The pricing of healthcare products and the increasing pressure
to fund high-cost, innovative therapies continue to attract
significant attention from governments and the public.
Scrutiny on access to innovation during the pandemic
has been particularly intense.
Governments have long sought to control healthcare
expenditure, particularly around pharmaceuticals. Growing
populations, increased comorbidities and improved screening
have escalated demand for medicines, vaccines and consumer
healthcare products. In parallel, new innovative medicines are
more complex but better at targeting diseases.
Governments and payers are increasingly cooperating across
jurisdictions, with ever more restrictive measures to control
growth in pharmaceutical expenditure. In some cases, this has
led to more reimbursement hurdles, with consequent delays to
making innovative medicines and vaccines available to patients.
In the US, controlling the pandemic, stimulating the economy
and addressing environmental issues are expected to be some
of the Biden administration’s key priorities. The administration
plans to expand the federal government’s role in the COVID-19
response by proposing a major stimulus bill, a nationwide
testing and vaccine distribution strategy and rejoining the World
Health Organization. In healthcare, the Biden administration is
expected to seek to expand access through the Affordable Care
Act comprehensive reforms, including for prescription drugs,
but these are unlikely to be implemented in the short term.
There remains intense public scrutiny of the cost of prescription
medicines for American citizens, and the Biden administration
is expected to pay attention to this over the course of its term.
Prior to leaving office, the Trump administration had announced
several regulatory changes to address healthcare costs, most
notably the restructuring of pharmaceutical rebates to benefit
patients at the pharmacy counter and an intention to proceed
with international reference pricing (IRP) or a ‘most-favoured
nation’ pricing policy, which is indefinitely on hold pending
resolution of legal challenges from industry. Though the exact
shape and impact of these measures has yet to be finalised,
if implemented they have the potential to significantly change
industry’s operating environment in the US over the long term.
GSK Annual Report 2020 13
Investor informationFinancial statementsStrategic reportGovernance and remuneration Industry trends continued
In the US, there is a determination to control costs, improve
access to healthcare and address out-of-pocket patient
payments. Countering this is a growing recognition of the
importance of innovation and earlier access to it in the US
versus markets with more restricted access.
In Europe, although most markets have established price
control processes, national healthcare authorities are continually
looking to sharpen these tools. Disparity in access and supply
availability across EU markets is a recurring topic of debate,
with member states repeatedly raising concerns over medicine
shortages. This concern heightened sharply in the crisis phase
of the pandemic, and although companies mitigated the risk
by reacting quickly and cooperating with EU and national
authorities, COVID-19 has created an impetus for greater
centralised procurement of vaccines and medicines at an
EU level. In November, the European Commission (EC)
published a Pharmaceutical Strategy focused on improving
patient access to affordable medicines while also strengthening
the region’s competitive pharmaceutical industry. The strategy
includes both legislative and non-legislative proposals spanning
access, affordability, innovation and competitiveness, touching
the whole legislative framework under which pharmaceutical
companies operate in Europe. The EU Commission also
announced plans to improve cross-border preparedness
for health emergencies and the creation of a new agency,
the Health Emergency Response Authority (HERA), modelled
on US Biomedical Advanced Research and Development
Authority (BARDA), which would build up reserves of medicines
and equipment and 'surge capacity' to support manufacturing.
There are growing calls for transparency of prices, development
costs and public subsidies, with draft legislation in France and
Italy requiring publication of R&D investment costs, the ability
to manage unexpected supply constraints and details of prices
in other jurisdictions. Various cross-border alliances, such as
the Valletta Declaration Group, the Beneluxa Initiative, the
Nordic Council and the Visegrad Group, have emerged to
exert greater leverage in price negotiations.
In Europe, as well as many emerging markets, IRP continues
to gain traction, with more than 80 markets now using it as a
primary lever for pricing control. Increasingly countries are also
cooperating on health technology assessments (HTAs), with
a new EU HTA regulation proposal aiming to centralise the
clinical assessments of new medicines and medical devices.
Beyond Europe many countries are implementing various
reforms ranging from regulatory pathways to cost containment.
In China, key changes include the alignment of drug regulatory
review and approval processes with international standards,
and improved government reimbursement for innovative
medicines. The pricing and access environment also continues
to evolve with a move towards evidence-based assessments.
However, IRP is still used as an instrument to control costs.
Additionally, although the latest national reimbursement drugs
list negotiations in 2019 reduced prices they offered the
opportunity of improved access for innovative medicines.
There is evidence that access for oncology medicines,
in particular, is improving.
In Japan, where HTAs were introduced in April 2019, the
pharmaceutical industry remains concerned about the use
of the assessments for pricing control rather than value
assessment. A number of Latin American nations including
Colombia, Mexico, Uruguay and some Central American
countries are also increasingly engaging in HTAs and are
considering establishing or strengthening existing assessments.
Our response
We aim to improve the health of millions of people each year
by making our products available at responsible prices that
are sustainable for our business.
Getting the balance right between responsible pricing
and sustainable business is fundamental to our Innovation,
Performance and Trust priorities. When setting the price
of our medicines in developed markets, we apply a value-based
approach to balance reward for innovation with access and
affordability (see page 35). We aim to provide truly differentiated,
innovative products that deliver effective health outcomes for
patients and payers, so that even high-cost products deliver
value. By investing in genetics, genomics, big data and AI we
are accelerating the pace at which we develop transformational
medicines and prioritising those molecules with a higher
probability of success. Genetically validated drug candidates
are twice as likely to become registered medicines, so such
investments are also improving the productivity of our R&D
investment.
14 GSK Annual Report 2020
Industry trends continued
Regulatory environment
Healthcare is a highly regulated industry, reflecting public
expectations that products comply to stringent levels of quality,
safety and efficacy.
Societal expectations
Societal expectations of business continue to evolve, at a time
when expected progress on global development has been
slowed by political and economic challenges and the pandemic.
As concern around these issues grows, the financial community
has shown increasing interest in corporate management of
environmental, social and governance (ESG) risks and
opportunities as a better foundation for long-term growth.
There has also been a rise in civic protest movements, aiming
to hold companies and governments to account on social
issues such as racial and gender inequality.
During the pandemic, there has been rising scrutiny of how
companies have supported their employees, suppliers and
wider communities through the crisis. On the environmental
agenda, there is a growing sense of urgency around the pace
and scale of action needed to address climate change, and
an increasing focus on the degradation of the natural world
and biodiversity loss, together with a deeper understanding
of how planetary health is linked to human health.
Our response
Our Trust priority and approach to ESG is designed to create
long-term value for both shareholders and society. We have
set public commitments across our most material issues to
support our Trust priority and are making good progress against
them (see pages 33 to 42). We recognise that expectations
are moving quickly and that we need to respond accordingly.
This is why in 2020 we outlined a new global approach to
inclusion and diversity and announced two ambitious new
environmental goals, of net zero impact on climate and net
positive impact on nature by 2030 (see pages 37 and 41).
In our response to the pandemic, GSK has taken an agile,
people-centric approach, including a strong focus on
supporting our employees and suppliers.
COVID-19 has presented a number of challenges. Both
regulators and the industry have had to maintain supplies
of essential medicines and vaccines, continue development
programmes for new products, and support and accelerate the
development of solutions for COVID-19. Many of the necessary
adaptations have been based on important regulatory efforts
and initiatives already underway. These have included work on
novel regulatory approaches to encourage biopharmaceutical
innovation, including addressing new technologies, such as
digital healthcare, cell and gene therapies, complex clinical
trials, big data and real world evidence.
Regulators have recognised the need for increased cooperation
with industry to tackle the pandemic and this has been one of
the key enablers for the acceleration of timelines for pandemic
innovation. Regulators have built on existing interactions through
supranational bodies, such as the International Coalition of
Medicines Regulatory Authorities. The response to COVID-19
presents opportunities as well as challenges, such as the
potential for the permanent application of regulatory adaptations,
to support the development and approval of a broader range
of new medicines and vaccines, and the simplification of
regulatory processes.
In parallel to the challenges posed by COVID-19, the industry
continued to prepare for the end of the transition period of the
UK’s exit from the EU and for the development of the UK’s future
regulatory framework with the Medicines and Healthcare
products Regulatory Agency (MHRA) as an independent
regulator.
Our response
GSK closely monitors and, where relevant and appropriate,
engages in ways to improve regulation, particularly in the
UK, Europe, US, China and Japan. For example, as scientific
innovation moves beyond the scope of current regulation and
standards, and as we learn from experience with COVID-19,
we are working with our peers to engage with governments
in exploring new policies, processes and incentives that would
support the discovery and delivery of medicines and vaccines
developed through emerging technologies and techniques.
In addition, we are working with the sector to realise the
opportunities for MHRA to establish new or enhanced
partnerships with regulators outside the EU and to lead
globally on the creation of a balanced regulatory framework
that supports innovation.
GSK Annual Report 2020 15
Investor informationFinancial statementsStrategic reportGovernance and remuneration Stakeholder engagement
Engaging and building trust with the broad range of stakeholders that
interact with, or are impacted by, our business is key to delivering our
strategy and ensuring our success over the long term.
Our approach to enable management and the Board to understand and consider stakeholder views as part of their oversight
and decision making is explained in our section 172 statement, set out in full on page 108 and incorporated by reference into
this Strategic report. On this page we summarise our key stakeholder groups, how we engage with them, the issues that matter
most to them and what we are doing in response.
Patients and
consumers
Investors
Insights from patients and consumers enable us
to develop products that better meet their needs.
What matters
– Differentiated product innovation based on patient and
How we engage
– Advisory boards, disease-specific patient panels and
Patient Advocacy Leaders Summits to provide patient
insights
– Engagement and support for patient groups (disclosed
on GSK.com), and initiatives that empower patients to
get involved in medicine development
– Market research including consumer sensory labs
consumer needs
– Access to a reliable supply of high-quality, safe products
– Pricing of healthcare products, particularly out-of-pocket
expenses
What we are doing
– Strengthening our pipeline of innovative products
– Maintaining high standards for product quality and safety
– Continuing to take a value-based approach to pricing to
balance reward for innovation with access and affordability
We maintain regular and constructive dialogue with
investors to communicate our strategy and performance
in order to promote investor confidence and ensure our
continued access to capital.
How we engage
– Ongoing communications including the AGM, quarterly
results calls, in-person and virtual roadshows and
detailed company information online
– One-to-one meetings between Board members,
senior executives and institutional investors
– Biennial investors and analysts perception study
What matters
– Financial performance and commercial success
– Understanding how our R&D strategy is successfully
developing our pipeline
– The increasing importance of good management of ESG issues
What we are doing
– Good financial performance and transparent reporting
– Business and R&D updates and events on key pipeline
milestones
– Increasing our engagement on ESG matters
Healthcare
professionals
and medical
experts
We work with healthcare professionals (HCPs) and
medical experts to understand patient needs and to ensure
our products are being administered in the right way.
How we engage
– Scientific dialogue to increase understanding of disease
management and patient experience
– Providing high-quality, balanced information about
our medicines and vaccines
– Collaborating on clinical trials and research
R&D partners
and academia
We partner with scientific institutions, national health
systems, business partners and academia to help
ensure we develop differentiated healthcare products.
How we engage
– Collaborating with outstanding scientists from
organisations across the globe
– Establishing joint ventures to strengthen innovation
and efficiency
– Working with academic institutions to accelerate
discovery and development of new medicines
What matters
– Access to product and scientific information
– Responsible sales and marketing practices
– Safety, efficacy and differentiated innovation
What we are doing
– Increasing the use of digital channels to deliver a more
personalised and effective sharing of information to HCPs
– Ensuring we attract and retain the best talent while upholding
responsible sales and marketing standards
– Using HCP insights on disease management and patient
experience to inform the development of our medicines
What matters
– Finding the right partner to accelerate a potential
medicine or vaccine to approval to reach patients
– Pushing the science as far as it can go to advance
human health
– Dissemination and advancement of scientific knowledge
What we are doing
– Working with world-leading experts at biotechs, universities
and other scientific institutions to improve drug discovery
and increase the productivity of our R&D pipeline
– Collaborating with partners such as with CureVac on mRNA
technology and Vir Biotechnology for new antibody therapies;
and expanding genetic and genomics collaborations such as
with the Broad Institute
16 GSK Annual Report 2020
Stakeholder engagement continued
Governments
and regulators
We work with governments and regulators to advocate
for policies that encourage innovation, promote
efficient management of healthcare spending and
give patients the support they need.
How we engage
– Meeting with regulatory bodies throughout the
development process to ensure high-quality and
safe new products
– Engaging with government health agencies to
demonstrate the value of our products for patients
and economies
– Working with governments to protect and strengthen
the right operating environment for life sciences
innovation and launches
– Participating in international efforts to address global
health threats, such as the COVID-19 pandemic
NGOs and
multilateral
organisations
We work with partners to improve access to healthcare
services and our products, and to advocate for the
policy environment in which we can be successful.
How we engage
– Working with non-governmental organisations (NGOs)
and partners to research and develop products to
address global health challenges
– Collaborating with NGOs and generic manufacturers to
sustainably supply our products to developing countries
– Partnering to strengthen health systems in developing
countries and drive progress on global health priorities
What matters
– Investment in innovation and life sciences
– Scientific funding and collaboration
– Medicines pricing and reimbursement
– Public health threats – COVID-19 and antimicrobial
resistance (AMR)
– Investment in preventive health and strengthening health systems
What we are doing
– Working with UK and EU policymakers to ensure post-Brexit
there remains a sustained flow of goods, investment capital
and talent for life sciences innovation
– Engaging in US policy pricing/reimbursement debates
and, with phRMA, commenting on legislative proposals
for healthcare reform
– Partnering across industry and governments to tackle AMR
– Engaging with governments, including the US, UK, EU
and Canada, regarding production and procurement of
COVID-19 vaccines
What matters
– Access to medicines and vaccines
– UN SDGs and WHO targets for specific disease areas
– Universal health coverage and the future of health systems
– Financing for global health, including COVID-19 solutions
What we are doing
– Focusing on our unique role as a global health partner
to develop products where we have scientific expertise
– Partnering with organisations that have complementary
capabilities and reach to create sustainable models that
share risk, including our partnership with Gavi to support
access to vaccines in low and lower middle-income countries
– Leveraging our community investment programmes to support
our scientific expertise and deliver greater impact for patients
Suppliers
We work with thousands of suppliers, large and small,
who provide goods and services that support us in
delivering a reliable supply of high-quality, safe
products for our patients and consumers.
How we engage
– Regular direct engagement with suppliers to ensure
they support GSK's strategies and targets
– Engaging with suppliers through our Third-Party
Oversight programme and by conducting in-depth audits
– Participating in forums such as the Pharmaceutical
Supply Chain Initiative and the Consumer Goods Forum
to improve supply chain sustainability
What matters
– Prompt payment for smaller suppliers
– Understanding GSK policies to ensure compliance
– Opportunities to innovate and grow the relationship
What we are doing
– Engaging with our suppliers throughout the COVID-19
pandemic to understand their operating and financial status,
and offering support if necessary
– Engaging with suppliers to develop improvement plans and
track progress when we identify areas for improvement
– Providing proactive support through our third-party EH&S
team in countries where our priority suppliers are located
Employees
We involve and listen to employees to help us maintain
strong employee engagement and retain talented people.
How we engage
– Regular ‘Let’s Talk’ and ‘Let’s Listen’ events with the
Corporate Executive Team and other senior leaders
– Facilitating dialogue and collaboration through our
internal communications platform
What matters
– Our purpose and being able to see the difference we make
– Having a great line manager
– Feeling understood and valued
– Being part of an inclusive and diverse workplace
What we are doing
– Delivering more frequent, authentic communications
– Through Works Councils, Employee Forums and
during the pandemic
Employee Resource Groups
– Global all-employee survey and One80 Survey for
employees to provide feedback on line managers
– Clarifying our expectations of managers to motivate,
focus, care for and develop our employees
– Supporting employee safety, mental wellbeing and
enabling work-life balance
– Expanded our I&D commitments by setting aspirational
targets to improve ethnic and gender diversity in leadership
GSK Annual Report 2020 17
Investor informationFinancial statementsStrategic reportGovernance and remuneration Innovation
2020 was a year of significant progress for R&D. Across our biopharma
portfolio, we achieved a substantial number of new launches, regulatory
filings and late-stage research milestones. In Consumer Healthcare, we
delivered first market launches of new innovations across all categories.
Progress
– Strengthened the biopharma
pipeline with nine major approvals
and nine pivotal study starts
– Accelerated the portfolio with
approvals in Oncology for Blenrep
and Zejula, in HIV for Rukobia and
Cabenuva/Vocabria+Rekambys,
and in specialty for Duvroq
– Fast tracked COVID-19 solutions,
with three vaccine approaches in
clinic and three therapeutics in
clinical studies
– Started phase III trials for our RSV
maternal, RSV older adults and
MenABCWY candidate vaccines
– Launched first clinical trial of an
– Over 20 assets in late-stage
asset in the 23andMe collaboration
development, many that could
potentially significantly change
medical practice
– Invested significantly in strategic
partnerships, including immunology
company Vir Biotechnology and
mRNA technology specialist
CureVac
– Consumer Healthcare had 28
first-market launches for new
innovations in 2020 and rolled out
more than 200 recent innovations
into new markets
For Consumer Healthcare read more on
page 27
Pharmaceuticals and Vaccines
Our approach to R&D focuses on the science related to the
immune system, the use of human genetics and the application
of advanced technologies, such as AI and machine learning, to
deliver transformational medicines and vaccines. This distinctive
approach has enabled us to strengthen our pipeline in vaccines
and specialty medicines and accelerate the pace at which we
discover, develop and deliver for patients. We are embedding
an agile, performance-driven culture by encouraging clear
accountability and incentivising our people to pursue bold
research, backed by data and strong science. We also partner
with, and hire, outstanding talent from cutting-edge fields
outside the pharmaceutical industry such as technology, data
science and academia. At the same time, we have ambitious
collaborations with other world-class companies and institutions,
partnering on research and accessing advanced technologies,
such as CRISPR and mRNA, to deliver a higher number
of differentiated medicines and vaccines.
GSK’s biopharma R&D pipeline contains 40 potential new
medicines and 19 candidate vaccines. Our focus on immunology
is strengthening and diversifying our portfolio with promising
clinical assets in immune-mediated diseases, infectious
diseases and oncology. More than 70% of our research targets
are genetically validated, with over 30 novel targets identified
through our collaboration with consumer genetics and research
company, 23andMe. Based on our current projections, by 2026
we have the potential to launch numerous new vaccines and
medicines as well as new indications for existing assets. Should
all data be positive we could have more than 10 high-potential
late-stage assets that could significantly change medical
practice. We continue to focus the pipeline on assets with
the greatest probability of success.
18 GSK Annual Report 2020
Lifecycle innovation, where we focus on evolving and increasing
the impact of our existing products, is also a key component
of strengthening the pipeline. This ensures our vaccines and
medicines reach and protect more people and continue to play
a strong role in our business performance.
We have made significant progress across our biopharma
portfolio, with nine major GSK assets targeting unmet medical
need gaining regulatory approval. In our infectious diseases
portfolio, we received approvals in HIV for our first-in-class
attachment inhibitor, Rukobia, in the US and Europe, and
for our long-acting regimen, Cabenuva, in Canada, the US and
Europe, where it is licensed as Vocabria + Rekambys. We also
received European regulatory approval to extend the use of
several of our vaccines against infectious diseases: Shingrix –
to expand its use from people aged over 50 to those over 18
who are at increased risk of shingles; Boostrix, our tetanus,
diphtheria, and pertussis vaccine – an expanded indication to
include maternal immunisation; and for Bexsero, a Europe-wide
label update for its 2+1 schedule starting with infants of two
months. In oncology we received significant US and European
approvals, first for Zejula, which was approved for an expanded
indication in ovarian cancer, and secondly for Blenrep, our
first-in-class anti-BCMA (B-cell maturation antigen) treatment
for multiple myeloma. In respiratory, Nucala, our first-in-class,
anti-IL5 biologic, was approved in the US for hypereosinophilic
syndrome, and Trelegy Ellipta, our once-daily single inhaler triple
therapy, was approved in the US for asthma. Duvroq, for chronic
kidney disease-related anaemia, was approved in Japan.
Benlysta was approved in the US for an expanded indication
in lupus nephritis.
Innovation continued
Nine of our assets entered pivotal studies, including one
of our COVID-19 vaccine collaborations, our therapeutic
COVID-19 antibody treatment, which we are co-developing
with Vir Biotechnology, and our candidate vaccine against
five Neisseria serotypes (A, B, C, W, Y) causing meningitis,
as well as our candidate vaccine against respiratory syncytial
virus (RSV) for maternal immunisation.
The successful progression of our pipeline and our ability to
fast track COVID-19 solutions were achieved despite disruption
from international lockdowns. Throughout the pandemic we
have continued to deliver trial drugs to thousands of patients
within sealed-off healthcare systems, and assured patient
and employee safety and study integrity. The resilience of
our operations and supply chains has allowed the majority
of our clinical studies to remain open.
Infectious diseases
GSK has a world-leading infectious diseases portfolio with
30 medicines and vaccines in clinical testing. This reflects
both our focus on immunology and GSK’s 70-year track record
of using pioneering research methods and novel technologies
to find solutions to diseases caused by bacteria, viruses and
parasites. For information on our response to COVID-19,
see page 24.
HIV
Around 38 million people across the world live with HIV,
including approximately 1.7 million children. Although sub-
Saharan Africa remains the most affected region, the number
of cases globally continues to grow with approximately 38,000
new infections each year in the US alone.
GSK has long been committed to combatting, preventing
and ultimately curing HIV, and thereby limiting its impact on
people’s lives. Our HIV business is managed through ViiV
Healthcare, the sole global specialist HIV pharmaceutical
company, which is majority owned by GSK with Pfizer and
Shionogi as shareholders. The business is underpinned by
a mission to leave no person living with HIV behind.
Whilst curing HIV remains ViiV Healthcare’s ultimate aim, our
portfolio of 16 approved antiretroviral medicines offers a range
of therapeutic options for people living with HIV. They include
Tivicay and Triumeq, which contain our medicine dolutegravir,
the most widely prescribed integrase inhibitor worldwide; we
believe around 17 million people living with HIV globally are
now taking a dolutegravir-based regimen. Ensuring no child
living with HIV is left behind, in June 2020 we received US
Food and Drug Administration (FDA) approval, followed by
European Medicines Agency (EMA) approval in January 2021,
of the first-ever dispersible tablet formulation of dolutegravir,
Tivicay, for children from four weeks of age.
We fundamentally believe no person living with HIV should take
more medicines than they need. Our two-drug regimen (2DR)
treatments Dovato and Juluca, which have been shown to be
as safe and effective as three-drug regimens, allow people living
with HIV to maintain viral suppression while taking fewer HIV
drugs over a lifetime.
Dovato is a once-daily, single-pill containing dolutegravir
and lamivudine, for the treatment of adults living with HIV-1.
Following its 2019 launch in the US and Europe, Dovato
received marketing approval for treatment of naïve adults with
HIV in Japan. The US, Japan and Australia received approval
for the switch indication in the third quarter of 2020. Long-term
data from the GEMINI 1 and 2 and TANGO studies showed
Dovato was as effective as a number of three-drug regimens.
Data from the STAT clinical trial also demonstrated that Dovato
was effective and well tolerated as a treatment for rapid initiation
after diagnosis. Dovato is now included in international
guidelines, as an initial therapy for HIV and as a switch option.
In 2020 we received approval of Rukobia (fostemsavir),
our first-in-class attachment inhibitor, in the US, followed by
approval in Europe in February 2021. Rukobia was approved
in the US after being fast tracked with an FDA breakthrough
therapy designation. The therapy provides an option for heavily
treatment-experienced adults with HIV-1 infection, including
those who are failing on current antiretroviral regimens and
have exhausted all treatment options. It had previously delivered
positive results from its 96-week phase III BRIGHTE study.
ViiV Healthcare also received regulatory approval of the world’s
first complete long-acting injectable regimen for the treatment
of people living with HIV. This regimen, which contains
cabotegravir and rilpivirine, reduces the number of treatment
dosing days from 365 to 12 per year, with the potential to
extend that further to just six. It was approved in Canada and
the US, as Cabenuva, and in Europe, as Vocabria (cabotegravir)
and Rekambys (rilpivirine).
Complementary to these approvals, and aligned with our goal
of providing convenient, simplified treatments for people living
with HIV, we are advancing further research in long-acting
therapies. In September 2020, we began a one-year study to
identify and evaluate approaches to integrating our once every
two months injectable cabotegravir and rilpivirine HIV treatment
into European healthcare practices. In October, we completed
the final study visits of our year-long CUSTOMIZE study, which
investigated the best ways of implementing a once-monthly HIV
regimen into clinical practice across the US. Results indicate
a high level of patient preference for the long-acting injectable
as it offers the potential to reduce the frequency of dosing and
is as effective as daily, oral, three-drug regimens in maintaining
viral suppression among adults living with HIV.
GSK Annual Report 2020 19
Investor informationFinancial statementsStrategic reportGovernance and remuneration Innovation continued
With around 1.7 million people newly diagnosed with HIV
every year, focus on developing effective prevention is essential.
In 2020 we reported positive results from trials of our
investigational, long-acting injectable cabotegravir treatment
against HIV acquisition. Interim analysis from a Global HIV
Prevention Trials Network (HPTN) study showed the once
every two months treatment is 66% more effective than, and
superior to, daily pre-exposure prophylaxis pills in preventing
HIV acquisition in men. The results were released earlier than
anticipated following this outcome. Similarly, results were
released earlier than anticipated in a second HPTN study in
women that showed cabotegravir was 89% more effective
than the daily oral standard of care for pre-exposure prophylaxis
(PrEP). We intend to apply for marketing authorisation of this
therapy with regulators from the first half of 2021.
Shingles
Our launch of Shingrix in late 2017 signalled a step change
in the prevention of shingles, a painful and potentially serious
illness. Approximately one in three people will develop shingles
in their lifetime. The vaccine addresses the age-related decline
in immunity, achieving more than 90% efficacy across all age
groups. It is the first non-live shingles vaccine to combine
a specific subunit antigen with an adjuvant to sustain the
immune response.
In 2020 we received European approval to expand the use of
Shingrix from people aged over 50, to those over 18 who are
at increased risk of shingles. We also applied to broaden its
indication in the US to include adults with immunodeficiency
or immunosuppression who are more likely to contract shingles.
Respiratory syncytial virus (RSV)
One of our innovation priorities is the development of novel
prophylactic vaccines for diseases with significant unmet
medical need, such as RSV.
RSV is a leading cause of lower respiratory tract infection,
such as pneumonia and bronchiolitis, with infants and older
adults most at risk. Currently no vaccine is licensed to protect
against the virus, which every year is estimated to hospitalise
about 3 million under-fives globally and 177,000 older adults
in the US alone.
GSK is the only company to develop a portfolio of three
dedicated RSV candidate vaccines, each of which has
been fast tracked by the FDA. These candidate vaccines
are tailored to the needs of the most vulnerable populations
– infants (through the complementary maternal and paediatric
candidate vaccines) and older adults (through our candidate
vaccine targeted at people aged over 60).
1 Internal data
20 GSK Annual Report 2020
GSK's maternal candidate is based on a recombinant
pre-fusion F antigen to boost the pre-existing immune response
of the vaccinated mother whose protective antibodies would
then be transferred to the unborn child. Our paediatric
candidate harnesses our adenovirus vector technology and
contains three RSV antigens aiming to induce active immunity
and extend protection of infants during the first two years of life.
Our older adult candidate leverages a recombinant pre-fusion
F antigen combined with our AS01 adjuvant system, which is
a key ingredient in our successful shingles vaccine Shingrix,
to enhance the immune response in a population with a naturally
declining immune system.
After promising phase I/II data for our older adults and maternal
RSV candidate vaccines showed that both assets triggered
a robust immune response and were well-tolerated, we began
the phase III trial of our maternal candidate vaccine in November
2020, and the phase III programme for older adults in February
2021. Phase I/II studies of our paediatric RSV candidate
vaccine are ongoing, with safety and immunogenicity data
in seronegative infants expected in May 2021.
Meningitis
Approximately 1.2 million people develop invasive meningococcal
disease (IMD) every year with infants, young children and
adolescents particularly vulnerable. Even when the disease
is diagnosed early and adequate treatment is started, 8% to
15% of patients die, often within 24 to 48 hours after the onset
of symptoms. If untreated, meningococcal meningitis is fatal
in 50% of cases and may result in brain damage, hearing loss
or disability in 10% to 20% of survivors.
GSK is the market leader in vaccines against IMD, based
on 2020 revenue.1 Our complementary portfolio of Bexsero,
our market-leading meningitis B vaccine, and Menveo, our
meningitis ACWY vaccine, helps protect against the majority
of IMD cases.
2020 saw the publication of multiple studies with real-world
evidence of Bexsero’s effectiveness in different settings,
including Europe where serogroup B is the most prevalent.
Public Health England’s Bexsero immunisation programme
in the UK demonstrated a 75% reduction in expected cases in
fully vaccine-eligible infants. This evidence led to a Europe-wide
label update for Bexsero’s 2+1 schedule starting with infants
of two months.
Meanwhile, phase II trials of the liquid presentation of Menveo
were completed in December. The new format aims to simplify
vaccine preparation steps for healthcare providers.
In August 2020, we began phase III clinical trials of our
MenABCWY pentavalent vaccine. This candidate vaccine
builds on the successful technology used in Bexsero and
Menveo, both of which have favourable safety and efficacy
profiles. Currently no meningitis vaccine exists against all
five serogroups (ABCWY). A 5-in-1 vaccine would require
just one vaccine, rather than two, and fewer injections.
Innovation continued
New antibiotics and AMR-related vaccines
We aim to tackle the urgent threat of antimicrobial resistance
(AMR) for organisms recognised by the Centers for Disease
Control (CDC) and World Health Organization (WHO) as
having a significant negative impact on global public health.
This reflects our strategic commitment to develop novel
targeted solutions for new areas of high medical need.
Gepotidacin, a potential first-in-class antibiotic with a distinct
mechanism of action, is in phase III studies for urogenital
gonorrhoea and uncomplicated urinary tract infection, with
the first data expected by the first half of 2022. This marks
the first time these infections have been addressed by new
oral antibiotics in 20 years.
In 2020 we began a phase I study of a candidate vaccine
for preventing primary and recurrent soft-skin tissue infections
caused by Staphylococcus aureus. The Staphylococcus aureus
pathogen swiftly acquires antibiotic resistance, with multi
drug-resistant strains being a serious threat to human health.
In the US alone, methicillin-resistant strains of Staphylococcus
aureus annually cause more than 300,000 cases in hospitalised
patients and an estimated 10,600 deaths.
We are also progressing a phase I study of a vaccine against
another pathogen frequently displaying AMR, Clostridium
difficile. This bacterium causes more than 200,000 cases in
hospitalised patients, leading to an estimated 12,800 deaths
in the US every year.
Support from antibacterial research accelerator CARB-X
has helped us with the development of a new drug to treat
and prevent recurrent urinary tract infections caused by
the Escherichia coli (E. coli) bacteria. The project aims to
explore the safety, tolerability and pharmacokinetics of the
FimH antagonist in a phase I study which was initiated in
September 2020 and is due to finish in 2021. The support
will also enable us to scale up the drug for future clinical
and non-clinical studies.
For more information about our work on AMR, see the Trust
section on page 35.
Other infectious diseases
Hepatitis B virus (HBV) can chronically infect the liver leading
to serious health conditions, including cirrhosis, liver failure
and liver cancer. Despite existing treatment options, almost
900,000 people die from HBV each year.
We started a phase IIb study with GSK3228836, our
investigational antisense oligonucleotide drug against
HBV, which was in-licensed from Ionis in 2019. Data
from the phase IIa study suggested that GSK3228836
has the potential to suppress hepatitis B surface antigen
after four weeks of treatment.
We are also investigating a therapeutic candidate vaccine
for chronic hepatitis B infections that is currently in phase I/II
trials. The work on chronic hepatitis B is part of our focus to
progress therapeutic vaccines to help the immune system better
respond to existing diseases, help to reduce chronic diseases’
exacerbations and slow their progress – and hopefully improve
the quality of life of the growing number of people suffering
from chronic diseases worldwide.
Boostrix, our tetanus, diphtheria, and pertussis vaccine,
received approval in Europe for an expanded indication to
include maternal immunisation. Immunisation of pregnant
mothers will enable the mother’s immune system to make
and transfer antibodies to help protect the unborn child
against pertussis (whooping cough). The expansion was
supported by robust data from the largest phase IV randomised,
placebo-controlled clinical trial ever performed on pertussis
maternal immunisation.
Rotarix, our vaccine against rotavirus infections, received
European approval for our porcine circovirus-free presentation
in 2020.
For information on our malaria vaccines, see the global health
section on page 34.
Oncology
Our work in oncology is focused on maximising patient survival
through the discovery and development of transformational
medicines. We have a portfolio of 14 oncology assets in
clinical development, both individually and in novel combination
studies, across four areas of focus. The first of these is
immuno-oncology which uses the human immune system
to treat cancer, where our portfolio of nine assets includes
Blenrep, dostarlimab and feladilimab. Next, synthetic lethality,
a concept where two mechanisms work together to destroy
cancerous cells, and our lead asset in this area is Zejula.
Third, cell therapy, where human T-cells are engineered to
target the disease. Our NY-ESO asset leads this portfolio.
Lastly, cancer epigenetics, where the gene-regulatory system
of the epigenome is modulated to curb cancer and we have
two assets in this field, a Type 1 PRMT inhibitor and a
PRMT5 inhibitor.
Starting with immuno-oncology, we received regulatory approval
in the US and Europe for Blenrep (belantamab mafodotin),
our first-in-class, humanised antibody drug conjugate against
BCMA, for relapsed or refractory multiple myeloma. Multiple
myeloma is the third most common blood cancer, for which
there is currently no cure. Blenrep, which is the first anti-BCMA
therapy to be approved, could provide a treatment option for
patients with relapsed or refractory myeloma, who currently have
limited treatment options. The approval followed positive results
from the pivotal DREAMM-2 study.
GSK Annual Report 2020 21
Investor informationFinancial statementsStrategic reportGovernance and remuneration Innovation continued
We continue to progress Blenrep’s extensive clinical
development programme, to enable us to advance into
earlier lines of treatment. We began two pivotal second-line
multiple myeloma studies, DREAMM-7, of Blenrep in
combination with bortezomib and dexamethasone and
DREAMM-8, of Blenrep in combination with pomalidomide
and dexamethasone. We also initiated a pivotal third-line
multiple myeloma study, DREAMM-3, of Blenrep as a
monotherapy; and a phase Ib combination study evaluating
the asset in combination with nirogacestat, SpringWorks’
investigational gamma secretase inhibitor, for relapsed/
refractory multiple myeloma. The latter combination is
a sub-study in the ongoing DREAMM-5 trial.
Dostarlimab is an investigational anti-programmed death-1
(PD-1) inhibitor, which we are evaluating as a potential
treatment for endometrial cancer. We filed for European
regulatory approval of dostarlimab as a monotherapy for
second-line endometrial cancer, based upon data from the
GARNET trial. Dostarlimab is also in a phase III study (RUBY)
of first-line recurrent or primary advanced endometrial cancer
in combination with standard of care (chemotherapy) with
and without Zejula.
We continue to progress feladilimab, our humanised non-T cell
depleting IgG4 antibody engineered to enhance T-cell driven
anti-tumour responses by activating the immune co-stimulatory
receptor ICOS. We are studying the antibody alone and in
combination with other therapies, due to its potential across
a range of tumour types. First patient enrolment was achieved
for INDUCE-4, our second phase II/III gated study of feladilimab
in combination with pembrolizumab and chemotherapy for
recurrent/metastatic head and neck squamous cell carcinoma,
expanding our active trial programmes for this molecule.
In 2020 we also announced a new addition to our immuno-
oncology pipeline, anti-CD96 (GSK6097608), an immune
checkpoint receptor expressed on T-cells and natural killer
cells. This potential first-in-class antibody is the first molecule
to be co-developed with 23andMe. In early 2020, we began
a phase I study of the asset in monotherapy and in combination
with dostarlimab for patients with advanced solid tumours.
Zejula, our lead synthetic lethal asset, further expanded its
indication in 2020, with approval in the US and Europe as
the only once-daily oral poly (ADP-ribose) polymerase (PARP)
inhibitor in first-line monotherapy maintenance treatment for
all patients with platinum-responsive advanced ovarian cancer.
This followed positive results from the phase III PRIMA study,
which showed a significant reduction in disease progression
for patients, regardless of their biomarker status.
Originally approved in 2017 in the US and Europe for patients
with recurrent ovarian cancer, we first expanded Zejula’s
indication in October 2019 in the US as a late-line treatment
for advanced ovarian cancer associated with homologous
recombination deficiency. We are pursuing a number of further
clinical studies of Zejula, alone and in combination with other
therapies. These include combination therapy for first-line
ovarian cancer with our PD-1 inhibitor dostarlimab, and the
initiation of the ZEAL-1 trial in combination with pembrolizumab
in non-small cell lung cancer. To further strengthen our pipeline,
and our capabilities in synthetic lethality, we agreed a broad
strategic partnership with IDEAYA Biosciences, an oncology-
focused precision medicine company.
Our lead oncology cell therapy asset is a T-cell immunotherapy,
letetresgene autoleucel (lete-cel; GSK3377794), that is
genetically modified to express a T-cell receptor (TCR) targeting
the NY-ESO-1 antigen present across multiple cancer types,
including various solid tumours. In 2020, we began a
registrational trial in second-line advanced/metastatic synovial
sarcoma. The therapy is on an accelerated development path,
having received European PRIME and FDA breakthrough
status. Two next generation T-cell immunotherapies,
GSK3901961 and GSK3845097, were transitioned from
pre-clinical to clinical development. These therapies build
on our TCR platform and utilise enhancements to improve
cell efficacy and persistence. We also announced a strategic
collaboration with the biopharmaceutical company Immatics
Biotechnologies to further enhance our capabilities in cell
therapy. Working with Immatics we will identify, research and
develop novel adoptive cell therapies with a focus on solid
tumours, and this work complements our existing relationships
in cell therapy with Lyell Immunopharma and Adaptimmune.
Respiratory
GSK is extending 50 years of leadership in respiratory medicine
with continued innovation in the development of treatments for
asthma, chronic obstructive pulmonary disease (COPD), and
other debilitating respiratory conditions. Our portfolio of three
candidate vaccines for respiratory syncytial virus, as mentioned
earlier, is just one example of our world-leading R&D in this area.
Since 2012, we have launched five new inhaled therapies and
our first-in-class biologic, Nucala, giving us one of the broadest
portfolios of respiratory medicines in our industry. In 2020 new
respiratory products made up 54% of our portfolio, compared
with just 6% in 2015. This growth has offset the decline in
Advair/Seretide, which moved from 64% of our portfolio to
22% in the same period.
22 GSK Annual Report 2020
Innovation continued
Recognising the potential of our medicines to help as many
patients as possible, in 2020 we worked to deliver lifecycle
innovations for our market-leading treatments, single inhaler
triple therapy Trelegy Ellipta and Nucala. Trelegy Ellipta received
regulatory approval in the US and Japan for the treatment of
adults with asthma, following earlier positive results from the
phase III CAPTAIN study. This expanded Trelegy Ellipta’s
original COPD indication, making it the first single inhaler triple
therapy to be approved for both asthma and COPD in the US.
Extending its leadership in eosinophil-driven diseases, Nucala
was approved in the US for patients with hypereosinophilic
syndrome (HES), adding to its indications in severe eosinophilic
asthma (SEA) and eosinophilic granulomatosis with polyangiitis
(EGPA). The approval, which followed the granting of an FDA
priority review, makes Nucala the first and only targeted biologic
treatment for patients with this rare and life-threatening disease.
We also applied for US and European authorisation of Nucala
for patients suffering from chronic rhinosinusitis with nasal
polyps (CRSwNP). This is a common but debilitating condition,
characterised by high eosinophils levels, which can cause
difficulty breathing, sleeping and maintaining a sense of smell
and taste. The application followed positive results from the
pivotal SYNAPSE study of Nucala, which marked the first time
that an anti-IL5 biologic had reported positive phase III data
in CRSwNP. We also submitted regulatory applications in
Europe for the use of Nucala in patients with EGPA and HES.
We believe Nucala may also have the potential to benefit
patients with COPD who have elevated eosinophil counts.
A phase III COPD trial is ongoing.
Recognising that patients with respiratory diseases continue
to require novel therapeutic options, our investigational
long-acting interleukin-5 (IL-5) antagonist for SEA moved
to phase III in February 2021.
Human rhinovirus (HRV) is the most common respiratory
pathogen associated with flare-ups of COPD and asthma.
To replicate itself, HRV takes over the PI4Kß kinase in the
lung. Therefore, inhibiting P14Kß could prevent HRV-driven
exacerbations and the associated patient burden. GSK’s
first-in-class PI4Kß inhibitor, GSK3923868, has started
a phase I study to determine its safety and pharmacokinetic
profile.
To ensure we focus on the medicines with the greatest
potential, we terminated progression of our anti-IL33 receptor
for severe asthma.
During the year, initial data from the proof-of-concept study
on our COPD candidate vaccine showed it did not meet the
primary endpoint.
Other priority assets
Immuno-inflammation
Our focus on the science of the immune system supports
the development of medicines for immune-mediated diseases,
such as lupus and rheumatoid arthritis (RA), that are the source
of significant morbidity for patients and a considerable public
health burden for society. This emphasis reflects our aim to
develop immunological-based medicines that alter the course
of inflammatory disease.
We remain the only company with a biologic treatment,
Benlysta, specifically developed and approved for adult and
paediatric systemic lupus erythematosus (SLE), a chronic,
incurable, autoimmune disease. In 2020 we applied for
regulatory approval across several geographies including
the US, Europe and China for Benlysta in lupus nephritis,
an inflammation of the kidneys caused by SLE which can lead
to end-stage kidney disease. This followed positive data from
the pivotal BLISS-LN study, which supported the FDA granting
breakthrough therapy designation and a priority review for
Benlysta in lupus nephritis. Benlysta is the first treatment
approved in the US for lupus nephritis, and the only treatment
approved for SLE and lupus nephritis.
We progressed our otilimab phase III study in patients with RA,
a chronic, systemic inflammatory condition characterised by
pain, joint swelling and stiffness, and disability. The study
followed earlier encouraging results from the anti GM-CSF
antibody’s phase II BAROQUE trial. We also started a phase II
proof of concept study with otilimab for treating severe
pulmonary COVID-19-related disease (see page 24).
Anaemia
Consistent with our intent to bring new therapeutic options
to patients with significant unmet medical need, we are
developing daprodustat for the treatment of anaemia due
to chronic kidney disease (CKD). In 2020, we received our
first regulatory approval for daprodustat, marketed as Duvroq
in Japan for patients with anaemia due to CKD. The approval
followed positive results from the phase III programme in Japan.
Duvroq is an oral hypoxia-inducible factor prolyl hydroxylase
inhibitor, a new class of drug that encourages the body to make
more red blood cells, thereby treating the anaemia associated
with CKD. Being an oral daily medicine, Duvroq offers greater
convenience than the current injection-based standard of care
for the nearly 3.5 million people in Japan with CKD-related
anaemia.
GSK is committed to helping patients with CKD-linked anaemia
around the world. We have a robust programme evaluating
the efficacy and safety of daprodustat, with daily or three times
a week dosing regimens. The trials are evaluating the wide
spectrum of patients with CKD, including patients not on
dialysis and those receiving hemodialysis or peritoneal dialysis.
The programme is on track, with data expected in 2021.
GSK Annual Report 2020 23
Investor informationFinancial statementsStrategic reportGovernance and remuneration Innovation continued
COVID-19 solutions
Successfully fighting the COVID-19 pandemic will require
more than one solution and we are working on many fronts
to minimise its impact.
We are contributing our unique adjuvant technology to help
develop multiple protein-based COVID-19 vaccines, while
simultaneously developing preventative and therapeutic
medicines and co-developing novel mRNA vaccine candidates.
Partnering with other leading healthcare companies and
research institutions is central to this approach.
We have several partnerships to develop COVID-19 vaccines
where we are contributing our pandemic adjuvant technology.
The use of an adjuvant can be of particular importance in
a pandemic as it may reduce the amount of vaccine protein
required per dose, allowing additional doses to be produced
and therefore protecting more people. It can also enable an
enhanced immune response.
We have pledged to supply our COVID-19 pandemic adjuvant
to governments and institutions at a responsible price, either
as standalone adjuvants or as part of an adjuvanted vaccine.
We will reinvest profits made on sales of our adjuvant during
the COVID-19 pandemic phase to support coronavirus-
related research and long-term global pandemic
preparedness.
In April 2020 we announced a collaboration with Sanofi
which combines their S-protein COVID-19 antigen with our
pandemic adjuvant technology. Together with Sanofi we have
secured supply agreements with the US, UK, EU and Canada
and a statement of intent with COVAX, a global initiative that
aims to ensure equitable international distribution of effective
COVID-19 vaccines, as part of our commitment to make
this vaccine, if approved, available globally. In December,
we announced a delay to the development programme due
to the antigen concentration – now addressed by our partner
– and started a new phase II study in February 2021.
In July we announced a collaboration with Medicago to
develop another COVID-19 candidate vaccine. Phase I
clinical testing began that month on a vaccine combining
an innovative plant-based antigen and GSK’s adjuvant.
The trials moved into phase II/III clinical development in
November, with the phase III portion due to start in March
2021. We announced another adjuvanted COVID-19 vaccine
collaboration in February 2021, with SK Bioscience, which
has entered phase I testing.
Our collaboration to develop an adjuvanted COVID-19
vaccine with China-based Clover Pharmaceuticals was
stopped in early 2021.
Also, in February 2021, we announced a new collaboration
with the German biotechnology company CureVac to jointly
develop next generation mRNA vaccines for COVID-19.
With their potential for a multivalent approach to address
multiple emerging variants in one vaccine, we believe these
could be important in the next phase of the pandemic.
We are also doing what we can to support the manufacture
of other COVID-19 vaccines; in February we announced
that we will support the production of CureVac’s current first
generation COVID-19 vaccine candidate, by manufacturing
up to 100 million doses in 2021. We are also in ongoing
dialogue with other manufacturers to see if we can support
their COVID-19 vaccine production.
Therapeutic treatments will be essential while patients wait for
COVID-19 vaccination, for people who cannot be vaccinated,
in the event of further variations of the virus, or if vaccines have
partial efficacy. In April 2020 we announced a COVID-19
partnership, with clinical-stage immunology company Vir
Biotechnology, to identify and accelerate therapeutic and
preventative antibody therapies against the virus.
Within six months of our agreement with Vir, the VIR-7831
(GSK4182136) antibody, for the early treatment of COVID-19
patients at high risk of hospitalisation, moved to a global phase
III trial. The treatment was identified from antibodies isolated
from a patient that had the severe acute respiratory syndrome
(SARS) virus. The resulting antibodies had activity against
coronaviruses, including SARS-CoV-2. These dual-action
antibodies were found to have the potential to block and
clear the virus, provide a high barrier to resistance and achieve
high concentrations in the lungs, ideal properties to treat and
potentially prevent COVID-19 infection. Results from the early
treatment study of VIR-7831 are expected in early 2021. If
approved, our antibody treatment could be available as early
as the first half of 2021. In February 2021, the COMET-PEAK
phase II study evaluating an intramuscular formulation of
VIR-7831 in low-risk adults with mild to moderate COVID-19
was initiated.
The clinical development programme for VIR-7831 includes
evaluation in a sub-trial of the US National Institutes of
Health’s Accelerating COVID-19 Therapeutic Interventions
and Vaccines (ACTIV) program’s clinical trial in hospitalised
adults with COVID-19. It is also being studied in combination
with Eli Lilly’s CoV555 antibody in low-risk patients with mild
to moderate COVID-19, which we expect data from in the
first half of 2021.
The second monoclonal antibody from the Vir and GSK
collaboration, VIR-7832, along with VIR-7831, is to be
investigated as a potential COVID-19 treatment with the
UK-based AGILE initiative in patients with mild to moderate
COVID-19 in a phase Ib/IIa clinical trial, which began in
early 2021.
In 2020, following a review of our marketed medicines and
pipeline products to identify agents that might be able to treat
the COVID-19 virus or secondary complications, we started
a phase II proof of concept OSCAR study with otilimab for
treating severe pulmonary COVID-19-related disease.
In February 2021, we announced results from the study,
which showed the primary endpoint did not reach statistical
significance across all ages, but an efficacy analysis by age
showed a potentially important clinical benefit in patients 70
years and older. Based on the public health need, we have
decided to expand the OSCAR study to confirm these
potentially important findings.
24 GSK Annual Report 2020
Innovation continued
Advanced technologies and partnerships
The application of advanced technologies is central to our
R&D approach. We have made significant investments in
transformational technologies that are changing the way that
medicines and vaccines are discovered, including in human
genetics, genomics and artificial intelligence/machine learning
(AI/ML). These build on our core capabilities and our broad
portfolio of platform technologies, such as cell therapy, adjuvants
and, most recently, mRNA-based vaccines, which are altering
the way that medicines and vaccines are developed. We are
making these investments to help us accelerate the pace at
which we design and develop novel medicines and vaccines.
Advanced technologies
COVID-19 has demonstrated how advanced technology is
accelerating and enabling innovation for our entire industry,
with unprecedented collaborations between companies and
research institutes. GSK has a long history of leveraging and
accelerating our own technological expertise, and achieving
innovative combinations, by partnering with other leading
companies, institutions and experts. GSK’s adjuvant technology
platforms play a central role in our vaccine innovation. Our AS01
adjuvant is a key component in many of our vaccine pipeline
assets, including our RSV older adult candidate vaccine.
It also drives the success of our licensed Shingrix vaccine.
We have made our pandemic adjuvant technology available
in collaborations, a potentially significant contribution to
strengthen the global response to COVID-19. In 2020 we
also progressed other novel vaccines technologies such as
bioconjugation, which is central to our Staphylococcus aureus
candidate vaccine, and adenovirus-vector ChAd, which is core
to our paediatric RSV asset.
During the year we agreed a strategic mRNA technology
collaboration with clinical stage biotechnology company
CureVac. We built on this relationship in February 2021
with a further agreement with CureVac, to jointly develop next
generation mRNA vaccines for COVID-19. mRNA technology
is a cutting-edge platform for the development of new vaccines
and medicines and has shown proof of concept with very
high efficacy levels for two COVID-19 vaccines. The mRNA
technology has the potential to transform vaccine development
and the vaccines industry for a number, although not all,
diseases. It enables specific proteins, or antigens, to be
produced by the body’s own cells, enabling the human immune
system to prevent or fight disease. The technology could allow
us to discover vaccines faster and to produce them more
efficiently at scale.
Our original agreement with CureVac covers the research,
development, manufacturing and commercialisation of up to
five mRNA-based vaccines and monoclonal antibodies (mAbs)
targeting infectious disease pathogens. CureVac’s integrated
mRNA platform complements GSK’s own self-amplifying mRNA
(SAM) vaccine capabilities and builds on our growing strengths
in mAbs innovation, aligned to our overall R&D focus on the
science of immunology. Our phase I study to test SAM with a
rabies antigen is advancing, we started a phase I study to test
SAM with a COVID-19 model vaccine at the start of March
2021 and an additional early-stage clinical study using SAM
is expected to start later in March.
In January 2021, we announced our collaboration with Eligo,
a French biotech company, to investigate a potential therapeutic
solution for acne through a precise modulation of the skin
microbiome composition, using a combination of the CRISPR
technology and bacteriophages.
Partnerships
In 2020 we achieved substantial milestones by establishing a
London AI hub and two new collaborations in human genetics
and genomics. Our AI hub team will use biomedical information,
AI methods and advanced computing platforms to unlock new
meaning from our sizeable genetic and clinical data. They will use
the dedicated hub to work and partner with leading companies
and AI institutions, including NVIDIA and Silicon Valley start-up
Cerebras. We are also supporting PhD studentships at the
University of Cambridge's new Centre for AI and Medicine,
which will provide GSK with a talent pipeline for the coming five
years and will shape the next generation of practitioners. Our role
in establishing such an ecosystem of partners is unique in the
industry. Together we can discover and design medicines and
vaccines with a higher probability of success.
During the year we also formed a new five-year research
collaboration with one of the world’s leading genetics and
functional genomic centres, the Broad Institute, in Cambridge,
Massachusetts. Additionally, in December 2020, we announced
with Ahren Innovation Capital that we will co-lead a Series A
investment in Adrestia Therapeutics, a UK-based biotechnology
company using cutting-edge molecular biology to develop
precision medicines. Adrestia’s Disease Rebalancing Platform
uses synthetic viability to identify phenotypic and molecular
imbalances of disease as the basis of novel drug discovery.
GSK is also entering into a multi-year agreement with Adrestia
on up to five projects. We will develop a portfolio of joint
projects with both partners to investigate the human genetic
links to disease, to help identify more high-quality and
genetically validated medicines.
Our new AI and genomics collaborations complement and
extend important existing GSK partnerships. These include our
2019 agreement with the University of California to establish the
Laboratory for Genomics Research (LGR). This state-of-the-art
laboratory is evolving and advancing CRISPR and other
genomics technologies to improve drug discovery, enabling us to
identify more potential treatments and enhance R&D productivity.
In 2020 it initiated three projects on the genetics of disease,
two in oncology, the third in neurodegeneration. The LGR is
building a state-of-the-art CRISPR library, which will enable
the continued evolution and sophistication of this technology to
transform drug discovery. At the same time, we are strengthening
our in-house resources in automated biology and our ability to
interrogate cell biology at our Heidelberg R&D site, Cellzome.
Our collaboration with 23andMe, established in 2018, is helping
us to identify a new generation of disease targets validated by
human genetics. We have now identified over 30 novel targets
across a number of therapy areas through this collaboration.
During the year we also started our first GSK-23andMe
clinical trial of a potential new immuno-oncology treatment,
GSK6097608. Other GSK collaborations that continue
to explore the potential of genetics and genomics include
Open Targets, FinnGen, Altius and the UK Biobank.
GSK Annual Report 2020 25
Investor informationFinancial statementsStrategic reportGovernance and remuneration Innovation continued
Pipeline overview
We have 59 assets in development, of which over 20 are late-stage.
Pivotal (phase II/III/registration)
Benlysta + rituximab SLE
cabotegravir LA HIV PrEP
daprodustat (HIF-PHI) anaemia
Nucala COPD/nasal polyps
letetresgene-autoleuceI1 (3377794, NY-ES0-1 TCR) SS2
41821361 (VIR-7831) COVID-19
35112941 (LA anti-IL5 antagonist) asthma
Shingrix immuno-compromised vaccine1
Blenrep1 (BCMA ADC) multiple myeloma7
Bexsero infants vaccine (US)
Zejula1 (PARP inhibitor) ovarian and lung cancer2
MMR vaccine (US)
dostarlimab1 (PD-1 antagonist) dMMR/MSI-H EC
Rotarix liquid vaccine (US)
bintrafusp alfa1 (TGFβ trap/anti-PDL1) BTC2
otilimab1 (3196165, aGM-CSF inhibitor) RA2,6
MenABCWY vaccine
RSV maternal vaccine1
gepotidacin1 (2140944) uUTI and GC
COVID-19 (Medicago) vaccine1,3
feladilimab1 (3359609 ICOS receptor agonist) HNSCC2,4
RSV older adults vaccine1
Proof of concept (phase Ib/II)
3640254 (maturation inhibitor) HIV
32288361 (HBV ASO) HBV
linerixibat (IBATi) cholestatic pruritus in PBC
33265951 (PRMT5 inhibitor) cancer
Menveo liquid vaccine
RSV paediatric vaccine
Therapeutic HBV vaccine1,5
Malaria1 (fractional dose) vaccine
cobolimab1 (TSR-022, TIM-3 antagonist) NSCLC
Shigella vaccine1
30366561 (leucyl t-RNA inhibitor) TB
COVID-19 (Sanofi) vaccine1,3
40743861 (TSR-033, LAG3 antagonist) cancer
First time in human/POM (phase I/Ib)
38582791 (CCL 17 inhibitor) OA pain
3745417 (STING agonist) cancer
39019611 (CD8/NYESO TCR) cancer
38450971 (TGFbR2/NYESO TCR) cancer
34391711 (hPGD2 synthase inhibitor) DMD
34942451 (proteosome inhibitor) visceral leishmaniasis
31868991 (CRK-12 inhibitor) visceral leishmaniasis
39153931 (TG2 inhibitor) celiac disease
38101091 (broadly neutralising antibody) HIV
25562861 (Mtb inhibitor) TB
33687151 (Type 1 PRMT inhibitor) cancer
27987451 (TRPV4 blocker) DME
60976081 (CD96) cancer
2982772 (RIP1-k) psoriasis
38823471 (FimH antagonist) uUTI
3739937 (maturation inhibitor) HIV
37290981 (ethionamide booster) TB
41821371 (VIR-7832) COVID-19
C. difficile vaccine1
SAM (rabies model) vaccine
S. aureus vaccine1
COVID-19 (SK Bioscience) vaccine1,3,5
3923868 (Pl4kβ inhibitor) viral COPD exacerbations
SAM (COVID-19 model) vaccine
Only the most advanced indications are shown for each asset.
1 In-licence or other alliance relationship
with third party
2 Additional indications also under investigation
3 GSK is contributing pandemic adjuvant
to COVID-19 vaccines collaborations
4 ICOS HNSCC is a phase II/III study with
registrational potential
5 In phase I/II study
6 Otilimab for COVID-19 therapy in phase II
7 Blenrep is in phase I/II/III in earlier lines
of therapy for multiple myeloma (approved
agent in 4L+)
BTC: biliary tract cancer; COPD: chronic
obstructive pulmonary disease;
DMD: duchennemuscular dystrophy;
DME: diabetic macular edema;
dMMR: deficient mismatch repair;
EC: endometrial cancer; GC: gonorrhoea;
HBV: hepatitis B; HNSCC: head and neck
squamous cell carcinoma; NSCLC: non
small cell lung cancer; OA: osteoarthritis;
PBC: primary biliary cholangitis; POM: proof
of mechanism; PrEP: pre-exposure prophylaxis.;
RA: rheumatoid arthritis; SLE: systemic lupus
erythematosus; SS: synovial sarcoma;
TB: tuberculosis; uUTI: uncomplicated
urinary tract infection.
26 GSK Annual Report 2020
Innovation continued
Consumer Healthcare
Our 2019 joint venture with Pfizer brought together two
complementary brand portfolios, making us number one
globally, in terms of market share, in over-the-counter (OTC)
medicines, therapeutic oral health, and vitamins, minerals and
supplements.1 The joint venture also established R&D centres
of excellence in Richmond, in the US, focused on OTC and
wellness, Weybridge, in the UK, for oral health and Suzhou
in China, a dedicated hub for locally relevant innovation.
In 2020 we delivered 28 first-market launches for new
innovations across our categories. In total we rolled out more
than 200 recent innovations into new markets. These included
Sensodyne Sensitivity & Gum and Polident Cushion and
Comfort. In 2020 we filed 17 new invention patent applications
and were granted 22 European and US patents across our
categories.
Delivering best-in-class innovation
We combine deep human understanding and trusted science
to deliver innovations that meet the needs of our consumers.
In June we successfully launched Voltaren Arthritis Pain, the
first OTC prescription-strength, non-steroidal anti-inflammatory
(NSAID) topical gel for arthritis pain, to help the nearly 30 million
people in the US who have osteoarthritis. Since launch, Voltaren
Arthritis Pain accounted for 79% of category growth in 2020
in the adult topical pain relief segment in the US.
Our research shows that consumers want to take as few
medicines as possible, yet many use both ibuprofen and
paracetamol/acetaminophen – which work in different ways
– when treating their headaches, muscle aches, arthritis and
other joint pain. So we launched Advil Dual Action in the US,
the first formulation to combine ibuprofen and paracetamol/
acetaminophen in a single product that is scientifically backed
to provide greater efficacy than the individual components.
In oral health, we continued to roll out Pronamel Intensive
Enamel Repair, launching in an additional 11 markets. Since
launching in 2019, 6% of US households have tried the product,
with 39% going on to buy it again. In two years, the innovation
has generated annual global retail value sales of £49 million.
We also launched Sensodyne Sensitivity & Gum into new
markets following its first introduction in 2019. This innovation,
which is now available in more than 50 markets, has generated
more than £75 million in retail value sales since first launch.
A consumer trend, particularly in the respiratory health category,
is the increasing preference for natural remedies. Reflecting this
trend, and increasing consumer concerns on the impact of air
pollution to everyday health, we launched Otrivin Breathe Clean
in Europe, a naturals-based saline spray that enables cleaner
breathing by washing out impurities like airborne pollutants,
pollen and viruses trapped in the nose to help restore the nose’s
natural filtering function. In cough and cold, we introduced
a natural ingredient-based cough relief extension of Theraflu
in Spain and Portugal, in both liquid and lozenge formats.
We also launched Robitussin Naturals, which incorporates
herbal extracts to aid cough relief, in the US.
Consumers are increasingly taking control of their wellbeing
and see multivitamins as important in meeting their nutritional
needs, but insight has told us that there is a challenge with
swallowing big pills, representing a usage barrier. To address
this, we launched a ‘Minis’ version of our power brand Centrum
in the US, which is 50% of the size of the regular pill. The minis
platform will be used for future innovations.
We launched a number of major, locally relevant innovations
outside the US/Europe. In China, consumer research has
boosted our understanding of the health needs of different
genders. In 2020 we built on these insights with the introduction
of gender-specific formulations of Caltrate, the leading calcium
supplement in China and a key ‘local star’ brand within our
vitamins, minerals and supplements category. The innovation
is aimed at the increasingly health and wellbeing conscious
25 to 35-year-old demographic, who are at risk from bone-
related injuries but are not typical consumers of calcium
supplements. In India, where there was a gap in the topical
gels pain relief market for a fast-acting product that provides
long-lasting relief, we launched Iodex Ultragel. This product
harnesses the brand's trusted, strong local heritage with the
Voltaren formulation that is clinically proven to provide deeper
penetration in affected areas for long-lasting relief. This
innovation has been the most successful launch across the
Indian topical gels or cream category over the past five years.
External partnerships
We look beyond our own business to fuel our innovation
pipeline and build knowledge and capability. In 2020, we
assessed more than 60 opportunities for partnership across
our categories. Many of these projects are in the due diligence
phase and range from sustainable products and packaging
to device technology.
1 Based on Nicholas Hall's DB6 Global OTC database 2019 (on the basis
of consumption at manufacturers' price)
GSK Annual Report 2020 27
Investor informationFinancial statementsStrategic reportGovernance and remuneration Performance
We delivered our guidance for the year, offsetting the significant impact
of COVID-19 on adult vaccinations, with strong sales performance from
key growth drivers in HIV, Respiratory, Oncology and Consumer Healthcare,
and effective cost control.
Pharmaceuticals
Vaccines
Consumer Healthcare
– Total 2020 turnover £17 billion,
– Total 2020 turnover £7 billion,
-3% AER, -1% CER
– Sales of new and specialty
pharmaceuticals £9.7 billion
+11% AER, +12% CER
– Strong commercial execution
of key growth products, including
launches in HIV, Oncology and
Respiratory
– Accelerated digital capabilities,
supporting enhanced HCP
engagement and strong supply
performance despite disruption
from COVID-19 pandemic
-2% AER, -1% CER. COVID-19
adversely impacted adult
vaccination in particular
– Shingrix launched to new, self-pay
markets China, Belgium, the
Netherlands, Japan and Sweden.
Strong performance in Europe,
reflecting robust demand in
Germany
– Further strengthened Bexsero’s
profile with compelling real-world
evidence in multiple settings
– Strong flu sales across all regions
– Overall strong supply performance
– Total 2020 turnover £10 billion
+12% AER, +14% CER (pro-
forma -2% CER, +4% CER
excluding brands divested/
under review)
– Strong progress on joint venture
integration
– Exceeded target of raising
£1 billion through non-core
brand divestments
– On track to deliver synergies of
£500 million annual cost savings
by 2022
Read more below
Read more on page 30
Read more on pages 31 to 32
Pharmaceuticals
Performance
Pharmaceuticals turnover in the year was £17,056 million,
down 3% AER, 1% CER. Respiratory sales were up 22%
AER, 23% CER, to £3,749 million, on growth of Trelegy,
Nucala and Relvar/Breo. HIV sales were flat at AER, up
1% CER, to £4,876 million, with growth in Juluca and
Dovato partly offset by declines in Tivicay and Triumeq.
New and specialty product1 sales were £9.7 billion, up
11% AER, 12% CER. Sales of Established Pharmaceuticals
declined 16% AER, 15% CER to £7,332 million.
Oncology sales were £372 million, up 62% AER and CER,
with strong launches of Zejula and Blenrep and strengthened
commercial capabilities. Zejula, our PARP inhibitor, continued
to grow market share and sales increased 48% AER and CER,
to £339 million. Blenrep, our first-in-class anti-BCMA treatment
for multiple myeloma, which was approved in August, had sales
of £33 million.
We remain industry leaders in respiratory where rapid indication
expansion, including hypereosinophilic syndrome approval for
Nucala in the US, and increased uptake of the therapy’s home
administration options, with launches in France, Spain and
Japan, reinforced our leadership in eosinophil-driven diseases.
Nucala delivered almost £1 billion in sales, a growth of 29%
AER, 30% CER. Trelegy Ellipta, now in 43 markets, further
increased its market share in chronic obstructive pulmonary
disease with positive early signals from its launches in asthma
in the US and Japan. In HIV, our two-drug regimen therapies,
Dovato and Juluca more than doubled sales in 2020 to £869
million and our HIV portfolio grew with 2020 launches for
Cabenuva, Rukobia and paediatric Tivicay PD. In immuno-
inflammation Benlysta, which has grown consistently in an
expanding market, again saw double-digit growth. At the end
of the year Benlysta’s indication in the US was expanded to
include lupus nephritis.
See Group financial review on page 56 for more detail.
1 New and Specialty products comprises Pharmaceuticals excluding
Established Pharmaceuticals
28 GSK Annual Report 2020
Performance continued
Building specialty capability
Reflecting the shift in our portfolio to innovative specialty
care products, including oncology, we continued to invest
in our capabilities in these areas, particularly in the quality
and experience of our medical and commercial teams.
In 2020, over 500 of our new hires were in oncology.
In 2020 we rolled out our revised incentive programme for
sales representatives to more countries. The evolved approach,
which aims to drive personal accountability and competitiveness,
is allowing us to attract and retain the best salespeople and
build engagement and performance in our sales teams.
We have implemented this programme while upholding
responsible sales and marketing standards.
Transforming interactions with HCPs and patients
Customer and patient focus is central to successful
performance. In 2020 we continued to strengthen GSK’s
connection, and heighten our profile, with healthcare
professionals (HCPs), to help meet their and their patients’
needs. While restrictions on in-person meetings were in place
throughout much of the year, our sales teams continued to
engage customers, adapting their interactions to reflect HCP
preference and local guidance, and using online and digital
tools to enhance engagement. Alongside regular customer
dialogue, digital solutions were core to successful commercial
launches, with virtual meetings and educational activities
continuing despite the pandemic. To ensure we deliver what
HCPs want, we are leveraging data and analytics to shape
our interactions. For example, we launched an app for our
sales representatives that combines insights from multiple data
sources to inform their next actions in line with HCPs’ priorities.
In China, in response to patient insights, we developed a
one-stop shop patient support app that allows medication
to be ordered directly from GSK through online retail giant
Alibaba, rather than pharmacies. The app is integrated into
WeChat, the messaging, social media and mobile payment
app, and connects to GSK China’s patient support programmes
and disease education content.
Collectively these measures enabled us to maintain or grow
our share of voice in key markets.
Investing in a specialty-ready, competitive supply chain
Our supply chain transformation is progressing in line with
the shift in our portfolio to innovative specialty care products.
Despite the disruption caused by COVID-19, we introduced
several new products in 2020, including first-market launches
for Cabenuva, Rukobia, Blenrep and Duvroq. Ongoing
investments in facilities, people and manufacturing partnerships
will continue to support the rapid launch of specialty medicines,
while accelerating delivery across our portfolio.
We committed £88 million to expand our next generation
biopharma manufacturing facility in Upper Merion, Pennsylvania,
in parallel with our accelerated development of the technological
and scientific capability of our people. Following the expansion
of our Rockville, Maryland biopharma manufacturing facility in
2019, preparations are on track to start commercial operations
in 2022.
We entered into a long-term partnership with Samsung
Biologics to access additional large-scale manufacturing
capacity and supply of our innovative assets. This capacity
will supplement our existing biopharma manufacturing network
and will vary in extent, depending on our needs. The partnership
will initially involve production of Benlysta, with first commercial
supply expected in 2022, and further GSK specialty care
products coming online thereafter.
Strong business performance requires an efficient, reliable
supply chain. We are improving the competitiveness of our
supply chain, creating one logistics route-to-market for
pharmaceutical and vaccines products, and further simplifying
our manufacturing footprint and central functions. In 2020
we completed the divestment of our sites in Verona, Italy and
Mississauga, Canada. We also announced the divestment
of the Poznan manufacturing site, Poland, the closure of the
Boronia facility, Australia, and our intention to sell the Vemgal,
India site. These network changes are expected to be complete
by 2022.
Robust supply performance
Our productivity levels increased by 5% in 2020, contributing
to a 3% average rise per annum over the past three years.
This reflects the progress made in driving operational efficiency
through digital and automation technologies while performing
strongly against safety, quality and compliance measures.
Our service levels, measured as on-time, in-full, improved
again in 2020, remaining in the top quartile of our industry.
We maintained supply continuity and service levels despite
the impact of COVID-19, with thousands of manufacturing and
supply employees continuing to work at GSK locations during
lockdown. All 40 regulatory inspections of Pharmaceuticals
sites were satisfactory.
Digital transformation
The resilience and flexibility of our supply chain reflects our
continuing investment in becoming a digital and data-driven
organisation. In 2020, we made significant progress in
accelerating digital competency and capability and developing
new ways of working. This contributed to business continuity
and maintained productivity as many people across our
organisation worked from home during COVID-19 restrictions,
drove operational efficiency and unlocked opportunities
to improve our performance. Measures included applying
advanced analytics to drive efficiencies across the business,
from supply chain management and manufacturing to our
commercial operations. A digital value stream map, for example,
has enabled end-to-end visibility of our supply chain, enabling
users to track specific brands and sites of interest, and fuelling
faster decision making. We continue to harness data to learn
more about the impact our commercial activities have on
appropriate prescribing and to unlock smarter, faster
interactions with our customers.
GSK Annual Report 2020 29
Investor informationFinancial statementsStrategic reportGovernance and remuneration Performance continued
Vaccines
Performance
Vaccines turnover declined 2% AER, 1% CER to £6,982
million, primarily driven by the adverse impact of the COVID-19
pandemic on Hepatitis vaccines, DTPa-containing vaccines,
Synflorix and Bexsero, together with the divestment of Rabipur
and Encepur. This decline was partly offset by higher sales of
Influenza vaccines across all regions and by growth in Shingrix
sales to £2 billion, up 10% AER, 11% CER, together with a
strong performance from Cervarix in China.
Vaccines performance across all regions was affected by lower
demand due to limited visits to healthcare practitioners and
points of vaccination during the pandemic and government
stay-at-home directives. In areas where lockdowns were lifted,
wellness visits and vaccination rates recovered, with paediatric
vaccination near pre-COVID levels by the end of Q2 2020,
while adolescent and adult immunisations improved at a slower
pace. US back-to-school vaccinations were disrupted because
schools and universities delayed or reversed in-person tuition,
which elongated the back-to-school vaccination season into
Q4 2020. Adult wellness visits returned to prior year levels at
the end of Q3 2020 supported by seasonal flu vaccination and
declined late in Q4 2020 as pandemic conditions worsened.
Despite this short-term impact on vaccination rates we remain
very confident in demand, particularly for Shingrix which
remains a key growth driver.
As a global company, we are committed to supplying vaccines
worldwide. Our growth strategy is focused on improving our
geographic presence in the two largest vaccines markets –
the US, which represents 51% of the sector, and China.1
See Group financial review on page 58 for more detail.
Supply performance
Our Vaccines business has 12 manufacturing sites, across
nine countries. This global network gives us a strategic
supply capability, which enabled us to produce and deliver
over 580 million doses and achieve our best ever on-time,
in-full delivery supply metric, ensuring critical vaccines were
available to patients during the pandemic.
Our increased Shingrix and Bexsero output followed additional
investment in our supply network, including bringing new
production capacity onstream for Bexsero. Our continued
efforts to improve yield, productivity and throughput have
expanded our supply capacity, and we remain on track to
begin manufacturing Shingrix from a new facility by 2024.
Our improved supply performance on Shingrix allowed us
to announce further launch countries earlier than anticipated.
1 Internal data
30 GSK Annual Report 2020
We continue to adjust our manufacturing network to meet
our future needs, including investments to support growth
of our existing products as well as our pipeline assets. We
are prioritising investments in both manufacturing technologies
and digital capabilities. These investments allow us to transform
data into insights across manufacturing, supply and quality,
resulting in improved productivity and more effective use of
working capital.
In the first quarter of the year, both our sites in Gödöllö,
Hungary, and Marburg, Germany, passed US Food and Drug
Administration (FDA) inspections. In May 2020, FDA approval
of our Singapore site meant that all our strategic Vaccines sites
are now FDA-approved.
Digital performance
As we advance towards our goal of becoming a digital
and data-driven organisation, we continue to harness new
technologies to develop better, more efficient ways of working
business-wide. We are, for example, deploying robotic
automation ‘bots’ across the Vaccines organisation, including
in manufacturing, quality and R&D. We had deployed 76 bots
by the end of 2020, increasing efficiency and cost savings.
During the year we delivered several data and analytics
products to help improve scientific productivity, optimise
manufacturing processes and boost our commercial
performance.
In the second half of 2020, we started a digital manufacturing
execution system for more than 50 production lines in 10 sites
that currently use paper batch recording. The system will
be deployed over the next three to four years, with benefits
including operational efficiency, lead-time reduction, and
improvements in compliance, yield and robustness. The system
will feed into making data-driven decisions in manufacturing
and supply.
We are improving our commercial teams’ performance, with
data-rich technology platforms optimising numerous processes,
from tender allocation to targeted marketing. We have also
extended our award-winning digital tool MyVaccinationHub,
which helps parents track their children’s vaccination records,
to more national markets. In addition, GSK is working with
health technology company Philips on its Pregnancy+
and Baby+ apps to educate parents on the importance of
vaccination. With the potential to reach almost 2 million parents
a day across the globe, this is a huge step forward in giving
our target audience access to factual, medically approved
information. The partnership is already live in Brazil, Canada,
Switzerland, Poland, Spain, Germany, Italy, Australia, Russia
and Mexico.
Performance continued
Consumer Healthcare
Performance
On a reported basis, sales grew 12% AER and 14% CER
to £10,033 million for the full year, largely driven by the
inclusion of the Pfizer portfolio, partly offset by brands
divested/under review.
On a pro-forma basis, sales declined 2% CER, but grew
4% CER excluding brands divested/under review, reflecting
the underlying strength of brands across the portfolio and
categories, strong growth in e-commerce, and successful
execution meeting evolving consumer demand as a result
of the pandemic.
Our portfolio of everyday health products gives us industry-
leading positions across a number of categories, including pain
relief, respiratory, therapeutic oral health and vitamins, minerals
and supplements.1 Our growth strategy is based on prioritised
investment in our nine global power brands and 15 local stars,
brands which are concentrated in key geographies.
Our operating model is critical to the successful implementation
of the strategy and growth for our joint venture. In 2020,
we continued our progress by rolling out our new marketing
operating model which allows us to develop best-in-class
brand programmes in our strategic brand and market choices
that are relevant globally and locally. Building and executing a
differentiated pipeline and accelerating speed-to-market are at
the heart of our innovation strategy and our innovation operating
model, also launched in 2020, sets out, practically, how this will
be achieved.
See Group financial review on page 59 for more detail.
Strong progress on joint venture integration
We have made significant progress in integrating the two
businesses that make up our Consumer Healthcare joint
venture. More than 87% of our markets have completed legal
closes, enabling over 95% of the legacy Pfizer employee
population to formally move into GSK, with most leadership
roles confirmed. 83% of markets have completed their systems
cutovers, operating under one order and one invoice for
customers. Markets which have completed their cutovers
account for 97% of global sales.
We remain on track to deliver synergies of £500 million annual
cost savings by 2022. This will be drawn from areas such as
network rationalisation, logistics, infrastructure, advertising
and marketing. We met our target of realising £1 billion from
divestments of non-core brands, and this process is still
ongoing. ThermaCare, which included our manufacturing
site in Albany, Georgia, was a key divestment as it lifted
integration restrictions for the two businesses in Europe.
Despite operating during a complex joint venture integration
where the majority of office-based teams have worked remotely,
we have seen faster decision-making, more effective meetings
and greater collaboration focused on doing what’s needed for
consumers. This was reflected in a 16% increase in our survey
results around clarity of single point accountabilities and
effective decision-making, and a 17% rise in favourability
on ‘straight talk’ conversations.
In 2020 we also completed the sale of Horlicks and other
consumer health food drink brands to Hindustan Unilever
Limited, after receiving the required regulatory approvals.
As part of the agreement, Hindustan Unilever Limited will sell
and distribute our OTC and oral health brands in India through
a distribution arrangement, although we retain brand ownership.
During the year, we sold our stake in Hindustan Unilever Limited,
which was part of the transaction. We had always intended
to sell our stake at the appropriate time, with the timing of the
sale enabling us to generate a greater financial return than
originally anticipated.
Meeting consumer needs amid behaviour shifts
Among its many far-reaching impacts, COVID-19 has
accelerated certain consumer trends that were already
underway. One such trend has been the increasing
convergence of digital and health, including the rapid
expansion of digital commerce. Overall, in 2020 our global
digital commerce business grew by 67% on the previous year.
Throughout 2020 we outperformed our peers, gaining market
share on our key brands in our focus markets.2 In the US, we
grew ahead of our categories, for example gaining a market
leading position in toothpaste on Amazon and in topical pain
with Voltaren. We have also made great strides towards
improving our customer experiences, including launching our
first direct-to-consumer online store for ChapStick in the US.
Since launch, the store has acquired more than 2,000 new
customers and sold 116,000 sticks, and we are ahead of our
plans on data capture and conversion. We have continued
to improve our consumer experience and grow our first party
data ahead of expected in the US, and we are leveraging our
new insights back into the business.
More broadly, we have increased our investment in digital
capability across our business to improve our overall speed
and efficiency. This has included accelerating the digital
transformation of our marketing functions, while advancing
capability in new areas such as R&D and supply chain.
Data, a key enabler for growth, is a particular area of focus
as it allows us to better understand our consumers and
customers and make smarter decisions. In 2020 we created
a dedicated data team made up of data scientists, innovation
specialists, user experience designers and data apprentices to
build the data strategy and governance processes in readiness
for a future standalone company. The team is also focused on
building data literacy across our business to enable us to extract
the most value from our data, which will accelerate our digital
transformation.
We are also investing in data-related technology, including
artificial intelligence and machine learning across our R&D,
supply chain and marketing teams. This will allow us to
operate more efficiently and accelerate speed-to-market.
1 Based on Nicholas Hall's DB6 Global OTC database 2019 (on the basis
of consumption at manufacturers' price)
2 Internal data
GSK Annual Report 2020 31
Investor informationFinancial statementsStrategic reportGovernance and remuneration Performance continued
We continue to enhance the digital capability and literacy
of all our people. In 2020 we launched our Digital Commerce
Academy, an online learning platform with training modules,
playbooks, planning frameworks and other resources to help
embed core digital commerce learnings and behaviours.
Since launch in August, more than 1,800 employees across
over 60 countries have completed training through the platform.
The academy complements our digital accelerator programme,
which we rolled out in 2020 in our Europe, Middle East and
Africa region, following a successful launch in Asia-Pacific
in 2019. The programme is designed to drive sales through
digital commerce and promote a digital first culture by
integrating external digital experts into our teams.
Another trend accelerated by the pandemic has been the fact
that consumers are more proactive in managing their own health
and wellness, with vitamins, minerals and supplements category
being the biggest beneficiary. In 2020 sales of our vitamins,
minerals and supplements brands grew in the high teens per
cent, with particularly strong performances from power brand
Centrum and local stars Emergen-C in the US and Caltrate
in China. All three grew in double digits for the year.
HCPs significantly influence the health behaviours of our
consumers and this has heightened as a result of COVID-19.
Consumers are increasingly relying upon doctors, dentists
and pharmacists to be a trustworthy source of self-care
guidance. Our expert, field-based representatives have
continued to strengthen relationships with HCPs. Within
weeks of the COVID-19 outbreak, we accelerated our adoption
of remote detailing, virtual conferences and roundtables and
saw more than 1,000 expert field-based representatives
across the world fully operational in the new ways of working.
On World Pharmacist Day, in September, we partnered with
the International Pharmaceutical Federation to raise awareness
on an area of common interest, minimising the impact of air
pollution on people’s health and wellbeing. We developed
a targeted digital campaign for pharmacists in 10 key countries,
with the creation of social media assets to drive awareness
and engagement around the topic. The campaign reached
more than one million pharmacists, and engagement with
the content was more than seven times the industry average.
The partnership also allowed us to reach pharmacists we
had not previously been able to and has laid the foundations
for us to build longer-term relationships with them.
Leadership and engagement
Our focus on the quality of leadership, driven by appointments,
formal development programmes and increased efforts to
support employees’ physical and mental wellbeing, has
contributed to a 91% positive survey score from employees
feeling actively encouraged to support their health and wellbeing.
Through the joint venture integration process we have created
a new and diverse Consumer Healthcare leadership team with
broad industry experience from both legacy GSK and Pfizer
businesses alongside talent from the wider FMCG sector.
We have also improved the depth of our talent – selected
from both legacy businesses into our key roles.
Recognising the critical importance of purpose-driven
leadership, we have created a new virtual nine-month
development programme for our 140 most senior leaders
in GSK Consumer Healthcare to help them identify a sense
of personal and collective purpose to accelerate our growth
ambitions. We also plan to further invest in the development
of our people and will use our First Line Leader programmes
to build capability for around 500 colleagues new to
leadership roles.
Prioritising safety and supply through
unprecedented challenges
We continued to drive decision-making closer to the consumer
with more regional accountability across our supply chain.
We accelerated this approach at the start of the COVID-19
pandemic, responding with agility and speed to changing
consumer demand while upholding our commitment to safety.
Our first priority through the pandemic was to ensure the
wellbeing of our employees while continuing to operate our
manufacturing sites. We increased safety measures and
support for our critical production employees including
adjusting shift patterns to minimise employees overlap, contact
tracing protocols, and regionally driven support packages,
for example groceries, site lunches and safe transport.
Despite operating in unprecedented circumstances, we
continued to deliver products that really matter to consumers.
We built additional capacity for the most in-demand products,
which fell into two broad categories: products like Panadol,
which provide symptomatic relief, and those with immunity-
boosting properties, like Emergen-C.
From a regional perspective, we continued to deliver with
a high level of service to customers in the APAC and EMEA.
In the USA we had challenges to continue to meet the high level
of service our customers expect. This was caused not only by
significant growth in our immunity brands but also some supply
disruptions and precautionary product recalls.
We have addressed the increase in demand by putting in
place significant extra capacity both internally and at our
contract manufacturing organisations. We also continue
to improve supply chain resilience through our network by
continuing to drive a culture of quality improvement and
building additional sources of supply continuity for both
finished products and critical raw materials.
In 2020 we announced plans to build capacity at our
manufacturing sites in Civac, in Mexico; Guayama, in Puerto
Rico; Pulogadung, in Indonesia; and Cape Town, in South
Africa. As part of the streamlining of our network, we closed
our site in Sligo, Ireland, and announced the closure of our site
in Carlisle in the US. We have also ceased production at our
San Jose site in Costa Rica, with a sale of the site expected
to be completed in 2021. Following the divestments of the
ThermaCare business outside North America and Vesterålens
Naturprodukter dietary supplements, we also announced the
closure of our site in Cluj, Romania. The divestment of our
Nutrition business to Hindustan Unilever included our sites
in Nabha, Rajahmundry and Sonepat in India.
32 GSK Annual Report 2020
Trust
Trust is one of our three long-term priorities and is crucial to our purpose,
enabling us to add value for our shareholders and society.
Progress
– Committed to ambitious new
environmental sustainability goals:
net zero impact on climate and net
positive impact on nature by 2030
– Partnered to launch the $1 billion
AMR Action Fund aiming to bring
two to four novel antibiotics to
patients by 2030
– Strong performance against
– FDA and EMA approved an age-
our ESG benchmarks
– Licensed our TB candidate
vaccine to the Bill and Melinda
Gates Medical Research Institute
for continued development
appropriate formulation of Tivicay,
for children living with HIV weighing
at least 3kg and from four weeks
of age
– Set new aspirational targets for
gender and for race and ethnicity,
to improve representation at VP
level and above, and introduced
mandatory inclusion and diversity
training for all employees
– Formed partnerships to better
prepare for future pandemics and
ensure access to future COVID-19
treatments and vaccines. Including
through the Trinity Challenge,
our industry commitment with the
Bill and Melinda Gates Foundation
and our engagement with the
COVAX facility
– Record response (85%) to our
employee survey, with engagement
score of 84% (up 6%)
External benchmarking
– DJSI: Ranked 2nd in the pharmaceuticals industry group
for the 2020 Dow Jones Sustainability Index
– ATMI: Ranked 1st in the 2021 Access to Medicine Index
– FTSE4Good: Member of the FTSE4Good Index since 2004
– CDP: Scored A in CDP Water and B in CDP Carbon,
and named CDP Supplier Engagement Leader
– Sustainalytics: Leading position in Sustainalytics
– MSCI: AA rating
– Vigeo Eiris: Ranked 1st in the pharmaceuticals sector
Our approach to reporting
In this Trust section, we report progress against our
13 commitments. Online, we publish more detailed
information on our contribution to the SDGs, an ESG
performance summary and our UN Global Compact
Communication on Progress, Global Reporting Initiative
index, Sustainability Accounting Standards Board index
and assurance statements.
GSK.com: ESG performance summary • Our contribution to the SDGs
Our Trust priority focuses on a broad range of ESG aspects
and supports our ability to create value for society and
shareholders. Stakeholders, particularly investors, are
increasingly focused on how companies manage ESG factors
from both a value creation and a risk management perspective
(see Risk Management from page 43). Strong Trust and ESG
performance ensures we remain attractive to investors, helps
recruit and retain talent, mitigates risk and builds trust with
those stakeholders who influence our operating environment
(see Stakeholder engagement on page 16).
We have 13 Trust commitments in the ESG areas where
GSK can make the biggest difference. In 2018, when we set
these commitments, we worked with an independent third party
to conduct a materiality assessment to identify the ESG issues
most relevant to our stakeholders and to our business. The
commitments help us respond to challenges and opportunities
within our industry and broader society (see pages 12 to 15)
and contribute to many of the UN Sustainable Development
Goals (SDGs), especially Goal 3: to ensure healthy lives and
promote wellbeing for all, at all ages.
Our Corporate Responsibility (CR) Committee oversees our
progress against our commitments and how the company is
addressing the evolving views and expectations of our broad
range of stakeholders. GSK’s Corporate Executive Team and
senior management also oversee implementation of our Trust
commitments and report regularly to the CR Committee
(see pages 90 and 102).
GSK.com: GSK Materiality assessment
GSK Annual Report 2020 33
Investor informationFinancial statementsStrategic reportGovernance and remuneration Trust continued
Science and technology
The 2020 COVID-19 pandemic showed the vital importance
of using our science and technology to innovate, tackle the
global impact of disease and prepare for future pandemics.
In early 2021, GSK, PATH and Bharat announced a product
transfer agreement for the malaria vaccine. This is a significant
step in ensuring the long-term sustainable supply of the vaccine.
New medical innovations
Our commitment is to develop differentiated, high-quality
and needed medicines, vaccines and consumer healthcare
products to improve health
We use cutting-edge science and technology to discover and
develop innovative medicines, vaccines and consumer healthcare
products. See more about our R&D on pages 18 to 27, including
how we are developing innovations to combat COVID-19.
Global health R&D
Our commitment is to improve global health impact
through R&D for infectious diseases that affect children
and young people in developing countries, focusing on
HIV, malaria and tuberculosis
We are working to translate scientific discoveries into impactful
solutions for the world’s most vulnerable patients. Where
appropriate, we transfer our innovation and technology to other
organisations with the right capability and geographic reach.
We partner with others to optimise development of our
candidate medicines, vaccines and technologies and drive
access for those who need them.
We also pursue early discovery global health research,
particularly in neglected tropical diseases. We have two
established scientific research centres focused on developing
new vaccines and medicines for global health research:
the Vaccines Global Health Institute (GVGH) and our
Pharma R&D unit in Tres Cantos respectively.
GSK.com: Using our science for global health
Tuberculosis
In 2020, GSK joined the Project to Accelerate New Treatments
for Tuberculosis (PAN-TB), a collaboration aiming to develop a
pan-TB regimen (one that’s effective in all forms of TB, including
drug-resistant strains). We will work to identify the best possible
combination of medicines to make TB treatments shorter, better
and safer than the current standard of care multi-drug regimen.
We have developed a TB candidate vaccine which, in a
phase IIb trial, has demonstrated the potential to reduce
active pulmonary TB by half in adults with latent TB infection.
In January 2020, we licensed the vaccine to the Bill & Melinda
Gates Medical Research Institute for continued development.
Malaria
Our RTS,S vaccine is the first vaccine to help protect
children against the deadliest form of malaria, P. falciparum.
The WHO-coordinated pilot implementation programme
led by national ministries of health, and in partnership with
PATH and GSK, has been ongoing in Ghana, Kenya and
Malawi since April 2019. GSK has dispatched more than
2.5 million vaccine doses, with more than 500,000 children
having been reached with at least one dose of RTS,S so far.
34 GSK Annual Report 2020
Tafenoquine (Krintafel/Kozenis) is our single dose radical cure
treatment for P. vivax malaria, developed in partnership with
Medicines for Malaria Venture. The prevalence of P. vivax peaks
in children aged two to six years old. We presented data in 2020
showing tafenoquine was 95% effective at preventing relapse
after four months, in children and adolescents to age 16.
HIV
In June, the US FDA approved the first-ever dispersible tablet
formulation of dolutegravir, Tivicay PD. Before FDA approval, we
began producing the dispersible tablets at our own financial risk
to support rapid rollout. Tivicay PD is the first integrase inhibitor
available as a once-daily tablet for oral suspension for children
with HIV weighing at least 3kg and from four weeks of age.
The FDA also passed updated dosing recommendations for the
already approved Tivicay 50mg film-coated tablet in paediatric
HIV patients weighing 20kg and above. This will help to close
the gap between HIV treatment options available for adults and
children. Further to this approval, in January 2021, the EMA also
granted marketing authorisation for Tivicay 5mg dispersible
tablets and included updated dosing recommendations for
Tivicay 50mg film-coated tablets for children with HIV.
Through our public-private partnership with the Clinton Health
Access Initiative, Unitaid and two generic manufacturers
(Mylan and Macleods), we continue to expedite the development,
registration and market entry of generic formulations of paediatric
dolutegravir in resource-limited settings. A key milestone was
recently achieved when Mylan and Macleods submitted new
drug applications for a scored dolutegravir 10mg dispersible
tablet for tentative approval under the FDA President’s
Emergency Plan for AIDS Relief (PEPFAR) scheme. Mylan
received tentative FDA approval in November 2020. This is the
fastest generic manufacturers have filed and the shortest gap
between originator approval and generic medicine approval.
Health security
Our commitment is to help the world to better prepare
for future disease outbreaks with pandemic potential,
and tackle antimicrobial resistance
Pandemic preparedness
We have taken a broad approach to developing COVID-19
solutions, see page 24 for further details on how we are
applying our science to find COVID-19 innovations. We also
believe that there are many areas that could help improve
future pandemic preparedness.
In 2020, we joined the industry commitment to expand global
access for COVID-19 diagnostics, therapeutics and vaccines,
facilitated by the Bill & Melinda Gates Foundation. Collaborating
and aligning resources across industry and government should
enable a faster path out of the current COVID-19 crisis, and
also lay the foundation for a strong pandemic preparedness
ecosystem for the future.
Trust continued
In 2020, we became a founding member of the Trinity Challenge
collaboration, alongside Google, Microsoft, Facebook and others.
Our collective vision is to safeguard the lives and livelihoods of
one billion more people by using data and analytics to better
predict and prevent outbreaks, epidemics and pandemics.
In 2020, we partnered with more than 20 major biopharmaceutical
companies and WHO, the European Investment Bank and the
Wellcome Trust to launch the $1 billion AMR Action Fund.
The fund aims to bring two to four novel antibiotics to patients
by 2030.
GSK.com: Industry COVID-19 joint communique
Addressing antimicrobial resistance (AMR)
AMR represents one of the gravest threats to global public
health. GSK is playing a leading role in the industry’s response,
ranking first among the large pharmaceutical companies in the
Access to Medicine Foundation’s AMR Benchmark.
We have 28 R&D projects targeting priority pathogens,
including pathogens deemed ‘critical’ and ‘urgent’ by WHO
and the US Centers for Disease Control and Prevention (CDC).
Fifteen relate to vaccines and we continue to see vaccination
as a major pathway to fight AMR. See page 21 for further
details on our pipeline.
Affordability and availability
We are making our products affordable and available to more
people around the world through responsible pricing, strategic
access programmes and partnerships.
Pricing
Our commitment is to improve the health of millions of
people each year by making our products available at
responsible prices that are sustainable for our business
In the US, the pricing of all our new products reflects the value
delivered to patients, healthcare systems and wider society
compared to other available alternatives, and supports
innovation to meet future healthcare needs.
The average net price (after discounts, rebates or other
allowances) for our products in the US decreased by about
3.2%1,2 annually over the past five years while the average list
price rose by 5.7%1,2. In 2020, our combined average net price
for our pharmaceutical and vaccines portfolio in the US fell
by about 0.7%1 while the average list price rose by 3.2%1.
We offer various types of patient support, including patient
assistance programmes, coupon and co-pay programmes
and reimbursement support to help ensure appropriate access
to our medicines. In 2020, we provided prescribed medicines
and vaccines to more than 95,000 low-income uninsured,
underinsured, and Medicare Part D patients through GSK
and ViiV Healthcare’s Patient Assistance Programs Foundation.
In Europe, we engage with many stakeholders to develop
approaches that ensure sustainable healthcare systems and
continued access to our innovative medicines. For example,
the pricing of Zejula, our medicine for ovarian cancer, reflects
the value it delivers (to patients, caregivers, payers and society)
by demonstrating cost-effectiveness and a predictable budget.
1 Calculated across GSK and ViiV Healthcare products.
2 5-year CAGR calculated Jan 2016-Dec 2020.
3 Total excludes reach through albendazole donations which will be
assessed in 2025.
In 2020, we trained over 70,000 healthcare professionals
across 30 countries on the appropriate use of antibiotics.
We have been working with the AMR Industry Alliance, which
is setting new global limits for antibiotic discharges. We have
also audited, and improved where needed, our antibiotic supply
chain, which includes 20 GSK factories and 45 supplier
factories in 19 countries. We are on track to ensure that factory
discharges are negligible and conform to the alliance’s standards
by the end of 2021. Currently, 100% of GSK's factories and
71% of our suppliers’ factories are fully compliant.
GSK.com: Preparing for future disease threats
In developing countries, we use innovative pricing structures
to extend product reach (see pages below). Our tiered pricing
model for vaccines is based on four widely-recognised World
Bank gross national income country classifications of high,
upper-middle, lower-middle and low-income countries. Each
tier has price ceilings and floors which progressively decrease
through the tiers from high to low-income countries. For
medicines in low-income countries, we do not file patents for
our medicines nor enforce historic patents. This allows generic
companies to manufacture and supply generic versions of GSK
medicines in those countries.
GSK.com: Pricing and access strategies
Product reach
Our commitment is to use access strategies to reach
800 million underserved people in developing countries
with our products by 2025
Since we set our product reach target in 2018, our products
have reached over 267 million people.3
Our commitment to Gavi
Our tiered pricing principles mean that we reserve our lowest
vaccines prices for organisations such as Gavi. GSK is one
of the largest suppliers of vaccines to Gavi: since 2010 we
have supplied more than 856 million doses of vaccines. Our
partnership has allowed us to introduce and rapidly scale up
access to new vaccines, that might otherwise have taken years
to reach children in low-income countries. In 2020, we confirmed
our ongoing supply of Cervarix to Gavi to support its continued
efforts to protect girls from human papillomavirus.
We provided our pneumococcal vaccine, Synflorix, to eight
Gavi-eligible countries and one former Gavi country at a
discounted price, reaching an estimated 17 million children in
2020. Our Rotarix vaccine against rotavirus reached 25 million
children across 32 Gavi-eligible countries and four former
Gavi countries. In addition, our oral polio vaccine, supplied to
Unicef for polio eradication, reached almost 22 million people.
GSK Annual Report 2020 35
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Trust continued
Voluntary licensing
ViiV Healthcare’s voluntary licensing agreements allow
18 generic manufacturers to produce and sell low-cost single
or fixed dose combination products containing dolutegravir
for adults and 15 generic manufacturers for children.
This covers 95 countries for adults and 121 for children.
In 2020, ViiV Healthcare Positive Action launched a new
2020-30 strategy and vision. This continues to explore
innovative ways of supporting people-centric and community-
led interventions to help meet the UN fast track targets of
ending AIDS by 2030. ViiV Healthcare’s Positive Action
for Children’s Fund reached over 484,000 people in 2020.
Agreements with the large majority of manufacturers are via the
Medicines Patent Pool. By the end of 2020, at least 16.3 million
people living with HIV, across 113 countries in the developing
world, had access to a generic dolutegravir-containing product,
because of these licensing agreements. This corresponds to
at least 80% of people living with HIV on antiretrovirals in low-
and middle-income countries.
Product donations
Since 1999, we have donated over 10 billion albendazole
tablets to WHO – including 416 million in 2020. This investment
supports efforts to eliminate lymphatic filariasis (LF) and control
intestinal worms (soil-transmitted helminths) in school-age
children. So far, this has benefited patients in 92 countries
around the world and 17 countries have eliminated LF as a
public health problem.
To support the global response to COVID-19, we donated over
1.7 million GSK products – such as our antibiotics, oral health
products and multivitamins – to 32 countries.
In partnership with Americares, Direct Relief, IHP UK and
MAP International, over 200,000 units of medicines were
donated for humanitarian and emergency response.
GSK.com: Pricing and access strategies
Healthcare access
Our commitment is to partner to improve disease
prevention, awareness and access to healthcare services
for 12 million people by 2025
Over 3.2 million people have benefited from our partnership
with Comic Relief, which is focused on combatting malaria.
We have contributed more than £14 million to 28 projects in
Africa and South East Asia, improving malaria awareness and
prevention efforts, and getting treatment to patients.
Since 2011, in partnership with Save the Children, Amref Health
Africa and CARE International, GSK has invested in training
frontline health workers who work with communities in low-
and middle-income countries. In 2020 alone, we trained
approximately 15,000 health workers, reaching over three million
people1. We have partnered with Save the Children since 2013
and, in 2020, directly reached over 400,000 people with health
services, health messaging and other programme activities.
In 2020, GSK supported the Gates CEO Roundtable, a
public-private collaboration to train community health workers
across six countries in sub-Saharan Africa through tech-
enabled community health programmes. In its first year the
programme reached over 537,600 people and trained over
1,150 community health workers.
Our partnership with Smile Train helps children with cleft lip
or palate to lead full and healthy lives, benefitting over 2,250
young people in 2020 with free surgeries, and over 5,000 with
pre and post-surgery cleft care and other forms of support.
In 2020, we contributed £250 million to community initiatives.
This includes cash, product donations and the volunteering time
of our employees to help improve healthcare access. We also
provided support to healthcare workers during the pandemic,
more detail can be found on GSK.com.
In 2020, we exceeded this target, reaching 13.9 million people
through our partnerships.
GSK.com: Prevention, awareness and infrastructure • COVID-19 community
giving response • ViiVHealthcare.com: Positive Action programmes
Modern employer
A positive employee experience is critical to attract, retain
and motivate the best people. We want our employees to be
empowered to be themselves, feel good, and keep growing.
Engaged people
Our commitment is to achieve and maintain a competitive
employee engagement score by 2022
We survey our employees annually to get feedback about
how we are doing on our Innovation, Performance, Trust and
Culture long-term priorities. In May 2020, a record 85%
of people took time to feedback. Our overall engagement
score jumped to 84%, a 6% rise since the 2019 survey,
and 89% feel proud to work at GSK (up 5% from 2019).
1 Health worker data is estimated based on 2019 reach through the same
partner programmes and level of funding. Final 2020 data is expected
to be available in April 2021.
36 GSK Annual Report 2020
Inclusion and diversity (I&D)
Our commitment is to accelerate our progress on I&D,
including aspirational targets for female and ethnically-
diverse representation in senior roles by end 2025, and
recognition as a disability confident employer and in
LGBT+ indices
We believe that inclusion and diversity (I&D) leads to business
success by unleashing the enormous potential of all our people
and strengthening our ability to respond to the differing needs
of our patients and consumers. At the heart of our I&D agenda
lies our fundamental commitment to equity in our employment
practices. To support this, and create an inclusive workplace,
all employees participate in an annual training programme,
we facilitate inclusion dialogues, and we invest in our
leadership programmes to ensure all leaders understand
their responsibilities.
Trust continued
Our Corporate Executive Team (CET) members lead our four
diversity councils (covering race and ethnicity, gender, disability,
and LGBT+), working with senior leaders and members from
our employee resource groups.
To measure our progress, we monitor two questions in our
employee survey: in 2020 81% of participants said they can
be their authentic self at GSK (up 5% on 2019) and 87% feel
respected at work (up 6% from 2019). We also added a new
question to our manager feedback tool, One80. This asks
employees to rate whether “through their actions, my manager
demonstrates a commitment to inclusion and diversity in our
team”: leaders scored an average of 4.4 out of 5.
Race and ethnicity
We are committed to equality of representation, which means
that we constantly strive to ensure our workforce reflects the
communities in which we work and hire. Specifically, we aspire
to increase the percentage of our leaders who identify as
ethnically diverse. In countries that meet a threshold that ensures
confidentiality and anonymity of data, we will disclose employee
race and ethnicity by level and communicate a country-wide
aspiration to increase the representation of ethnically diverse
leaders. In 2020, the US and the UK satisfied this threshold
and we provide disclosures of current representation and have
set aspirations.
The disclosures below reflect GSK’s representation, as of
31 December 2020, for employees who actively and voluntarily
disclosed their race or ethnicity.
Race and ethnicity: US (%)1
Ethnically diverse
American Indian or
Alaska Native
Asian
Black or African
American
Hispanic or Latinx
Native Hawaiian or
Other Pacific
Islander
Two or more races
White
SVP/VP
23.2
*
Director
25.3
0.4
Manager
29.3
0.3
10.8
5.8
5.0
*
1.2
76.8
13.8
5.5
4.5
0.3
0.9
74.7
15.9
6.3
5.1
0.1
1.6
70.8
All
employees
30.0
0.4
12.9
9.9
5.1
0.2
1.5
70.0
* Insufficient data to report (fewer than three employees).
In the US, 6.3% of employees did not actively respond to identify a race
or ethnicity category, and a further 1.2% indicated ‘I prefer not to say’.
1 Due to rounding, the sum of the data may be marginally different from
the totals.
We aspire to increase the representation of ethnically diverse
VP and above leaders to at least 30% in the US by the end
of 2025. We are specifically focused on increasing the
percentage of Black or African American and Hispanic or
Latinx VP and above leaders; we expect – and will monitor
– year-on-year growth. By our target date of 2025 we expect
to see growth across all identified groups.
Race and ethnicity: UK (%)1
Black, Asian and
minority ethnic
Asian
Black
Mixed
Other
White
SVP/VP
11.1
Director
16.7
Manager
21.8
All
employees
18.7
5.7
1.6
1.2
2.5
88.9
11.8
1.8
1.5
1.6
83.4
16.0
2.3
1.8
1.6
78.2
13.1
2.5
1.8
1.3
81.3
In the UK, 11.5% did not actively respond and a further 3.9% indicated
‘I prefer not to say’.
1 Due to rounding, the sum of the data may be marginally different from
the totals.
For the UK, we aspire to increase ethnically diverse VP
and above leaders to at least 18%, by the end of the 2025.
We are specifically focused on increasing the percentage
of Black VP and above leaders; we expect – and will monitor –
year-on-year growth. By our target date of 2025, we expect
to see growth across all identified groups.
To support our aspirations and our commitment to equality
of representation we are focused on recruiting and developing
diverse talent. This includes: setting appropriate and ambitious
targets for ethnically diverse candidates for our early talent
programmes in the US and UK; launching a new global
development programme, Accelerating Difference, for ethnically
diverse employees; and, for our most senior roles, we are also
introducing a policy that requires a diverse shortlist of qualified
candidates, including ethnically diverse representation (as
defined appropriately by country).
Gender
The percentage of women in management continues to rise
at GSK. We are proud to report that in 2020 we achieved
an important landmark, with the global percentage of female
managers, presently 48% (47% in 2019), being equal to or
greater than the percentage of non-managers, currently 47%,
and 38% of senior management roles at VP and above –
up from 36% in 2019.
The latest Hampton-Alexander Review found that GSK ranked
in the top quartile of FTSE 100 companies based on proportion
of women on the Board, with 42% female representation.
Within the FTSE 350 sector analysis, GSK ranked 2nd
in the Pharmaceuticals sector (up from 3rd in 2019).
Women in management (%)
SVP/VP
Director
Manager
All management
2020
2019
2018
2017
38
46
50
48
36
44
49
47
33
43
48
45
31
43
47
44
Employees by gender (number)
Board
Management*
All employees
Male
7
10,117
50,005
Female
5
9,303
44,061
Total
12
19,420
94,066
* Senior managers as defined in the Companies Act 2006 (Strategic Report
and Directors’ Report) Regulations 2013.
GSK Annual Report 2020 37
Investor informationFinancial statementsStrategic reportGovernance and remuneration Trust continued
We have increased our global gender aspiration for VP and
above roles to 45%, or higher, by the end of 2025. Importantly,
we are pursuing steps within the countries in which we operate
to enable and encourage our employees to voluntarily self-
disclose their gender identity.
We published our fourth annual UK gender pay gap report in
2020. Our gender pay gap for all permanent UK-based GSK
employees is 1.41% (mean), outperforming the national average
of 14.6%. We have a long-standing commitment to fair and
equal pay. We conduct country-based reviews and ensure all
markets have clear guidance, tools and support to ensure pay
equity. If unexplainable differences are detected, we address
them through our compensation processes.
Disability
We are signatories to the UK Department for International
Development’s Charter for Change, joining other organisations
with a common aim to ensure rights, freedoms, dignity and
inclusion for people with disabilities. In 2020 GSK also signed
up to the Valuable 500 pledge. This involves continuing to invest
in workplace accessibility, building the inclusivity skills of our
people, improving our products’ packaging accessibility, and
developing a measurable three-year strategic Disability
Confidence plan.
LGBT+
Our goal is to be recognised in global LGBT+ indices. For two
consecutive years (2019/2020), LGBT+ rights group Stonewall
has recognised GSK in its Top Global Employers list. We
also ranked in the top 10 in the UK Stonewall Index, with our
employee resource group for LGBT+ employees and allies
named as the best in the UK. In the US, GSK was named Best
Place to Work for LGBTQ equality for the fourth year running
in Human Rights Campaign’s Corporate Equality Index. We are
a founding member of the Proud Science Alliance, a collective
of LGBTQ+ networks that work together to raise the bar on
LGBTQ+ inclusion across the health and life sciences sector.
Health, wellbeing and development
Our commitment is to be a leading company in how
we support employee health, wellbeing and personal
development
Health and wellbeing
GSK’s Executive Team has overseen our COVID-19 response,
including the health, wellbeing and engagement of our employees
as a primary focus. In support of this, we have developed a strong
health and safety framework aligned to site needs, specific role
types or certain activities, for which we have provided training.
During 2020, we monitored confirmed COVID-19 cases and
recoveries in our workforce on a daily basis. We developed
minimum standards for returning to the workplace, and provided
clear expectations on the wearing of personal protective
equipment, employee testing and temperature-screening to
make the workplace as safe as possible, enabling more
employees to return to sites.
We supported employees working from home with ergonomic
advice and equipment, provided online training on remote
working and continued to ensure sufficient employee assistance
support for all employees as well as their dependants.
38 GSK Annual Report 2020
Mental health training is available for all employees and 10,897
managers completed it in 2020. We encourage everyone to be
open, to ask for help and access support when they need it.
In 2020, more than 22,000 employees completed energy and
resilience programmes via our online training and development
platform, 12,060 participated in COVID-19-focused resilience
webinars and 18,688 in virtual mindfulness sessions. We also
introduced a personalised, digital health platform in 25 countries
which includes a subscription to a mental health app for
individual self-support. We measure organisational stress
via the platform to focus mental health support where required.
Employee safety
Overall, our reportable injury and illness rate fell from 0.22 per
100,000 hours worked in 2019, to 0.17 in 2020. The reduced
numbers of employees driving and based at GSK sites, due
to the pandemic, will have contributed to this decrease.
Despite our extensive safety programmes, tragically we
experienced two employee fatalities: one at a manufacturing
site in Canada and another in a road traffic accident in India.
There was an additional work-related fatality in Belgium,
involving a construction worker not under GSK’s direct
supervision. We conducted extensive investigations into
the causes of each fatality, to ensure we could take actions
to reduce the risk of similar tragic incidents occurring.
We have developed a safety improvement plan to further
strengthen our existing safety practices.
Approximately 20,000 employees drive on company business.
To help those employees drive safely we run a driver safety
programme which combines online learning with practical
road safety activities. We have over 15,000 drivers from more
than 60 countries enrolled in this programme.
People development
We want our people to keep developing throughout their
career. Every employee has the opportunity to discuss and
agree a development plan with their manager. In 2020, 93,718
employees accessed training resources through our internal
development portal. During the year, we redesigned and rolled
out a new virtual First Line Leader training programme.
We provide targeted development for leaders at all stages
of their careers. In 2020, we established four leadership
accountabilities; motivate, focus, care and develop, in
support of our purpose and performance driven culture.
We also updated our One80 manager feedback tool to help
managers see what they do well and where they need to focus
their development. Every manager is expected to complete the
process, which involves a self-assessment and survey for their
team to answer the same questions. In 2020, 9,892 managers
participated in One80 and 60,386 employees provided
feedback to their managers. On a rating scale of 1-5, on
average our managers were scored 4.3 by their team.
We are committed to recruiting and developing people
at the start of their careers and currently have 677 people
on our graduate and MBA programmes globally and 448
on apprenticeships in 11 countries.
GSK.com: Employee engagement • Learning and development
Trust continued
Responsible business
Operating as a responsible business means being transparent
with our science and our data, delivering a reliable supply of
high-quality products, protecting a values-driven culture where
issues are responded to swiftly and transparently and reducing
our environmental impact.
Reliable supply
We commit to quality, safety and reliable supply of our
products for patients and consumers
Ensuring a high-quality and reliable supply of our products
for patients and consumers is a priority for us. See pages 29,
30 and 32 for more on how we manage continuity of supply.
This has been especially important during the pandemic.
Our robust quality management systems support continuous
improvement, helping us to maintain high standards for product
quality and safety and complying with relevant regulations,
including those on Good Manufacturing Practice, Good
Laboratory Practice, Good Pharmacovigilance Practice and
Good Clinical Practice. There were 142 external regulatory
inspections (many carried out ‘virtually’ due to the pandemic)
at our manufacturing sites and local operating companies in
2020. GSK addresses all inspection findings, however minor,
and has robust processes to ensure corrective and preventive
action plans are implemented in a timely manner.
In 2020, we carried out 1,839 quality audits of suppliers and
223 audits of clinical studies run by, or on behalf of GSK.
Where we identify areas that require improvement, we engage
with the relevant third parties to develop improvement plans
and track their progress. If significant issues are identified and
remain unresolved, we may choose to suspend or terminate
work with a third party.
Pharmacovigilance
Detecting, assessing, understanding and preventing adverse
effects or any other drug-related problem is important in
evaluating the safety of pharmaceutical products. We continue
to work with partners to maintain high standards with respect
to safety and medical governance. We apply the same rigour
and safety standards to our potential COVID-19 related
solutions.
To prevent the manufacture and distribution of counterfeit
GSK products, we continue to work with international law
enforcement agencies. In 2020, we played a key role in anti-
counterfeiting actions in China which resulted in the closure
of eight locations that manufactured millions of counterfeit
goods, including some of our toothpaste brands.
GSK.com: Patient safety and reliable supply
Ethics and values
Our commitment is to operate an ethical, values-driven
culture, in which any issues are responded to swiftly
and transparently
We have high expectations for our employees to live up to our
values and to act when they have concerns, and we extend this
expectation to our third parties.
Living our values and expectations
Our 2020 employee survey showed that we are making good
progress in living up to our values and expectations with 89%
of employees agreeing that their work environment encouraged
ethical behaviour in the face of pressures to meet business
objectives (up from 86% in 2019).
We also conducted a joint review with our commercial practices
and anti-bribery and corruption audit team on sales force
incentives. The review findings highlighted a strong patient
focus, and pride in working for GSK. The review also identified
opportunities to better embed our values and expectations
in daily work to reach all employees.
Every GSK employee and complementary worker is required
to complete the Living Our Values and Expectations mandatory
training annually. In 2020, 99.9% of our employees and 97%
of our complementary workers completed this training, which
focused on ‘Protecting GSK’. Content included topics such
as anti-bribery and corruption (ABAC), our Code of Conduct,
information security, privacy, our independent third-party Speak
Up integrity lines (for reporting of concerns), human safety
information and adverse event reporting. This training helps
to identify and manage risks that appear in day-to-day roles.
Our mandatory ABAC training continued and 100% of
employees and 99.5% of contract workers completed
this training in 2020, which focuses on principles to assist
employees to identify and mitigate ABAC risk and to
recognise, report and mitigate conflicts of interest.
Reporting and investigating concerns
Anyone inside or outside GSK can raise concerns or speak
to an independent third party through our integrity lines,
confidentially or anonymously, without fear of retaliation.
We take every concern very seriously and review every
report to understand whether a formal investigation is needed.
If our investigations show that an employee has breached
our policies, we take appropriate disciplinary action.
In 2020, 2,146 employees were accused of misconduct and
we initiated 1,529 formal investigations, with most policy
violations relating to behaviour in the workplace. As a result,
788 employees were disciplined, of whom 171 were dismissed
or voluntarily left and 617 received a documented warning.
In other instances, action short of a documented warning
was taken. At the end of 2020, we had 448 cases awaiting
investigation or a disciplinary decision.
Employees disciplined in 2020: breakdown of types
of policy violation (%)1
Behaviour in the workplace
Good manufacturing and distribution practices
Mandatory training completion
Marketing and promotional activities
Expenses
Other2
35%
24%
8%
7%
6%
20%
1 An employee can be subject to multiple allegations and disciplinary actions.
2 Policy violation types that do not fit into the categories specified.
GSK Annual Report 2020 39
Investor informationFinancial statementsStrategic reportGovernance and remuneration Trust continued
Human rights
We are committed to respecting human rights throughout our
global operations and continue to deepen our understanding
of the human rights impacts associated with our activities.
In 2020, we further improved our visibility of labour rights risks
in the supply chain. With the support of external experts, we
identified the raw materials and commodities that are sometimes
linked to modern slavery and are now prioritising them for due
diligence activities. A similar risk assessment for our indirect
suppliers is in progress.
Through our membership of the Pharmaceutical Supply Chain
Initiative’s Human Rights and Labour Sub-Committee, we
supported the delivery of human rights and modern slavery
training sessions for suppliers in India and China. We also
engaged with stakeholders in Brazil to better understand the
forced labour risks and certification schemes associated with
carnauba wax – used for tablet coatings – and presented our
findings to suppliers.
Progress in each of our other priority human rights areas
(access to healthcare, research practices, patient safety,
environment, health and safety, and privacy) can be found
in the relevant sections of this report and on our website.
GSK.com: Human rights • Modern Slavery Act statement
Working with third parties
We want to ensure that the third parties we work with share
our values and ethical and business standards. Our Third
Party Oversight (TPO) programme has been embedded
globally and we continue to refine it. During 2020, over 14,000
risk assessments were completed through the TPO programme,
and more than 400 third parties identified as high risk have
undergone detailed independent assessments by EcoVadis.
To help ensure continuity with our suppliers in 2020,
throughout the COVID-19 pandemic we conducted supplier
financial checks, offering support if suppliers’ financial health
deteriorated, for example by relaxing our payment terms.
We continued to work with our third-party suppliers to
reduce EHS risks, and conducted 36 audits on EHS and
ethics. In countries where physical visits were not possible,
these were virtual. In 2020, we expanded our priority
suppliers from 30 to 78. Priority suppliers are those with
whom we have significant spend, that support significant
revenue and/or are medically or R&D critical to the business.
We provide proactive support to help our suppliers build
safety improvement plans and build their overall capability.
We use a range of tools to assess suppliers’ management
of EHS risks including use of EcoVadis desktop assessments,
and on site or virtual audits. We set clear EHS requirements
for all suppliers, discontinue work with those suppliers who
consistently fail to meet these requirements and continually
review EHS performance at suppliers as part of our internal
EHS governance and oversight processes.
GSK.com: Ethics and values
Data and engagement
Our commitment is to use data responsibly and transparently
and improve patient and scientific engagement
Responsible data use
We are committed to using data responsibly and transparently.
This includes managing data carefully, sharing the results of
our clinical studies, integrating patient insights into our product
development, and providing healthcare professionals with
relevant and accurate information when they need it.
In 2020, we evolved our privacy approach to better align with
external expectations and the ‘privacy by design’ framework.
We ensure data-owners consider privacy right at the start of
activities, and established a specialised privacy review panel to
assess appropriateness of secondary use personal information
in R&D, to ensure we protect individuals’ rights and freedoms.
Our annual Code of Conduct training, mandatory for all
our employees globally, includes a module on privacy. This
reinforces an understanding that everyone at GSK is personally
responsible for the correct handling of personal information.
We also provide training for all new hires, and everyone filling
a key privacy role undergoes certification from the International
Association of Privacy Professionals, which requires ongoing
privacy education to maintain.
We are also a critical partner in the TransCelerate consortium’s
effort to create a harmonised approach for the pharmaceutical
industry to support the exchange of data internationally.
Clinical trial transparency
As part of our long-standing commitment to data transparency
for our clinical studies, we have published 2,708 clinical study
reports and 6,168 summaries of results – both positive and
negative – from our studies on our clinical study register.
We also share anonymised patient-level data from our studies
with external researchers.
We have listed 2,480 studies for data sharing via www.vivli.org
and www.clinicalstudydatarequest.com.
GSK.com and online: GSK Privacy Notice • GSK Clinical Study Register
Patient and scientific engagement
In 2020, we conducted a number of patient panels across
a wide variety of different disease areas. We have also
established a process to seek patient feedback on the design
of our clinical trials.
We have continued to increase our focus on improving the
diverse representation in clinical trials so they represent the
real world population in terms of age, race, ethnicity and gender.
Our approach characterises the populations with the burden of
disease and barriers to access and engages with communities
and advocacy groups. We also provide training and support
to our staff and increasingly to our research collaborators on
enrolling diverse populations in clinical trials.
To read about our approach to engaging with HCPs, see our
code on HCP engagement.
GSK.com: Clinical trial diversity, Patient Engagement, Engaging with HCPs
40 GSK Annual Report 2020
Trust continued
Environment
Our commitment is to have a net zero impact on climate
and a net positive impact on nature by 2030
We set these two ambitious new climate and nature goals
in November 2020, and will start reporting against them in
our 2021 Annual Report.
Our new climate goal means that we aim to have net zero scope
1, 2 and 3 carbon emissions by 2030. As part of our climate
goal, we have been accredited for 1.5°C-aligned emissions
reduction targets (covering Scopes 1, 2 and 31) by the Science
Based Targets initiative. We have also joined RE100, reinforcing
our commitment to renewable electricity and EV100, reducing
the impact of our sales fleet.
Our nature goal is underpinned by ambitious targets and focuses
on water reduction and water stewardship compliance, waste
reduction and circularity (including eliminating plastics), API
emissions reduction, adoption of biodiversity action plans and
measurement of carbon and/or land use improved from nature-
based solution programmes. As part of these, we will invest in
projects to protect and restore land-use. We will align with the
Science Based Targets for Nature approach to measure our
impact on nature and will seek to accredit the target when this
methodology is finalised.
We seek to deliver these goals by taking action on priority
impact areas and working with key external partners including
our suppliers and customers. See GSK.com for the full set of
targets. This is the last year we will report against our previous
targets, which were set in 2018.
GSK.com: Our new environmental approach
Carbon
Our overall value chain carbon footprint is made up of Scope 1
and 2 emissions from our own operations (8%), and Scope 3
emissions from our supplier base (45%), logistics (6%), and the
use of our products (40%), mostly metered dose inhalers.
We will report progress against our new carbon targets in
2021, but for a final year we are reporting progress against the
targets we set in 2018. These are 2030 targets, set against a
2016 baseline, to: reduce operational carbon emissions (Scope
1 and 2) by 20%; reduce value chain carbon emissions (Scope
3) by 25% per £ billion revenue; and source 60% of electricity
from renewable sources.
In 2020, we reduced our Scope 1 and 2 emissions
by approximately 24% compared to 2019 (34% since 2016),
largely because we transformed our use of renewable electricity
through the purchase of green certificates. This means 52% of
the electricity we used was sourced renewably, exceeding our
interim target of achieving 30% by 2020. We also saw a
reduction in Scope 1 emissions as national lockdowns reduced
the need for driving from our salesforce.
We continued installing and improving our use of existing
renewable energy on site and our energy efficiency programme
continues to identify further opportunities to reduce energy
consumption. For example, we installed a new heat exchanger
at our Mayenne site in France, which transfers heat previously
lost in chilling water and uses it to provide 70% of hot water
demand for the site.
In 2019, (our latest available data for all categories)2, absolute
Scope 3 emissions decreased by 10% vs 2018, and by 19%
per £ billion revenue. This represents a reduction of 32% per
£ billion revenue since our 2016 baseline year. This was mainly
because of a reduction in the carbon intensity of products
purchased, updated data on the emissions from milk for
Horlicks and reduced emissions from metered dose inhalers.
Our Ellipta dry powder inhalers (DPI) have a lifecycle carbon
footprint around 24 times lower than a propellant-based
inhaler3. In 2020, we certified the carbon footprint of Trelegy
Ellipta working with the Carbon Trust, and recertified the carbon
footprints of our other Ellipta products. We support efforts
to promote low carbon inhalers wherever possible.
We recognise our suppliers’ efforts to reduce their
environmental impacts through our annual Supplier
Environmental Sustainability Awards. See the winners
on GSK.com.
We also expanded our climate resilience analyses, see
page 46 for the Task Force on Climate-Related Financial
Disclosures framework guidelines. In 2020, we introduced new
targets related to carbon, which are published on GSK.com.
With our new net zero targets, we have joined the Race to Zero:
a global UN campaign, which aims to build momentum around
the shift to a decarbonised economy ahead of the next climate
summit, COP 26.
GSK.com: Our new environmental approach, Supplier awards
Carbon emissions4 plus intensity ratios (as per regulations)5
‘000 tonnes CO2e
2018
Scope 1 emissions
Scope 2 emissions
Scope 3 emissions
14,260
16,335
535
522
825
2019
795
228
2020
773
Available in
2021 report
UK Scope 1 & 2 emissions
Energy used
Scope 1 and 2 emissions/
sales revenue (tonnes
CO2e/£m)
Scope 1 and 2 emissions/
FTE (tonnes CO2e/FTE)4
Scope 3 emissions/£bn
revenue (million tonnes
CO2e/£bn revenue)
Total energy used (GWh)
UK energy used (GWh)
142
2020
29.4
10.6
Available in
2021 report
195
2019
39.0
13.3
0.6
203
2018
44.2
14.3
0.53
3,884
940
4,079
975
4,187
1,081
1 Our Scope 1 and 2 SBTI-accredited target aims for a 34% by 2025 from
a 2017 baseline, and our Scope 3 target commits us to reducing absolute
Scope 3 emissions 16% by 2030 from a 2017 baseline.
2 2020 figures are expected to be available later in 2021.
3 For one year's treatment, use of propellant-based inhalers results in a
carbon footprint of 228kg CO2e compared with 9.6kg CO2e from using
Ellipta dry powder inhalers.
4 Carbon emissions are calculated according to the Greenhouse Gas Protocol:
A Corporate Accounting and Reporting Standard (revised edition). GSK uses
market-based Scope 2 emissions for reporting purposes and reports Scope
3 emissions across all 15 categories. See our ESG performance summary.
5 GSK asks DNV to provide limited assurance to ISAE 3000 for energy, Scope
1, 2 and selected Scope 3 carbon emissions, water, waste and wastewater
data. Methodologies for reporting and measurements are provided in our
ESG Performance Summary, on the KPI definitions pages.
GSK Annual Report 2020 41
Investor informationFinancial statementsStrategic reportGovernance and remuneration Trust continued
Water
We aim to reduce our total water use at each high-risk site
by 30% by 2030 (set against a 2016 baseline). We now have
seven high-risk water sites following network changes, which
saw our last high-risk water vaccine sites and the Consumer
Healthcare Horlicks sites leave the network. As a result, large
volumes of water used in water stress areas have been removed
from our operations. The seven remaining high-risk water sites
are on track to achieve our reduction target.
Water challenges are not simply about volumetric reduction.
Good water stewardship means reducing the amount of water
we use, improving water quality through minimising discharges
and working with community stakeholders to address local
water challenges.
In 2020, 85% of our sites were compliant with our water
stewardship standard, meeting our 2020 target of 80% ,
and continue to work towards reaching 100% by 2025.
In 2020, we introduced new targets related to water, which
are published on GSK.com and having joined the UN CEO
Water Mandate, in 2020 we also joined the UN Water
Resilience Coalition.
GSK.com: Our new environmental approach
Waste
By the end of 2020, all of our sites had stopped sending
hazardous and non-hazardous waste to landfill.1 Company-wide
validation of this 10-year ambition will be completed during
the first half of 2021. This achievement excludes waste, such
as asbestos, that must be sent to landfill.
We also have a commitment to ensure all waste is repurposed
for beneficial use by 2030. At our site in Parma, Italy, for
example, we have implemented initiatives to increase the
amount of solid waste sent to incineration with energy recovery,
and to concentrate a hazardous waste stream preventing the
incineration of around 2,900 tonnes of contaminated water.
These programmes have increased the amount of waste
repurposed for beneficial use at the site to 59% in 2020
(up from 18% in 2019) and reduced overall waste by 34%.
See GSK.com for our new waste reduction and circularity
targets.
GSK.com: Our new environmental approach
Responsible sourcing
In 2020, we carried out a risk assessment, which helped us
to identify the 15 highest-risk materials in our supply chain.
As a result of this assessment, we are developing responsible
sourcing plans for each of these high-risk materials.
We are committed to moving towards deforestation-free sourcing
for all key commodities purchased directly by GSK, or indirectly
on our behalf, by 2030. In early 2021 we expanded the scope of
our deforestation-free sourcing policy to cover soy, cattle-derived
products and rubber, as well as palm oil and paper packaging.
We made our first submission to CDP Forests, covering
the sourcing of palm oil and paper packaging. For our paper
packaging, the majority (80%) of our carton supply chains
are Forest Stewardship Council or Programme for the
Endorsement of Forest Certification (PEFC) certified.
42 GSK Annual Report 2020
In 2020, we joined the Action on Sustainable Derivatives,
which enabled us to trace 74% of palm oil by volume back
to mill level.
Around 100 of the materials we use to manufacture our products
are derived from bio-based sources. Of these, very few are
animal-derived. Our ambition is to move to non-animal derived
and/or sustainable alternatives for these materials, but this will
take time to ensure the efficacy and safety of our products are
not compromised.
See GSK.com for our new responsible sourcing and
biodiversity targets.
GSK.com: Our new environmental approach
Plastic
We have set a target for our consumer healthcare business
to eliminate all problematic and unnecessary plastics, reduce
our plastic footprint by 8,000 tonnes and ensure all of our
packaging is recyclable where quality and safety permits,
by 2025.
Our consumer healthcare business developed a Design
for Sustainability tool, which will enable us to design new
products in a sustainable way, minimising plastic use.
For example, through this tool, we have launched our first
sustainable plastic-free toothbrush in Germany.
We have also continued efforts to reduce our single use
plastic footprint. We have removed 17 million single use
plastic items – equivalent to 185 tonnes of plastic – since
our reduction programme began at the end of 2019.
See GSK.com for our new target relating to pharmaceuticals
in the environment.
GSK.com: Our new environmental approach
Pharmaceuticals in the environment
We are committed to ensuring that active pharmaceutical
ingredients (APIs) do not adversely affect people or the
environment. We are a key partner in a new project with
the Innovative Medicines Initiative (IMI), focused on the
Prioritisation and Risk Evaluation of Medicines in the
EnviRonment (PREMIER). This multi-stakeholder project
will make environmental data on APIs more accessible
to stakeholders.
We are committed to ensuring that any API emissions
from manufacturing, including those that might contribute
to anti-microbial resistance (AMR), are kept below levels
that negatively impact human health or the environment.
We carry out environmental testing on all our pharmaceuticals
and use this data in risk assessments to evaluate potential for
harm. We use this data to set safe discharge targets for our
manufacturing supply chain. For more on reducing AMR risk,
see page 35.
See GSK.com for our new target relating to pharmaceuticals
in the environment.
GSK.com: Our new environmental approach
1 See KPI definitions in our ESG Performance Summary for exceptions.
Risk management
GSK has a well-embedded risk management framework, which is reviewed
continually. Board committees provide oversight of the framework, assisted
by the Risk Oversight and Compliance Council.
Our risk management framework enables GSK’s Board to
identify, evaluate and manage principal risks in line with our
long-term priorities. It sets out an effective hierarchy of risk
management and compliance boards within each of our
businesses which promotes the ‘tone from the top’, establishes
our risk culture and oversees the effective cascade and
escalation of information about internal controls. Each principal
risk is overseen by a CET risk owner to ensure proportionate
controls are in place, with clear plans assigned to address
any gaps. Businesses and risk owners provide reporting
of risk and mitigation to the Risk Oversight and Compliance
Council and Board committees.
GSK considers both current and emerging risks as part of
its risk management framework, with emerging risks defined
as those on the three-year horizon. We may not yet have
adequate information about the impact or likelihood of such
emerging risks, thus may undertake further investigation
before including them in our list of principal risks. Emerging
risk assessments are performed as part of the remit of our
risk management and compliance boards at all levels of
the organisation.
Our CET conducts a formal annual risk review to consider
current and emerging risks and whether they are significant
and should be included in our principal risks list. This review
is supported by extensive analysis of external trends and
insights, senior level interviews and recommendations from
risk management and compliance boards.
The risk management framework complements our values,
expectations and Speak Up processes in ensuring that the
risks associated with our business activities are actively and
effectively identified and mitigated. It also provides reasonable
assurance against material misstatement or loss. We conduct
an annual confirmation exercise across our businesses to
validate that key risks are well managed or actions are in
place to address gaps, which reinforces the accountability
of our leaders.
In 2020, Board oversight was extended beyond the Audit & Risk
Committee to include more involvement from the Corporate
Responsibility Committee and Science Committee. These
committees considered GSK’s risks and the strategies used
to address them. In doing so they drew on annual business
unit risk and assurance update reports, strategy papers for
our most significant risks, and the CET’s annual risk review.
Viability statement, see page 48
ARC Report, see page 97
Principal risks and uncertainties, see page 261
Internal Control Framework, see page 99
During the year, we further developed our risk management
framework, moving from annual to quarterly upwards reporting
of our principal risks, emerging risks and external insights.
This has enabled the Risk Oversight and Compliance Council
to oversee risk in a more dynamic way. We also made reporting
more data driven, with key risk indicators enabling more agile
risk management strategies. In addition, risks and mitigations
relating to COVID-19 were incorporated within our most
significant risks, to further complement the pandemic risks
identified and managed by the CET.
In 2020 three new risks were escalated to standalone
principal risks – Environmental sustainability, Non-promotional
engagement and Transformation. Third-party oversight ceased
to be a principal risk as its implementation had matured and the
residual risk is more effectively managed within the business or
the relevant principal risk. The CET agreed to maintain the
current principal risks for 2021.
We list the current principal risks on the following pages –
they are not in order of significance. For full risk definitions
and mitigating activities please see pages 261 to 275.
Risks associated with the proposed separation
of GSK’s Consumer Healthcare business
Separation of our Consumer Healthcare business is dependent
on a number of factors that are outside GSK’s control, including
any required shareholder and regulatory approvals, favourable
conditions in public equity markets and public or private
debt markets and changes in applicable law and regulation.
Therefore, there can be no certainty that separation will
be completed as proposed (or at all).
In addition, if separation is completed, there can be no
assurance that either GSK or Consumer Healthcare will
realise the expected benefits of separation or that separation
will not adversely affect GSK or Consumer Healthcare or the
value or liquidity of their respective shares.
Risks associated with COVID-19
The potential impact of the COVID-19 pandemic on GSK's
trading performance and all our principal risks has been
assessed with mitigation plans put in place. Up to the date
of this report, the pandemic has, as anticipated, impacted
the Group performance during the year primarily in demand
for Vaccines as a result of ongoing containment measures
impacting customers' ability and willingness to access
vaccination services across all regions. We anticipate
that governments' prioritisation of COVID-19 vaccination
programmes will continue to impact our Vaccines business.
We continue to monitor the situation closely, as this continues to
be a dynamic and uncertain situation, with the ultimate severity,
duration and impact unknown at this point including potential
impacts on trading results, clinical trials, supply continuity and
our employees. The situation could change at any time and there
can be no assurance that the COVID-19 pandemic will not have
a material adverse impact on the future results of the Group.
GSK Annual Report 2020 43
Investor informationFinancial statementsStrategic reportGovernance and remuneration Risk management continued
Risk
Assessment and mitigation activities
Patient safety
Product quality
Financial controls
and reporting
Anti-bribery and
corruption (ABAC)
Commercial
practices
and pricing
Non-promotional
engagement
44 GSK Annual Report 2020
The macro risk level is unchanged and remains challenging as politicisation of drug and vaccine
safety and efficacy in the context of COVID-19 could provoke distrust and alter public reporting.
Restrictive privacy regulations, that impact how we manage safety data, create further
complications.
GSK’s exposure is also unchanged. While operational risk has stabilised through embedding
of pharmacovigilance organisational efficiencies, this is offset by challenges accompanying
fast-paced development of medicines and vaccines for COVID-19. To mitigate these and other
risks, we apply our well-established safety governance and risk management framework to
ensure we are safeguarding patients throughout the lifecycle of all GSK products.
The macro risk remains the same despite concerns of potential drug shortages associated
with COVID-19, the ongoing evaluation of products for the presence of nitrosamines and
the increased focus on data integrity requirements.
GSK's exposure remains unchanged with quality oversight processes in place to monitor
and maintain a strong compliance profile throughout the pandemic. Governance and control
strategies have been developed and deployed for the timely completion of our nitrosamine
assessments. We have continued to invest in technology and digital platforms to further
strengthen our controls around good data management practices.
The macro risk level has increased, with the external environment remaining challenging due
to political uncertainty and increasing societal expectations of the role of the auditor. There are
increased fraud attempts and challenging financial markets, informed mainly by the COVID-19
pandemic and evolving political responses.
GSK’s risk exposure has remained stable due to the resilience and focus of personnel.
We continue to implement transformational programmes, leverage technology, centralise
processes, strengthen controls and maintain effective tax and treasury strategies.
The macro risk level for bribery and corruption increased as we continued to see legal
frameworks similar to those in the UK and US develop elsewhere; more rigorous standards
aided by improved technology; increased enforcement with focus on third-party intermediaries;
and the impact of COVID-19 on businesses.
GSK’s ABAC risk exposure has maintained as we continue to improve our ABAC programme
to ensure appropriate controls, training, capability building, awareness raising, strong monitoring
and use of data analytics. We continue to understand and assess our risk exposure to money
laundering and wider corruption to mitigate any existing risk.
COVID-19 has increased the macro-level risk on the industry go-to-market model, boosting
the importance of different channel activities (e.g. internet based) for consumers, promoting,
connecting and commercialising. There is also an increased risk of downward price pressure
due to international reference pricing, aggressive healthcare budget controls and tighter
reimbursement.
GSK’s risk exposure level remains stable due to our mature and robust control environment. We
continue to evolve our commercial practices. We have invested in new technologies that support
virtual customer engagement. We maintain proportionate controls, training and monitoring for
employees that engage with healthcare organisations and professionals. In Consumer Healthcare,
improvements in our digital sales and marketing control framework are mitigating emerging risks.
The macro environment for non-promotional activities and scientific engagement with HCPs
and patients is stable. This is despite being impacted by the complexity and dynamic nature
of disease areas and treatments, the increasing diversity of engagement platforms, and
a significant increase in virtual engagements since the pandemic.
GSK’s exposure has not increased. We further modernised and adapted our practices and
applied our internal principles and policies, designed to mitigate risk, to this rapidly evolving
environment. We evolved employee training so that our people understand the risk associated
with non-promotional activities and conduct them in compliance with GSK’s values and policies,
local laws and regulations.
Risk management continued
Risk
Privacy
Research
practices
Environment,
health and safety
(EHS)
Environmental
sustainability
Information
security
Supply continuity
Transformation
Assessment and mitigation activities
The macro risk continues to increase, with priority GSK markets such as the US, China and
India instituting new – or enforcing existing – privacy laws, and court rulings invalidating privacy
mechanisms that international companies had relied on, including the EU-US Privacy Shield.
COVID-19 has further highlighted the fragmented nature of the regulatory environment.
GSK’s exposure remains unchanged, due to our continued efforts to embed our privacy
framework in our markets, the evolution of risk mitigation in the business, and the advancing
of our privacy strategy from a centrally-driven, mitigation approach to one where the business
proactively embeds privacy by design standards.
The macro risk level has increased due to COVID-19. The pandemic has created continuity
challenges for R&D, particularly human subject research, where disruption to global clinical trial
programmes has introduced additional risks.
GSK’s exposure remains unchanged. We are offsetting external impacts of the pandemic by risk
mitigation actions to embed and monitor additional business continuity measures and controls.
Ongoing and planned work to further enhance and monitor our culture of quality is continuing.
The macro risk level has increased. Although regulators and stakeholders’ expectations are
broadly the same, new regulations to control the spread of COVID-19 in the workplace have
added significant complexity to how we comply with existing EHS regulations.
GSK’s risk exposure has increased, due both to our adjustment of work practices to enable
COVID-19 control measures and because of our transition to a period of significant
organisational change. Both factors require us to refocus on applying EHS fundamentals.
The macro risk level increased as investors, regulators and other stakeholders increasingly
expect companies to understand and reduce the environmental impacts across their value chain
and mitigate the impacts climate change could have on their operations and supply chains.
GSK’s risk exposure is unchanged. We set ambitious new environmental sustainability targets
in 2020 and have implemented detailed water resilience assessments, increased our Task Force
on Climate-related Financial Disclosures (TCFD) analysis and continued to monitor trends in
physical, reputational and regulatory risks from climate change impacts.
The macro risk level continues to rise, as large multinationals increase their digital footprints
and threats from hackers become ever more sophisticated. During the year COVID-19 also
added to a measurable increase in threats targeting the healthcare industry.
GSK’s risk exposure has increased. GSK’s cybersecurity programme continues a rapid
improvement of controls to increase cyber threat intelligence capabilities and protect critical
information and systems including operational technology and networks. While GSK
continues to strengthen cybersecurity and information protection capabilities, the targeting
of pharmaceutical and vaccine intellectual property leveraging cybersecurity, as well as third
party service availability as a means of disruption, has intensified.
The macro risk level remains high due to the ongoing impact of the COVID-19 pandemic
on product supply. The potential for increasing protectionism between countries and Brexit
uncertainties also continues.
GSK’s risk exposure has increased. There is an elevated risk of supply issues of bioscience
materials such as glass vials and filters. This is an industry-wide concern arising from the rapid
ramp up of COVID-19 vaccines and therapeutics driving increased demand for components.
The macro risk level is increasing due to COVID-19 having introduced uncertainty into the
external global environment and necessitating temporary measures in certain countries to
protect employment.
GSK’s risk exposure level remains unchanged. Our transformation and separation projects
have progressed as planned throughout 2020, with workforce engagement being a priority.
GSK Annual Report 2020 45
Investor informationFinancial statementsStrategic reportGovernance and remuneration Risk management continued
Climate-related financial disclosure
Here we provide an update to GSK’s voluntary disclosure
in accordance with the recommendations of the Taskforce
for Climate-related Financial Disclosure (TCFD), an initiative
of the Financial Stability Board, which promotes the disclosure
of climate change risk.
In November 2020 we committed to ambitious new
environmental sustainability goals for both climate and nature.
We aim to have a net zero climate impact and a net positive
impact on nature by 2030. These goals build on our long-term
ambition, since 2010, to reduce our impact on the environment
(see page 41).
Governance
The Board has overall accountability for the management
of GSK’s principal risks, which includes Environmental
sustainability, with support from the CET. The Board’s
Corporate Responsibility Committee (CRC) oversees GSK’s
Environmental sustainability principal risk, and progress against
our environmental targets. The CRC is supported in its work
by members of the CET including the CEO, President of
Global Affairs and President Pharmaceuticals Supply Chain
who attend the Committee’s meetings.
During the year, the CRC reviewed and approved
recommendations for the company’s new sustainability goals.
The CRC reviewed the contribution of both the biopharma
and consumer part of the business to these goals. The CRC
discussed the impact of climate change and nature loss on
human health, recognising that these new goals are consistent
with the company purpose and strategy.
Regis Simard, President, Pharmaceuticals Supply Chain
and member of the CET has management responsibility for
environmental sustainability. He is responsible for governance
and risk oversight and ensures there is an effective framework
in place and in use to manage the risks across each of our
businesses as well as delivering on the commitments made.
Strategy
Trust is one of our three long-term priorities and reducing our
environmental impact is an important part of the Trust priority.
To gain a better understanding of how climate change might
impact our business, we built on the data reported in 2019 by
undertaking further scenario analyses to consider the long-term
risks from climate change for four additional products from
across our Vaccines, Pharmaceuticals and Consumer
Healthcare businesses. This means, taken in combination
with the work completed in 2019, we have developed climate
scenario analyses for supply chains that cover approximately
40% of our revenue stream.
1 Scenarios are based on IPPC Representative Concentration Pathways 2.6,
4.5 and 8.5, the IEA World Energy Outlook 2018 New Policy Scenario,
Current Policy Scenario and Sustainable Development Scenario; and data
sets from WWF and WRI for water stress and flood risk modelling
46 GSK Annual Report 2020
Risks from extreme weather events – flooding, wildfires,
storms that may impact our supply chains and manufacturing
operations on a short-term basis (one to three years) are
reviewed annually and addressed in our Business Continuity
Plans. The scenario analyses continue to inform our focus
to consider and address potential longer-term impacts
(over seven years) from climate change.
The two scenarios considered were:
– business-as-usual: we assumed little to no mitigation
leading to 3-5°C of warming by 2100;
– low-carbon: we assumed that the global temperature
increase by 2100 is limited to well below 2°C by rapid
changes in legislation and technology.
The scenarios were based on internationally recognised data
sets1 and consider the potential physical risks of a changing
climate such as flooding and water stress, as well as the risks
associated with a transition to a low-carbon economy such as
international climate policy and the impacts of carbon pricing.
The analysis evaluated the implications for GSK’s manufacturing
facilities, suppliers, and raw materials providers as well as
the impacts of patient and consumer use for each product.
The assessment did not consider any actions that GSK might
take to mitigate or adapt to the findings.
The analysis of both physical and transition risks showed that
in both scenarios there is likely to be some financial risks which
would need to be managed, but none that would materially impact
our business model. The key impacts for both scenarios were:
– Flood-related disruptions at our own manufacturing sites
and in our supply chain;
– Water stress leading to increased expenditure and disruption
at both our own manufacturing sites and in our supply chain;
– Higher temperatures affecting the quality and availability
of some raw materials; and
– Increased costs of fossil fuels and the impact of carbon
pricing on energy emissions.
These findings build on our initial assessment and we are
using them to develop an approach to performing climate
risk scenario analysis as well as action plans to help mitigate
these longer-term risks and embed sustainability into strategy.
To support more environmentally sustainable decisions,
internal carbon pricing for capital investments is being piloted
using a shadow price of $100 per tonne reflecting current best
practice to evaluate impact and the governance required with
a view to implementation across the Group in 2021 with an aim
to ensure that the organisation’s assets become more carbon
efficient over time.
We have established a transformation office that will review,
assess and monitor progress towards our new goals and
commitments including key performance indicators such
as scope 1, 2 and 3 carbon emissions, the percentage of
renewable electricity across our operations and the proportion
of our sales force vehicles that are electric vehicles.
More detail on the progress we are making towards achieving
our targets can be found in the Environment section on page 41,
and in our public response to the CDP Climate and Water
questionnaires.
Next steps
We are committed to continuing to embed climate risk
assessments and mitigation activities into our business.
In 2021, we plan to review and aggregate our analysis
to identify any hotspots and opportunities to continue
reducing our value chain carbon emissions. We will bring
further transparency of the impact scenarios and financial
assessments in future Annual Reports.
Risk management continued
Risk management
Environmental sustainability, which includes climate change
risks, became a standalone principal risk to the business for
2020. A specific and dedicated environmental sustainability
enterprise risk plan has been put in place (for more details
see Risk management on page 43). The risk plan covers
expectations that GSK is addressing its impact on the
environment, and that the environment has increasing impacts
on operational resilience such as access to energy, water
and the natural resources used in products, along with any
anticipated cost increases from regulatory changes or
environmental taxes.
An internal control framework has been established for
environmental sustainability, including the appointment of
dedicated senior leaders for environmental sustainability to
ensure that governance processes are in place and effective.
Our performance in reducing carbon emissions, energy,
water and waste will continue to be delivered and managed
by our mature programmes and will be enhanced by including
eco-design considerations into products and packaging.
Metrics and targets
Our new target is to have a net zero impact on climate by 2030,
and a net positive impact on nature by 2030. We aim to deliver
these goals by taking action on priority impact areas and
working with key external partners including our suppliers
and customers. The full set of targets that contribute to these
goals are available on GSK.com.
We have been accredited by the Science Based Targets
Initiative for a set of Scope 1, 2 and 3 targets in line with the
decarbonisation required to keep global temperature increases
to 1.5°C. We have joined the ‘race to zero’ to demonstrate
our commitment to the transition to a low carbon economy
ahead of COP26 to be held in the UK in 2021. We have joined
RE100, which aligns with our commitment to source 100%
of the electricity we use from renewable resources by 2025.
We have joined EV100, which aligns with our commitment
to decarbonise our fleet of sales vehicles.
We are also committed to moving towards deforestation-free
sourcing for all key commodities and are working with partners
such as the Roundtable for Sustainable Palm Oil and the
Rainforest Alliance.
GSK Annual Report 2020 47
Investor informationFinancial statementsStrategic reportGovernance and remuneration Risk management continued
Viability statement
In accordance with provision 31 of the 2018 revision of the
Code, GSK has assessed the prospects of the Company
over a longer period than the 12 months required by the
‘Going Concern’ provision. The Directors confirm that they
have a reasonable expectation that GSK will continue to operate
and meet its liabilities, as they fall due, over the next three years.
The Directors’ assessment has been made with reference
to GSK’s current position and prospects, our strategy,
the Board’s risk appetite and GSK’s principal risks and
how these are managed, as detailed on pages 43 to 45
in the Strategic report.
The Board reviews our internal controls and risk management
policies and approves our governance structure and code
of conduct. It also appraises and approves major financing,
investment and licensing decisions, and evaluates and monitors
the performance and prospects of GSK as a whole. The focus
is largely on improving our long-term financial performance
through delivery of our company and three business strategies
and aligned Innovation, Performance and Trust priorities.
The Board reviews GSK’s strategy and makes significant capital
investment decisions over a long-term time horizon, based on
a multi-year assessment of return on capital, the performance
of the company and three business units, and the market
opportunity in the pharmaceutical, vaccines and consumer
sectors. This approach is aligned to GSK’s model of achieving
balanced growth by investing in high quality, innovative products
for patients, consumers and healthcare providers. However,
since many internal and external parameters become
increasingly unpredictable over longer time horizons, GSK
focuses its detailed, bottom-up Plan on a three-year cycle.
The Plan is reviewed at least annually by the Directors, who
approve business forecasts showing expected financial impact.
The Directors believe that a three-year assessment period
for the Viability statement is most appropriate as it aligns with
the company’s well established business planning processes
that balance the long-term nature of investments in the
pharmaceutical, vaccines and consumer sectors with an
assessment of the period over which analysis of near-term
business performance is realistically visible.
The Plan has been stress tested in a series of robust operational
and principal risk downside scenarios as part of the Board’s
review on risk. These include potential risks associated with the
ongoing coronavirus pandemic, which have been considered
within both the Plan and stress test downside scenarios. The
Plan assumes healthcare systems and consumer trends will
approach normality in the second half of 2021. For our vaccines
business, the Plan assumes further disruption during the first
half of 2021, given governments’ prioritisation of coronavirus
vaccination programmes and the resurgence in late 2020 of
the pandemic. This is expected to impact adult and adolescent
immunisations, including Shingrix, notably in the US. A strong
recovery and contribution to growth from Shingrix is assumed
in the second half of 2021. This has been stress tested with
potential risks, principally from delays in business recovery.
48 GSK Annual Report 2020
The downside scenarios consider GSK’s cash flows,
sustainability of dividends, funding strategy, insurance provision
and recovery as well as other key financial ratios over the period.
These metrics have been subject to sensitivity analysis, which
involves flexing a number of the main assumptions underlying
the forecasts both individually and in combination, along with
mitigating actions that could realistically be taken to avoid or
reduce the impact or occurrence of the underlying risk.
The following hypothetical downside scenarios have been
evaluated:
Scenario 1: Business performance risks. These include key
performance risks, including lower sales from new products;
greater adverse impact from generic competition and other
competitive launches to other GSK products; as well as
possible supply and manufacturing challenges.
Scenario 2: External and macroeconomic risks. This scenario
reflects incremental risks to the business driven by outside
factors, such as more intense competition, increased pricing
pressure in both the US and Europe as well as the potential
impact of material negative changes in the macro-economic
and healthcare environment.
Scenario 3: Principal risks. This scenario includes a severe
assessment of the potential loss impact from the principal risks
related to patient safety, product quality, supply chain continuity
and environmental sustainability as well as anti-bribery and
corruption and any consequent regulatory actions or fines, all
of which could fundamentally threaten our operations. This
would include any potential severe impact of coronavirus if this
were to materialise from supply chain disruptions. These risks
are managed through mitigating activities described on pages
261 to 275.
Scenario 4: Put option exercise. This scenario evaluates the
additional funding requirements assuming the earliest potential
exercise of the outstanding put option held by our partner in
the HIV business.
The future separation of the Consumer Healthcare Joint Venture
with Pfizer, if approved by the Board, is likely to occur within
the period covered by the viability assessment. We have
considered this scenario and have concluded that there is no
material impact to viability for the Group or resultant separate
companies over the three-year period of this assessment.
The three-year review also makes certain assumptions about
the normal level of capital recycling likely to occur and considers
whether additional financing facilities will be required and the
respective level of funding flexibility and headroom.
The results of this stress testing show that certain combinations
of these hypothetical scenarios could increase funding
demands on GSK and require mitigating changes to the
Group’s funding strategy. However, in light of the liquidity
available to the Group and based on this analysis, the Directors
have a reasonable expectation that, even under these most
severe stress tests, the company will be able to continue in
operation and meet its liabilities as they fall due over the
three-year period of assessment.
Risk management continued
Impact of Brexit
The UK left the EU on 31 January 2020 and the Brexit transition
period ended on 31 December 2020 with a Trade and
Cooperation Agreement (TCA) in place between the UK and
EU. Our overriding priority in preparing for the UK’s exit from
the EU has been to maintain continuity of supply of our
medicines, vaccines and consumer healthcare products to
people in the UK and EU. Our post-Brexit operating model
has been implemented, and we continue to work closely with
Governments in both the UK and EU, as well as our third
parties, on the effective implementation of the TCA and to
ensure that the life sciences sector continues to thrive and
deliver innovation for patients in both the UK and EU.
GSK welcomes the Medicinal Products Annex in the TCA
and in particular the inclusion of mutual recognition on Good
Manufacturing Practice (GMP) inspections. However, due to
the lack of agreed mutual recognition on batch testing, as part
of our new model, we conduct retesting and certification of our
medicines and consumer products in Europe, where required,
and are preparing to meet the phased-in requirements on
Non-financial information statement
retesting and certification in the UK. We have completed
relevant marketing authorisation transfers, updated packaging
and secured additional warehousing for our products. We
continue to support our employees in obtaining settled status
or equivalent in both the UK and Europe. We are complying
with new tax and customs requirements introduced at the new
borders and under the trade terms in place between the UK,
EU and Northern Ireland.
Our expenditure to date on Brexit preparations has been
in line with projections and is mainly attributed to setting up
retesting of our medicines and consumer products in the EU.
We continue to anticipate subsequent and ongoing costs
arising from Brexit could be up to approximately £50 million
per year. Ongoing costs are due to the impact of customs
duties, increased logistics costs to traverse the new borders
and the cost of duplicate testing and release of our products.
As we continue to understand the technical implications of
the TCA, its implementation and corresponding guidance,
the assumptions underlying these forecasts could change,
with consequent adjustments up or down.
The following aligns to the non-financial reporting requirements contained in sections 414CA and 414CB
of the Companies Act 2006.
Description of the business model
Human rights
Policy, due diligence and outcomes
How we create value
Social matters
Global health
Health security
Affordability and availability
Employees
Employee engagement
Diversity
Wellbeing and development
Gender pay gap
Living our values and expectations
Board diversity
01
34
34
35
36
36
38
38
39
37
Human rights
Data and engagement
Third parties
Anti-corruption and bribery
40
40
40
Summary of our principal risks
Principal risks and uncertainties
Viability statement
Audit & Risk Committee report
44
261
48
97
Living our values and expectations
39
Reporting and investigating concerns 39
39
Anti-bribery and corruption
Non-financial key performance
indicators
Key performance indicators
11
Environmental matters
Carbon, water and waste
Our policies
41
All of our public policies, codes and
standards are available on GSK.com
GSK Annual Report 2020 49
Investor informationFinancial statementsStrategic reportGovernance and remuneration Group
financial
review
In this section
Reporting framework
Our approach to tax
Financial performance
Adjusting items
Cash generation and conversion
Financial position and resources
Treasury policies
Critical accounting policies
51
54
55
64
68
69
74
75
Group financial review
Reporting framework
Total and Adjusted results
The Group financial review discusses the operating and
financial performance of the Group, its cash flows and financial
position and our resources. The results for each year are
compared primarily with the results of the preceding year.
Total results
Total reported results represent the Group’s overall
performance.
GSK also uses a number of adjusted, non-IFRS, measures to
report the performance of its business. Adjusted results and
other non-IFRS measures may be considered in addition to,
but not as a substitute for or superior to, information presented
in accordance with IFRS. Adjusted results are defined below
and other non-IFRS measures are defined on page 53.
GSK believes that Adjusted results, when considered together
with Total results, provide investors, analysts and other
stakeholders with helpful complementary information to
understand better the financial performance and position
of the Group from period to period, and allow the Group’s
performance to be more easily compared against the majority
of its peer companies. These measures are also used by
management for planning and reporting purposes. They may
not be directly comparable with similarly described measures
used by other companies.
GSK encourages investors and analysts not to rely on any
single financial measure but to review GSK’s Annual Reports,
including the financial statements and notes, in their entirety.
Adjusted results
Adjusted results exclude the following items from Total results,
together with the tax effects of all of these items:
– amortisation of intangible assets (excluding computer software
and capitalised development costs)
– impairment of intangible assets (excluding computer
software) and goodwill
– Major restructuring costs, which include impairments of
tangible assets and computer software, (under specific
Board-approved programmes that are structural, of a
significant scale and where the costs of individual or related
projects exceed £25 million) including integration costs
following material acquisitions
– transaction-related accounting or other adjustments related
to significant acquisitions
– proceeds and costs of disposals of associates, products
and businesses; significant legal charges (net of insurance
recoveries) and expenses on the settlement of litigation and
government investigations; other operating income other
than royalty income, and other items
– separation costs to prepare for the separation of GSK into
two companies
– the impact of the enactment of the US Tax Cuts and Jobs
Act in 2017.
Costs for all other ordinary course smaller scale restructuring
and legal charges and expenses are retained within both Total
and Adjusted results.
As Adjusted results include the benefits of Major restructuring
programmes but exclude significant costs (such as significant
legal, major restructuring and transaction items), they should
not be regarded as a complete picture of the Group’s financial
performance, which is presented in its Total results. The
exclusion of other Adjusting items may result in Adjusted
earnings being materially higher or lower than Total earnings.
In particular, when significant impairments, restructuring
charges and legal costs are excluded, Adjusted earnings
will be higher than Total earnings.
GSK is undertaking a number of Major restructuring
programmes in response to significant changes in the Group’s
trading environment or overall strategy, or following material
acquisitions. Costs, both cash and non-cash, of these
programmes are provided for as individual elements
are approved and meet the accounting recognition criteria.
As a result, charges may be incurred over a number of years
following the initiation of a Major restructuring programme.
The Group has also initiated a two-year Separation Preparation
programme to prepare GSK for separation into two new
leading companies in biopharma and consumer healthcare.
From time to time, the Group divests non-core investments,
products and businesses and records the profit or loss on
disposal as an Adjusting item. The most notable divestment
in the year was the disposal of Horlicks and other Consumer
Healthcare brands.
Significant legal charges and expenses are those arising from
the settlement of litigation or government investigations that
are not in the normal course and are materially larger than more
regularly occurring individual matters. They also include certain
major legacy matters.
Reconciliations between Total and Adjusted results, providing
further information on the key Adjusting items for 2019 and
2020 are set out on page 64 and for the five years to 2020 are
set out on pages 252 to 254.
GSK provides earnings guidance to the investor community on
the basis of Adjusted results. This is in line with peer companies
and expectations of the investor community, supporting easier
comparison of the Group’s performance with its peers. GSK is
not able to give guidance for Total results as it cannot reliably
forecast certain material elements of the Total results,
particularly the future fair value movements on contingent
consideration and put options that can and have given rise to
significant adjustments driven by external factors such as
currency and other movements in capital markets.
GSK Annual Report 2020 51
Investor informationFinancial statementsStrategic reportGovernance and remuneration Reporting framework continued
Historical record of Adjusting items
The reconciliations between Total and Adjusted operating profit over the last five years can be summarised as follows:
Total operating profit
Intangible asset amortisation
Intangible asset impairment
Major restructuring
Transaction-related items
Divestments, significant legal and other items
Separation costs
US tax reform
Adjusted operating profit
2020
£m
7,783
2019
£m
6,961
775
263
1,532
1,308
(2,823)
68
–
777
83
1,105
345
(299)
–
–
2018
£m
5,483
580
116
809
1,977
(220)
–
–
2017
£m
4,087
591
688
1,056
1,599
(119)
–
666
2016
£m
2,598
588
20
970
3,919
(424)
–
–
8,906
8,972
8,745
8,568
7,671
The analysis of the impact of transaction-related items on operating profit for each of the last five years is as follows:
Novartis Consumer Healthcare Joint Venture put option
Contingent consideration on former Shionogi-ViiV Healthcare JV (including Shionogi preferential dividends)
ViiV Healthcare put options and Pfizer preferential dividends
Contingent consideration on former Novartis Vaccines business
Release of fair value uplift on acquired Pfizer inventory
Other adjustments
Transaction-related items
2020
£m
–
1,114
(52)
172
91
(17)
2019
£m
–
31
(234)
76
366
106
2018
£m
658
1,188
(58)
58
–
131
2017
£m
986
556
(126)
101
–
82
2016
£m
1,133
2,162
577
69
–
(22)
1,308
345
1,977
1,599
3,919
Full reconciliations between Total and Adjusted results for 2016–2020 are set out on pages 252 to 254. Further explanations on
the Adjusting items for 2020 are reported on page 64.
Non-controlling interests in ViiV Healthcare
Trading profit allocations
Because ViiV Healthcare is a subsidiary of the Group, 100%
of its operating results (turnover, operating profit, profit after tax)
are included within the Group income statement and then a
portion of the earnings is allocated to the non-controlling
interests owned by the other shareholders, in line with their
respective equity shareholdings (Pfizer 11.7% and Shionogi
10%). Each of the shareholders, including GSK, is also entitled
to preferential dividends determined by the performance of
certain products that each shareholder contributed. As the
relative performance of these products changes over time,
the proportion of the overall earnings of ViiV Healthcare
allocated to each shareholder will change. In particular, the
increasing proportion of sales of dolutegravir-containing
products has a favourable impact on the proportion of the
preferential dividends that is allocated to GSK. Adjusting items
are allocated to shareholders based on their equity interests.
GSK was entitled to approximately 86% of the Total earnings
and 83% of the Adjusted earnings of ViiV Healthcare for 2020.
Remeasurements of the liabilities for the preferential dividends
allocated to Pfizer and Shionogi are included within other
operating income/(expense).
Acquisition-related arrangements
As consideration for the acquisition of Shionogi’s interest in
the former Shionogi-ViiV Healthcare joint venture in 2012,
Shionogi received the 10% equity stake in ViiV Healthcare.
ViiV Healthcare also agreed to pay additional future cash
consideration to Shionogi, contingent on the future sales
performance of the products being developed by that joint
venture, principally dolutegravir. Under IFRS 3 ‘Business
combinations’, GSK was required to provide for the estimated
fair value of this contingent consideration at the time of
acquisition and is required to update the liability to the latest
estimate of fair value at each subsequent period end. The
liability for the contingent consideration recognised in the
balance sheet at the date of acquisition was £659 million.
Subsequent remeasurements are reflected within other
operating income/expense and within Adjusting items in
the income statement in each period, and at 31 December
2020, the liability, which is discounted at 8.5%, stood at
£5,359 million, on a post-tax basis.
Cash payments to settle the contingent consideration are
made to Shionogi by ViiV Healthcare each quarter, based on
the actual sales performance of the relevant products in the
previous quarter. These payments reduce the balance sheet
liability and hence are not recorded in the income statement.
The cash payments made to Shionogi by ViiV Healthcare in
2020 were £858 million.
Because the liability is required to be recorded at the fair value
of estimated future payments, there is a significant timing
difference between the charges that are recorded in the Total
income statement to reflect movements in the fair value of the
liability and the actual cash payments made to settle the liability.
52 GSK Annual Report 2020
Group financial review continued Reporting framework continued
The cash payments are reflected in the cash flow statement
partly in operating cash flows and partly within investing
activities. The tax relief on these payments is reflected in the
Group’s Adjusting items as part of the tax charge. The part
of each payment relating to the original estimate of the fair
value of the contingent consideration on the acquisition of the
Shionogi-ViiV Healthcare joint venture in 2012 of £659 million
is reported within investing activities in the cash flow statement
and the part of each payment relating to the increase in the
liability since the acquisition is reported within operating cash
flows.
Movements in contingent consideration payable to Shionogi
were as follows:
Contingent consideration at beginning of the year
Remeasurement through income statement
Cash payments: operating cash flows
Cash payments: investing activities
Contingent consideration at end of the year
2020
£m
5,103
1,114
(751)
(107)
5,359
2019
£m
5,937
31
(767)
(98)
5,103
Of the contingent consideration payable (on a post-tax basis)
to Shionogi at 31 December 2020, £745 million (31 December
2019 – £730 million) is expected to be paid within one year.
Exit rights
Pfizer may request an IPO of ViiV Healthcare at any time and if
either GSK does not consent to such IPO or an offering is not
completed within nine months, Pfizer could require GSK to
acquire its shareholding. Under the original agreements, GSK
had the unconditional right, so long as it made no subsequent
distribution to its shareholders, to withhold its consent to the
exercise of the Pfizer put option and, as a result, in accordance
with IFRS, GSK did not recognise a liability for the put option
on its balance sheet. However, during Q1 2016, GSK notified
Pfizer that it had irrevocably given up this right and accordingly
recognised the liability for the put option on the Group’s balance
sheet during Q1 2016 at an initial value of £1,070 million.
Consistent with this revised treatment, at the end of Q1 2016
GSK also recognised liabilities for the future preferential
dividends anticipated to become payable to Pfizer and Shionogi
on the Group’s balance sheet.
The closing balances of the liabilities related to Pfizer’s
shareholding are as follows:
Pfizer put option
Pfizer preferential dividend
2020
£m
960
1
2019
£m
1,011
4
Under the original agreements, Shionogi could also have
requested GSK to acquire its shareholding in ViiV Healthcare
in six-month windows commencing in 2017, 2020 and 2022.
GSK had the unconditional right, so long as it made no
subsequent distribution to its shareholders, to withhold its
consent to the exercise of the Shionogi put option and, as a
result, GSK did not recognise a liability for the put option on
its balance sheet.
However, during Q1 2016, GSK notified Shionogi that it had
irrevocably given up this right and accordingly recognised the
liability for the put option on the Group’s balance sheet during
Q1 2016 at an initial value of £926 million. In Q4 2016,
Shionogi irrevocably agreed to waive its put option and as a
result GSK de-recognised the liability for this put option on
the Group’s balance sheet directly to equity. The value of the
liability was £1,244 million when it was de-recognised.
GSK also has a call option over Shionogi’s shareholding in
ViiV Healthcare, which under the original agreements was
exercisable in six-month windows commencing in 2027, 2030
and 2032. GSK has now irrevocably agreed to waive the first
two exercise windows, but the last six-month window in 2032
remains. As this call option is at fair value, it has no value for
accounting purposes.
Free cash flow
Free cash flow is defined as the net cash inflow from operating
activities less capital expenditure on property, plant and
equipment and intangible assets, contingent consideration
payments, net finance costs, and dividends paid to non-
controlling interests plus proceeds from the sale of property,
plant and equipment and intangible assets, and dividends
received from joint ventures and associates. It is used by
management for planning and reporting purposes and in
discussions with and presentations to investment analysts
and rating agencies. Free cash flow growth is calculated
on a reported basis. A reconciliation of net cash inflow from
operations to free cash flow is set out on page 68.
CER and AER growth
In order to illustrate underlying performance, it is the Group’s
practice to discuss its results in terms of constant exchange
rate (CER) growth. This represents growth calculated as if
the exchange rates used to determine the results of overseas
companies in Sterling had remained unchanged from those
used in the comparative period. CER% represents growth
at constant exchange rates. £% or AER% represents growth
at actual exchange rates.
Pro-forma growth
The acquisition of the Pfizer consumer healthcare business
completed on 31 July 2019.
The Group has presented pro-forma growth rates at CER for
turnover, Adjusted operating profit and operating profit by
business taking account of this transaction. Pro-forma growth
rates at CER for 2020 are calculated comparing reported results
for 2020, calculated applying the exchange rates used in the
comparative period, with the results for 2019, adjusted to include
the equivalent seven months of results to 31 July 2019 of the
former Pfizer consumer healthcare business, as consolidated
(in US$) and included in Pfizer’s US GAAP results.
Return on capital employed
Return on capital employed is calculated as total profit before
taxation as a percentage of average net assets over the year.
Net debt
Please see Note 29 ‘Net Debt’ for the calculation of net debt.
GSK Annual Report 2020 53
Investor informationFinancial statementsStrategic reportGovernance and remunerationGroup financial review continued Our approach to tax
We understand our responsibility to pay an appropriate amount
of tax, and fully support efforts to ensure that companies are
appropriately transparent about how their tax affairs are
managed. Tax is an important element of the economic
contribution we bring to the countries in which we operate.
We do not engage in artificial tax arrangements – those without
business or commercial substance. We do not seek to avoid tax
by the use of ‘tax havens’ or transactions we would not fully
disclose to a tax authority. We have a zero tolerance approach
to tax evasion and the facilitation of tax evasion.
We have a substantial business and employment presence in
many countries around the globe and we pay a significant
amount of tax, including corporation and other business taxes,
as well as tax associated with our employees. At the same time,
we have a responsibility to our shareholders to be financially
efficient and deliver a sustainable tax rate. As part of this
approach we look to align our investment strategies to those
countries where we already have substantial economic activity,
and where government policies promote regimes which are
attractive to business investment and R&D activity and are
transparent in their intent and available to all relevant tax payers.
Examples include the UK Patent Box and Research and
Development Expenditure Credit.
Tax risk in all countries in which we operate is managed through
robust internal policies, processes, training and compliance
programmes. Our Board of Directors and the Audit & Risk
Committee are responsible for approving our tax policies and
risk management arrangements as part of our wider internal
control framework. We seek to develop cooperative
relationships with tax authorities, based on mutual respect,
transparency and trust. Where appropriate, we also provide
constructive business input on tax policy matters, advocating
for reform that supports economic growth, job creation and
the needs of our patients.
In 2020, the Group corporate tax charge was £580 million
(2019 – £953 million) on profits before tax of £6,968 million
(2019 – £6,221 million) representing an effective tax rate of
8.3% (2019 – 15.3%). We made cash tax payments of
£1,655 million in the year (2019 – £1,512 million). In addition
to the taxes we pay on our profits, we pay duties, levies,
transactional and employment taxes.
Our Adjusted tax rate for 2020 was 16.0% (2019 – 16.0%).
The rate has benefitted from the cancellation by the UK
Government of a reduction in the UK corporation tax rate from
19% to 17% resulting in an increase in the value of balance sheet
tax assets. Subject to any material changes in our product mix, or
other material changes in tax regulations or laws in the countries
in which we operate, the Group’s average effective Adjusted tax
rate in the medium term is expected to be around 19%.
The Group’s Total tax rate for 2020 of 8.3% (2019 – 15.3%)
was lower than the Adjusted tax rate mainly due to the tax effect
of the disposal of Horlicks and other Consumer Healthcare
brands to Unilever and the subsequent disposal of shares
received in Hindustan Unilever.
54 GSK Annual Report 2020
In 2020, an ongoing public focus on the tax affairs of
multinational companies has included a major project of the
Organisation for Economic Cooperation and Development
(OECD) on ‘Addressing the Tax Challenges of the Digitalisation
of the Economy’. GSK welcomes the OECD’s efforts to identify
a long-term, sustainable and consensus-driven solution to the
tax challenges resulting from digitalisation and has been active
in providing relevant business input to assist in the successful
delivery of the aims of the project. In order to create a long
lasting, stable and certain business environment for both
taxpayers and governments, a multilateral consensus-based
approach, grounded in clearly defined and accepted principles,
is critical and the incentive to innovate must not be diluted.
A continued focus on tax reform during 2020 was driven by the
OECD’s Base Erosion and Profit Shifting (BEPS) project and
EC initiatives, such as fiscal state aid investigations and the
introduction of ‘Mandatory Disclosure’ rules. The outputs from
the OECD BEPS project clarified the important principle that
tax should be paid on profits throughout the supply chain,
where the profit-making activity takes place. GSK is subject to
taxation throughout its supply chain.
GSK supports the BEPS proposals, in particular the
implementation of the OECD’s recommendations on ‘Country
by Country Reporting’, including the exchange of this data
between tax authorities. This data, validated against existing
information held on taxpayers, will support their ability to ensure
that multinational groups pay an appropriate amount of tax.
The UK left the EU on 31 January 2020 and the Brexit transition
period ended on 31 December 2020 with a Trade and
Cooperation Agreement (TCA) in place between the UK and
EU. We are complying with new tax and customs requirements
introduced at the new borders and under the trade terms in
place between the UK and the EU. With the UK/EU TCA
agreed in December 2020 and due to the complexity of its
interaction with the UK continuity Free Trade Agreements, the
full impact on taxes will only be fully quantifiable later in 2021.
The direct tax implications are expected to be limited but the
indirect tax implications may be more significant, including for
example additional customs duty on those products not covered
by the UK/EU TCA and other irrecoverable indirect tax costs.
GSK was well prepared for the additional administrative
complexity on tax arrangements for the new borders around the
UK and Great Britain to ensure continuity of supply. Our wider
approach to Brexit is set out on page 49.
Our Tax Strategy is set out in detail within the Public policies
section of our website. Further details about our corporate tax
charges for the year are set out on page 14.
Group financial review continued Financial performance
Group turnover (£bn)
£34.1bn
AER growth
CER growth
1%
3%
Pro-forma
CER growth
(2)%
2018
2019
2020
30.8
33.8
34.1
0
5
10
15
20
25
30
35
Total operating profit (£bn)
£7.8bn
AER growth
CER growth
12%
15%
2018
2019
2020
5.5
7.0
7.8
0
2
4
6
8
10
Adjusted operating profit (£bn)
£8.9bn
AER growth
CER growth
(1)%
2%
Pro-forma
CER growth
(3)%
2018
2019
2020
0
2
4
6
8.7
9.0
8.9
8
10
GSK uses a number of adjusted, non-IFRS, measures to report
the performance of its business. Adjusted results and other
non-IFRS measures may be considered in addition to, but not
as a substitute for or superior to, information presented in
accordance with IFRS. Adjusted results and other non-IFRS
measures are defined on pages 51 and 53.
The Total results of the Group are set out below.
2020
2019
Growth
Turnover
Cost of sales
Selling, general and
administration
Research and
development
Royalty income
Other operating
income/(expense)
Operating profit
Net finance costs
Share of after-tax
profits of associates
and joint ventures
Profit before taxation
Taxation
Profit after taxation
for the year
Profit attributable to
shareholders
Earnings per share (p)
Earnings per ADS
(US$)
% of
£m turnover
100
34,099
(11,704)
33,754
(34.3) (11,863)
% of
£m turnover
100
(35.1)
£% CER%
3
–
1
(1)
(11,456)
(33.6) (11,402)
(33.8)
–
2
(5,098)
318
(15.0)
0.9
(4,568)
351
(13.5)
1.1
12
(9)
12
(9)
1,624
7,783
(848)
33
6,968
(580)
6,388
5,749
115.5
2.98
4.8
22.8
689
6,961
(814)
74
6,221
(953)
5,268
4,645
93.9
2.40
1.9
20.6
12
15
12
16
21
25
23
26
The Adjusted results for the Group are set out below.
Reconciliations between Total results and Adjusted results for
2020 and 2019 are set out on page 64.
2020
2019
Growth
£m
34,099
(10,191)
% of
turnover
£m
100 33,754
(29.9) (10,079)
% of
turnover
100
(29.9)
£% CER%
3
2
1
1
Pro-
forma
growth
CER%
(2)
(3)
(10,717)
(31.4) (10,715)
(31.7)
(4,603)
(13.5)
(4,339)
(12.9)
–
6
2
7
(3)
6
318
0.9
351
1.1
(9)
(9)
(9)
8,906
26.1
8,972
26.6
(1)
2
(3)
5,769
6,131
(6)
(3)
115.9
123.9
(6)
(4)
Turnover
Cost of sales
Selling,
general and
administration
Research and
development
Royalty
income
Adjusted
operating
profit
Adjusted
profit
attributable
to shareholders
Adjusted
earnings
per share (p)
GSK Annual Report 2020 55
Investor informationFinancial statementsStrategic reportGovernance and remunerationGroup financial review continued
Financial performance continued
Group turnover
Group turnover by business
Pharmaceuticals
Vaccines
Consumer Healthcare
Corporate and other
unallocated turnover
Pro-forma growth
2020
£m
2019
£m
Growth
£%
Growth
CER%
17,056
17,554
6,982
10,033
7,157
8,995
34,071
33,706
(3)
(2)
12
1
28
48
34,099
33,754
1
(1)
(1)
14
3
3
(2)
Pharmaceuticals
Turnover (£bn)
£17.1bn
50% of Group turnover
2018
2019
2020
Group turnover by geographic region
0
5
10
AER growth
CER growth
(3)%
(1)%
17.3
17.6
17.1
15
20
US
Europe
International
2020
£m
2019
£m
Growth
£%
Growth
CER%
14,556 13,890
8,069
8,164
11,379
11,795
34,099
33,754
5
1
(4)
1
6
1
–
3
Group turnover was £34,099 million in the year, up 1% AER,
3% CER. On a pro-forma basis, Group turnover was down 2%
CER, but up 1% at CER excluding the impact of divestments
in Vaccines and brands divested or under review in Consumer
Healthcare.
Pharmaceuticals turnover in the year was £17,056 million,
down 3% AER, 1% CER. Respiratory sales were up 22% AER,
23% CER, to £3,749 million. HIV sales were flat at AER, up 1%
CER, to £4,876 million. Sales of Established Pharmaceuticals
declined 16% AER, 15% CER to £7,332 million.
Vaccines turnover declined 2% AER, 1% CER to
£6,982 million, primarily driven by the adverse impact of the
COVID-19 pandemic on Hepatitis vaccines, DTPa-containing
vaccines, Synflorix and Bexsero, together with the divestment
of Rabipur and Encepur. This decline was partly offset by higher
sales of Influenza vaccines across all regions and by Shingrix
growth in Europe, China and the US, together with a strong
performance from Cervarix in China.
Reported Consumer Healthcare sales grew 12% AER and
14% CER to £10,033 million for the full year, largely driven
by the inclusion of the Pfizer portfolio, partly offset by brands
divested/under review. On a pro-forma basis, sales declined
2% CER, but grew 4% CER excluding brands divested/under
review, reflecting the underlying strength of brands across
the portfolio, strong growth in e-commerce, and successful
execution meeting evolving consumer demand as a result of
the pandemic.
56 GSK Annual Report 2020
Pharmaceuticals turnover
Respiratory
HIV
Immuno-inflammation
Oncology
Established Pharmaceuticals
2019
£m
Growth
£%
Growth
CER%
2020
£m
3,749
4,876
727
372
3,081
4,854
613
230
7,332
8,776
17,056
17,554
22
–
19
62
(16)
(3)
23
1
20
62
(15)
(1)
Pharmaceuticals turnover in the year was £17,056 million,
down 3% AER, 1% CER. Respiratory sales were up 22% AER,
23% CER, to £3,749 million, on growth of Trelegy, Nucala
and Relvar/Breo. HIV sales were flat at AER, up 1% CER, to
£4,876 million, with growth in Juluca and Dovato partly offset
by Tivicay and Triumeq. Sales of Established Pharmaceuticals
declined 16% AER, 15% CER to £7,332 million.
Towards the end of the first quarter, additional demand related
to the COVID-19 pandemic had a positive impact on growth
of HIV and Respiratory products. This effect broadly reversed
in the second quarter, which saw lower levels of new patient
prescriptions in the US and Europe and reduced market
demand for allergy and antibiotic products in International and
Europe. These effects continued to be seen in the second half
of the year.
In the US, sales grew 1% AER, 2% CER. Continued growth
of Nucala, Trelegy, Benlysta, Zejula and the HIV two-drug
regimens was partly offset by the decline in Tivicay, Triumeq
and Established Products, including the impact of generic
albuterol substitutes.
In Europe, sales declined 1% AER, 1% CER, with growth from
Respiratory, HIV and Oncology offset by the decline of Established
Pharmaceuticals sales, impacted by generic competition and lower
demand for antibiotics during the COVID-19 pandemic period.
Approximately one percentage point of decline was due to the
impact of a one-off UK Relenza contract in the comparator.
Group financial review continued
Financial performance continued
International declined 9% AER, 5% CER, with Respiratory and
Benlysta growth partly offset by lower Established
Pharmaceuticals sales. This included the impact of a weaker
allergy season and generic competition for Avolve in Japan,
slower market growth during the COVID-19 pandemic period
and government mandated changes increasing the use of
generics in China.
In the US, dolutegravir sales were flat at AER, up 1% CER, and
in Europe dolutegravir sales grew 7% AER, 6% CER. Following
recent launches of Dovato, combined sales of the two-drug
regimens were £616 million in the US and £227 million in
Europe, with growth offsetting the decline in Triumeq.
International dolutegravir sales declined 2% AER but grew
3% CER driven by Tivicay tender business.
Oncology
Sales of Zejula, the PARP inhibitor asset acquired from Tesaro
in Q1 2019, were £339 million in the year, up 48% AER, 48%
CER, driven by volume growth compared with the prior year.
Blenrep for the treatment of patients with relapsed or refractory
multiple myeloma was approved and launched in the US and
Europe in Q3 2020 and reported sales of £33 million.
Immuno-inflammation
Sales of Benlysta in the year were up 17% AER, 19% CER to
£719 million, including sales of the sub-cutaneous formulation
of £354 million up 32% AER, 33% CER.
Duvroq for patients with anaemia due to chronic kidney disease
was launched in Japan in Q3 2020 and reported sales in the
International region of £8 million.
Established Pharmaceuticals
Sales of Established Pharmaceuticals in the year were
£7,332 million, down 16% AER, 15% CER.
Established Respiratory products declined 17% AER,
15% CER to £3,251 million. Advair/Seretide and Ventolin
were impacted by generic substitutes in the US and Europe,
and Flovent experienced price pressure in the US. In the
International region, allergy sales were impacted by market
contraction and a generic launch in Japan.
The remainder of the Established Pharmaceuticals portfolio
declined 16% AER, 14% CER to £4,081 million on lower
demand for antibiotics during the COVID-19 pandemic period,
the impact of government mandated changes increasing the
use of generics in markets including Japan, France and China,
and a strong comparator, including a European contract.
Respiratory
Total Respiratory sales were up 22% AER, 23% CER, with
strong growth in all regions. International Respiratory sales grew
24% AER, 27% CER including Nucala, up 45% AER, 46%
CER and Relvar/Breo, up 6% AER, 9% CER to £328 million.
In Europe, Respiratory sales grew to £944 million up 21% AER,
20% CER. In the US, Respiratory grew 21% AER, 23% CER
including Trelegy and Nucala. US Relvar/Breo sales grew
24% AER, 25% CER, mainly due to the effect of a prior period
RAR adjustment.
Sales of Nucala were £994 million in the year and grew 29%
AER, 30% CER, with US sales up 32% AER, 33% CER to
£598 million. Europe sales of £238 million grew 16% AER,
15% CER and International sales of £158 million grew 45%
AER, 46% CER.
Trelegy sales were up 58% AER, 59% CER to £819 million
driven by growth in all regions. In the US, the new asthma
indication was approved and launched in Q3 2020, with sales
up 47% AER, 48% CER to £561 million. In Europe, sales grew
65% AER, 65% CER and in International, where Trelegy
asthma was approved in Japan in the quarter, sales grew to
£90 million in the year.
Relvar/Breo sales were up 16% AER, 17% CER to
£1,124 million in the year. In the US, Relvar/Breo grew 24%
AER, 25% CER, mainly due to the effect of a prior period
RAR adjustment. In Europe and International, Relvar/Breo
continued to grow, up 14% AER, 13% CER and 6% AER,
9% CER respectively.
HIV
HIV sales were £4,876 million, flat at AER, up 1% CER in the
year. The dolutegravir franchise grew 1% AER, 2% CER,
delivering sales of £4,702 million. The remaining portfolio,
with sales of £174 million and 4% of total HIV sales, declined
21% AER, 20% CER and reduced the overall growth of total
HIV by one percentage point.
Sales of dolutegravir products were £4,702 million in the twelve
months. Tivicay delivered sales of £1,527 million, down 8%
AER, 7% CER and Triumeq sales were £2,306 million, down
10% AER, 9% CER. The two-drug regimens, Juluca and
Dovato delivered sales of £869 million in the twelve months,
with combined growth more than offsetting decline in the
three-drug regimen, Triumeq.
GSK Annual Report 2020 57
Investor informationFinancial statementsStrategic reportGovernance and remunerationGroup financial review continued Financial performance continued
Vaccines
Turnover (£bn)
£7.0bn
21% of Group turnover
AER growth
CER growth
(2)%
(1)%
2018
2019
2020
5.9
7.2
7.0
0
2
4
6
8
10
Vaccines turnover
Meningitis
Influenza
Shingles
Established Vaccines
2020
£m
2019
£m
Growth
£%
Growth
CER%
1,029
733
1,989
3,231
6,982
1,018
541
1,810
3,788
7,157
1
35
10
(15)
(2)
3
37
11
(14)
(1)
Vaccines turnover declined 2% AER, 1% CER to
£6,982 million, primarily driven by the adverse impact of the
COVID-19 pandemic on Hepatitis vaccines, DTPa-containing
vaccines, Synflorix and Bexsero, together with the divestment
of Rabipur and Encepur. This decline was partly offset by higher
sales of Influenza vaccines across all regions and by Shingrix
growth in Europe, China and the US, together with a strong
performance from Cervarix in China.
Vaccines performance across all regions was affected by lower
demand due to limited visits to healthcare practitioners and
points of vaccination during the pandemic and government
stay-at-home directives. In areas where lockdowns were lifted,
wellness visits and vaccination rates recovered, with paediatric
vaccination near pre-COVID levels by the end of Q2 2020,
while adolescent and adult immunisations improved at a slower
pace. US back-to-school vaccinations were disrupted because
schools and universities delayed or reversed in-person tuition,
which elongated the back-to-school vaccination season into
Q4 2020. Adult wellness visits returned to prior year levels at
the end of Q3 2020 supported by seasonal flu vaccination and
declined late in Q4 2020 as pandemic conditions worsened.
58 GSK Annual Report 2020
In the following categories declines are related to pandemic
impacts unless stated otherwise.
Meningitis
Meningitis sales grew 1% AER, 3% CER to £1,029 million.
Bexsero sales declined 4% AER, 2% CER to £650 million,
reflecting lower demand in the US and International, partly offset
by lower US returns and rebates.
Menveo sales declined 1% AER but grew 1% CER to
£265 million, primarily driven by higher demand in Europe and
lower US returns and rebates, partly offset by lower demand in
the US and competitive pressure in International.
In the US, Bexsero and Menveo both grew market share.
Influenza
Fluarix/FluLaval sales were £733 million, up 35% AER,
37% CER, primarily reflecting robust demand across all
regions resulting from strong government recommendations
that prioritised flu vaccination during COVID-19 pandemic
conditions, together with the reversal of a prior year returns
provision in the US.
Shingles
Shingrix grew 10% AER, 11% CER to £1,989 million, primarily
driven by a strong performance in Europe reflecting robust
underlying demand in Germany. The launch of Shingrix in China
also contributed to sales growth. In the US, a decline in demand
in Q2 and Q3 2020 due to lower adult wellness visits and
vaccination rates was partially offset by strong uptake in
Q1 2020 and return to growth, as expected, in Q4 2020
supported by co-administration with seasonal flu vaccination
programmes.
Established Vaccines
Sales of DTPa-containing vaccines (Infanrix, Pediarix and
Boostrix) declined by 16% AER, 15% CER. Infanrix/Pediarix
sales declined 14% AER, 13% CER to £629 million, reflecting
lower demand in the US and unfavourable year-on-year US
CDC stockpile movements, together with supply constraints
and competitive pressures in Europe.
Boostrix sales were down 18% AER, 18% CER to £476 million
primarily due to lower vaccination rates across all regions.
Hepatitis vaccines declined 34% AER, 33% CER to
£576 million, adversely impacted in the US and Europe by lower
demand and travel restrictions, together with competition
returning to the market in the US.
Synflorix sales declined by 14% AER, 14% CER to
£402 million, primarily due to lower demand in International and
supply constraints in Emerging Markets.
Rotarix sales were flat at AER but grew 1% at CER to
£559 million, reflecting improved supply in Emerging Markets
and higher demand in Europe, partly offset by lower channel
inventory in the US.
MMRV vaccines sales grew 13% AER, 14% CER to
£261 million, largely driven by improved supply and increased
market shares in Europe.
Group financial review continued
Financial performance continued
Consumer Healthcare
Turnover (£bn)
£10.0bn
29% of Group turnover
AER growth
CER growth
12%
14%
Pro-forma
CER growth
(2)%
2018
2019
2020
7.7
9.0
10.0
0
2
4
6
8
10
Consumer Healthcare turnover
Oral health
Pain relief
Vitamins, minerals and supplements
Respiratory health
Digestive health and other
Brands divested/under review
US
Europe
International
Pro-forma growth
2020
£m
2019
£m
Growth
£%
Growth
CER%
2,753
2,219
1,506
1,209
1,824
9,511
522
10,033
2,673
1,781
3
25
6
27
611
>100
>100
1,186
1,646
7,897
1,098
8,995
2
11
20
(52)
12
4
14
23
(51)
14
2020
£m
2019
£m
Growth
£%
Growth
CER%
3,408
2,619
4,006
10,033
2,583
2,456
3,956
8,995
32
7
1
12
33
6
7
14
(2)
On a reported basis, sales grew 12% AER and 14% CER to
£10,033 million for the full year, largely driven by the inclusion
of the Pfizer portfolio, partly offset by brands divested/under
review.
On a pro-forma basis, sales declined 2% CER, but grew
4% CER excluding brands divested/under review, reflecting
the underlying strength of brands across the portfolio and
categories, strong growth in e-commerce, and successful
execution meeting evolving consumer demand as a result of
the pandemic.
Overall results benefited from very strong growth in Vitamins,
minerals and supplements as well as continued growth in Oral
health, Pain relief and Digestive health and other. Although
Respiratory health sales were up 4% CER for the full year
this benefited from increased consumption in the first quarter,
with sales declines throughout the rest of the year which were
particularly pronounced in the fourth quarter as a result of the
historically weak cold and flu season.
Quarterly performance was volatile during the year as a direct
result of the COVID-19 pandemic, with sales pro-forma CER
excluding brands divested/under review up 14% in the first
quarter given accelerated purchases, flat in the second quarter
as most of this reversed, up 3% in the third quarter, and up 1%
in the final quarter of the year.
Oral health
Oral health sales grew 3% AER, 6% CER to £2,753 million.
Sensodyne continued to outperform with low-double digit
growth, reflecting underlying brand strength, successful
innovation including Sensodyne Sensitivity & Gum and strong
consumer uptake in traditional retail and e-commerce channels
in the US. Gum health continued to deliver double digit growth,
consistent with trends throughout the year, whilst Denture care
declined in low-single digits given challenging market conditions
consistent with prior quarters.
Pain relief
Pain relief grew 25% AER, 27% CER to £2,219 million. On a
pro-forma basis, sales grew in mid-single digits, driven by the
successful Rx to OTC switch with Voltaren in the US. Panadol
increased in mid-single digits with increased consumption
earlier in the year offsetting brand decline in the final quarter.
Advil delivered improved performance in the US in the second
half of the year and ended the year up in low-single digits.
Vitamins, minerals and supplements
Vitamins, minerals and supplements more than doubled at AER
and CER to £1,506 million. On a pro-forma basis, sales
continued to grow in the high-teens per cent, consistent with
prior quarters, due to strong performance by Centrum, Caltrate
and Emergen-C. The particularly strong category growth
reflected the continued consumer focus on health and wellness,
consistent with previous quarters and as a result of the
COVID-19 pandemic, combined with the business’s ability
to successfully and quickly adapt, execute and deliver to meet
consumer needs.
Respiratory health
Respiratory health sales grew 2% AER, 4% CER to
£1,209 million. On a pro-forma basis, sales declined in
mid-single digits, driven by a lower cold and flu season in the
final quarter which more than offset the benefit from increased
consumption in the first quarter due to the COVID-19
pandemic, as a result Robitussin, Contac and Theraflu all
declined for the full year. Allergy and nasal product performance
was more mixed with Flonase growth in low-single digits and
Otrivin declining in mid-single digits.
Digestive health and other
Digestive health and other brands grew 11% AER, 14% CER
to £1,824 million. On a pro-forma basis, sales declined in
low-single digits with growth in Digestive health products offset
by a decline in Skin health products and other non-strategic
brands. Smokers’ health products were flat for the year.
GSK Annual Report 2020 59
Investor informationFinancial statementsStrategic reportGovernance and remunerationGroup financial review continued
Financial performance continued
Cost of sales
Total cost of sales
Adjusted cost of sales
2020
£m
2019
£m
Growth
£%
Growth
CER%
(11,704) (11,863)
(10,191)
(10,079)
(1)
1
–
2
Total cost of sales as a percentage of turnover was 34.3%,
0.8 percentage points lower at AER and 1.0 percentage points
lower in CER terms compared with 2019. This primarily
reflected lower unwinding of the fair market value uplift on
inventory arising on completion of the Consumer Healthcare
Joint Venture with Pfizer in Q3 2019.
Excluding these and other Adjusting items, Adjusted cost of
sales as a percentage of turnover was 29.9%, flat at AER, but
0.1 percentage points lower at CER compared with 2019. On
a pro-forma basis, Adjusted cost of sales as a percentage of
turnover was 29.9%, 0.3 percentage points lower at CER,
compared with 2019. This reflected a more favourable product
mix in Pharmaceuticals and a further contribution from
restructuring savings in Pharmaceuticals and Vaccines and
integration savings in Consumer Healthcare, partly offset by
adverse product mix in Vaccines and continued adverse pricing
pressure in Pharmaceuticals, principally in Established
Respiratory.
Selling, general and administration
Total selling, general and
administration
Adjusted selling, general and
administration
2020
£m
2019
£m
Growth
£%
Growth
CER%
(11,456) (11,402)
(10,717)
(10,715)
–
–
2
2
Total selling, general and administration (SG&A) costs as a
percentage of turnover were 33.6%, 0.2 percentage points
lower at AER and 0.2 percentage points lower at CER
compared with 2019. This reflected lower significant legal and
transaction costs offset by increased Major restructuring costs
and separation costs.
Excluding these and other Adjusting items, Adjusted SG&A
costs as a percentage of turnover were 31.4%, 0.3 percentage
points lower at AER than in 2019 and 0.3 percentage points
lower on a CER basis. On a pro-forma basis, Adjusted SG&A
costs as a percentage of turnover were 31.4%, 0.4 percentage
points lower at CER, compared with 2019.
The growth in Adjusted SG&A costs, although flat at AER, grew
2% CER. On a pro-forma basis costs reduced 3% CER and
reflected the benefits from restructuring including one-off
benefits from restructuring of post-retirement benefits and
the continuing benefit of restructuring in Pharmaceuticals,
Consumer Healthcare and support functions, reduced variable
spending across all three businesses as a result of the
COVID-19 lockdowns and tight control of ongoing costs,
particularly in non-promotional spending across all three
businesses. This was partly offset by increased investment in
promotional product support, particularly for new launches in
Vaccines, Respiratory and HIV.
Research and development
2020
£m
2019
£m
Growth
£%
Growth
CER%
Total research and development
(5,098)
(4,568)
Adjusted research and development
(4,603)
(4,339)
12
6
12
7
Total R&D expenditure was £5,098 million (15.0% of turnover),
up 12% AER, 12% CER, including an increase in Major
restructuring costs and intangible impairments. Adjusted R&D
expenditure was £4,603 million (13.5% of turnover), 6% higher
at AER, 7% higher at CER than in 2019. On a pro-forma basis,
Adjusted R&D expenditure grew 6% CER compared with 2019.
Pharmaceuticals Adjusted R&D expenditure was
£3,636 million, up 9% AER, 9% CER, primarily driven by the
significant increase in investment in Oncology, reflecting the
progression of a number of key programmes including Blenrep,
feladilimab and bintrafusp alfa, as well as progression of
COVID-19 treatment programmes (VIR-7831, otilimab). This
was partly offset by a reduction in investment in research and
several Specialty and Primary Care programmes (daprodustat,
Trelegy, HIV) as well as efficiency savings from the
implementation of the One Development programme for
Pharmaceuticals and Vaccines as part of the Separation
Preparation restructuring programme and reductions in variable
spending as a result of COVID-19 lockdowns.
Adjusted R&D expenditure in Vaccines was £686 million, down
4% AER, 4% CER reflecting efficiency savings from the
implementation of the One Development programme and
reductions in variable spending as a result of COVID-19
lockdowns. Adjusted R&D expenditure in Consumer Healthcare
was £281 million.
Royalty income
Royalty income was £318 million (2019 – £351 million), down
9% AER, 9% CER, primarily reflecting genericisation of
Transderm Scop in Consumer Healthcare and lower sales
of Gardasil.
60 GSK Annual Report 2020
Group financial review continued Financial performance continued
Other operating income/(expense)
Net other operating income of £1,624 million (2019 –
£689 million) primarily reflected the net profit on disposal of
the Horlicks and other Consumer Healthcare brands of
£2,815 million in Q2 2020, which was after reversal of
£240 million of embedded derivative gains on the value of the
shares taken in prior years. This was partly offset by the related
loss on sale of the shares in Hindustan Unilever in Q2 2020
of £476 million. Other operating income also included an
increase in profit and milestone income from a number of
asset disposals.
This was partly offset by accounting charges of £1,234 million
(2019 – £127 million credits) arising from the re-measurement
of the contingent consideration liabilities related to the
acquisitions of the former Shionogi-ViiV Healthcare joint venture
and the former Novartis Vaccines business and the liabilities for
the Pfizer put option and Pfizer and Shionogi preferential
dividends in ViiV Healthcare. This included a re-measurement
charge of £1,114 million (2019 – £31 million) for the contingent
consideration liability due to Shionogi, primarily arising from
changes in sales forecasts, exchange rate assumptions and the
unwind of discounting.
Operating profit
Total operating profit was £7,783 million in 2020 compared with
£6,961 million in 2019. This reflected the profit on disposal of
the Horlicks and other Consumer Healthcare brands and
resultant sale of shares in Hindustan Unilever as well as
increased income from asset disposals. This was partly offset
by higher re-measurement charges on the contingent
consideration liabilities.
Excluding these and other Adjusting items, Adjusted operating
profit was £8,906 million, 1% lower than 2019 at AER and 2%
higher at CER on a turnover increase of 3% CER. The Adjusted
operating margin of 26.1% was 0.5 percentage points lower at
AER, and 0.2 percentage points lower on a CER basis than in
2019. On a pro-forma basis, Adjusted operating profit was 3%
lower at CER on a turnover decrease of 2% at CER. The
Adjusted pro-forma operating margin of 26.1% was 0.4
percentage points lower on a CER basis than in 2019.
The reduction in pro-forma Adjusted operating profit reflects the
adverse impact from the reduction in sales in Vaccines as a
result of the COVID-19 pandemic, investment in R&D including
a significant increase in Oncology, partly on the assets from the
Tesaro acquisition and initiation of several COVID-19
programmes, continuing price pressure, principally in
Established Respiratory, including the impact of the launch of a
generic version of Advair in the US in February 2019 and
investments in promotional product support, particularly for new
launches in Vaccines, HIV and Respiratory. This was offset by
reduced promotional and variable spending across all three
businesses as a result of the COVID-19 lockdowns, a one-off
benefit in Q3 2020 from restructuring of post-retirement
benefits and the continuing benefit of restructuring in
Pharmaceuticals, Consumer Healthcare and support functions
and tight control of ongoing costs, particularly in non-
promotional spending across all three businesses.
Contingent consideration cash payments which are made to
Shionogi and other companies reduce the balance sheet liability
and hence are not recorded in the income statement. Total
contingent consideration cash payments in 2020 amounted to
£885 million (2019 – £893 million). This included cash
payments made to Shionogi of £858 million (2019 –
£865 million).
Adjusted operating profit by business
Pharmaceuticals operating profit was £4,185 million, down
9% AER, 7% CER on a turnover decrease of 1% CER. The
operating margin of 24.5% was 1.6 percentage points lower at
AER than in 2019 and 1.5 percentage points lower on a CER
basis. This primarily reflected a significant increase in Oncology
R&D as well as the continued impact of lower prices, including
the impact of the launch of a generic version of Advair in the US
in February 2019, and investment in new product support and
targeted priority markets. This was partly offset by the reduced
promotional and variable spending as a result of the COVID-19
lockdowns and the continued benefit of restructuring and tight
control of ongoing costs.
Vaccines operating profit was £2,713 million, down 9% AER,
6% CER on a turnover decrease of 1% CER. The operating
margin of 38.9% was 2.6 percentage points lower at AER than
in 2019 and 1.9 percentage points lower on a CER basis. This
was primarily driven by the negative operating leverage from
the COVID-19 related sales decline and investment behind
key brands.
GSK Annual Report 2020 61
Investor informationFinancial statementsStrategic reportGovernance and remunerationGroup financial review continued Financial performance continued
Consumer Healthcare operating profit was £2,213 million, up
18% AER, 22% CER on a turnover increase of 14% CER. On a
pro-forma basis, operating profit was £2,213 million, 1% CER
lower on a turnover decrease of 2% CER. The operating margin
of 22.1% was 1.2 percentage points higher at AER and 1.5
percentage points higher on a CER basis than in 2019. The
pro-forma operating margin of 22.1% was 0.3 percentage
points higher on a CER basis. The higher margin was driven by
higher than normal sales growth in Q1 2020 due to COVID-19
and synergy delivery from the Pfizer integration. This was
partially offset by the impact of divestments and increased
targeted promotional investment.
Net finance costs
Finance income
Interest and other income
Fair value movements
Finance expense
Interest expense
Unwinding of discounts on provisions
Remeasurements and fair value movements
Finance expense on lease liabilities
Other finance expense
2020
£m
39
5
44
2019
£m
79
19
98
(822)
(840)
(3)
(4)
(40)
(23)
(8)
(1)
(39)
(24)
(892)
(912)
Total net finance costs were £848 million compared with
£814 million in 2019. Adjusted net finance costs were
£844 million compared with £810 million in 2019. The increase
reflects lower interest income on overseas cash post-closing of
the divestment of Horlicks and other Consumer Healthcare
nutrition products in India and a number of other countries, a
premium paid on early repayment and refinancing of bond debt
in Q4 2020 and a fair value gain on interest rate swaps in the
2019 comparator, partly offset by reduced interest expense
from lower debt levels and refinancing at lower rates.
Share of after-tax profits of associates and joint ventures
The share of after-tax profits of associates was £33 million
(2019 – £74 million). 2019 included a one-off adjustment of
£51 million to reflect GSK’s share of increased after tax profits
of Innoviva, primarily as a result of a non-recurring income tax
benefit.
Profit before tax
Taking account of net finance costs and the share of profits of
associates, profit before taxation was £6,968 million compared
with £6,221 million in 2019.
Taxation
UK current year charge
Rest of world current year charge
Charge/(credit) in respect of prior periods
Total current taxation
Total deferred taxation
Taxation on total profits
2020
£m
30
1,177
66
1,273
(693)
580
2019
£m
149
1,407
(420)
1,136
(183)
953
The charge of £580 million represented an effective tax rate on
Total results of 8.3% (2019 – 15.3%) and reflected the different
tax effects of the various Adjusting items, including the disposal of
Horlicks and other Consumer Healthcare brands to Unilever and
subsequent disposal of shares received in Hindustan Unilever. Tax
on Adjusted profit amounted to £1,295 million and represented an
effective Adjusted tax rate of 16.0% (2019 – 16.0%).
Issues related to taxation are described in Note 14 to the
financial statements, ‘Taxation’. The Group continues to believe
it has made adequate provision for the liabilities likely to arise
from periods which are open and not yet agreed by tax
authorities. The ultimate liability for such matters may vary from
the amounts provided and is dependent upon the outcome of
agreements with relevant tax authorities.
Non-controlling interests
The allocation of Total earnings to non-controlling interests
amounted to £639 million (2019 – £623 million). The increase was
primarily due to an increased allocation of Consumer Healthcare
profits of £374 million (2019 – £70 million) following the
completion of the new Consumer Healthcare Joint Venture with
Pfizer on 31 July 2019, and which included the unwind of the fair
value uplift on acquired inventory and major restructuring costs.
This was partly offset by a reduced allocation of ViiV Healthcare
profits of £223 million (2019 – £482 million), including increased
charges for re-measurement of contingent consideration liabilities.
The allocation of Adjusted earnings to non-controlling interests
amounted to £1,031 million (2019 – £787 million). The increase in
allocation primarily reflected an increased allocation of Consumer
Healthcare profits of £515 million (2019 – £204 million) following
the completion of the new Consumer Healthcare Joint Venture
with Pfizer on 31 July 2019 partly offset by a reduced allocation
of ViiV Healthcare profits of £474 million (2019 – £512 million),
and lower net profits in some of the Group’s other entities with
non-controlling interests, primarily Consumer Healthcare India
following the Horlicks and other Consumer brands disposal.
62 GSK Annual Report 2020
Group financial review continued Outlook
We delivered on our strategic priorities in 2020. In 2021, as
planned we will continue to increase investment in our pipeline,
build on our top-line momentum for key growth drivers and largely
complete readiness for separation. Assuming healthcare systems
and consumer trends approach normality in the second half of the
year, we expect Pharmaceuticals revenue to grow flat to low-single
digits and Consumer Healthcare revenue to grow low to
mid-single digits excluding brands divested/under review with
above market growth. For our Vaccines business, we now
anticipate further disruption during the first half of the year, given
governments’ prioritisation of COVID-19 vaccination programmes
and the resurgence in late 2020 of the pandemic. This is expected
to impact adult and adolescent immunisations, including Shingrix,
notably in the US. Despite this short-term impact we remain very
confident in demand for these products, and expect strong
recovery and contribution to growth from Shingrix in the second
half of the year. We expect Vaccines revenue for 2021 to grow flat
to low-single digits. Reflecting these factors, our guidance range
for 2021 is a decline of mid to high-single digit per cent Adjusted
EPS at CER.
Our guidance does not include the impact of the intended change
in the UK corporation tax rate from 19% to 25% effective from
1 April 2023 which was announced on 3 March 2021. Please see
Note 47, ‘Post balance sheet events’ on page 237.
All expectations, guidance and targets regarding future
performance and dividend payments should be read together with
the ‘Cautionary statement regarding forward-looking statements’
and ‘Assumptions related to 2021 guidance’ on the inside back
cover.
Financial performance continued
Earnings per share
Total earnings per share (EPS) was 115.5p, compared with 93.9p
in 2019. The increase in EPS primarily reflected the net profit on
disposal of Horlicks and other Consumer Healthcare brands as
well as increased income from asset disposals, partly offset by
higher re-measurement charges on the contingent consideration
liabilities, higher major restructuring charges and a one-off benefit
in 2019 from increased share of after-tax profits of the associate
Innoviva.
Adjusted EPS was 115.9p compared with 123.9p in 2019,
down 6% AER, 4% CER, on a 2% CER increase in Adjusted
operating profit.
The reduction primarily resulted from a higher non-controlling
interest allocation of Consumer Healthcare profits and reduced
share of after-tax profits of associates resulting from a non-
recurring income tax benefit in Innoviva.
Dividends
The Board declared four interim dividends resulting in a total
dividend for the year of 80 pence, in line with the dividend declared
for 2019. See Note 16 to the financial statements, ‘Dividends’.
Dividend policy
GSK recognises the importance of dividends to shareholders
and aims to distribute regular dividend payments that will be
determined primarily with reference to the free cash flow
generated by the business after funding the investment
necessary to support the Group’s future growth.
The Board currently intends to maintain the dividend for 2021
at the current level of 80p per share, subject to any material
change in the external environment or performance expectations.
At our Biopharma Investor Update in June we plan to set out in
detail the growth prospects and financial outlook for the new
Biopharma company over the medium term, including a detailed
review of the pipeline we have been building over recent years.
Alongside these we will provide details of a new distribution
policy which reflects the optimised capital structure and
investment priorities focused on delivering sustainable long-term
shareholder value. We anticipate that this new policy will deliver
competitive and attractive returns informed by appropriate
earnings pay-out ratios through the investment cycle well covered
by Free Cash Flow and, importantly, expected growth potential.
We expect that aggregate distributions for GSK will be lower
than at present. This new policy will be implemented for dividends
paid in respect of 2022.
GSK Annual Report 2020 63
Investor informationFinancial statementsStrategic reportGovernance and remunerationGroup financial review continued Adjusting items
Adjusted results reconciliation
31 December 2020
Turnover
Cost of sales
Gross profit
Selling, general and administration
Research and development
Royalty income
Other operating (expense)/income
Operating profit
Net finance costs
Share of after-tax profits of associates and joint ventures
Profit before taxation
Taxation
Tax rate
Profit after taxation
Profit attributable to non-controlling interests
Profit attributable to shareholders
Total
results
£m
34,099
(11,704)
22,395
(11,456)
(5,098)
318
1,624
7,783
(848)
33
6,968
(580)
8.3%
6,388
639
5,749
Intangible
asset
amortisation
£m
Intangible
asset
impairment
£m
Major
restructuring
£m
Transaction-
related
£m
Divestments,
significant
legal and
other items
£m
Separation
costs
£m
699
699
1
75
31
31
18
214
667
667
659
206
775
263
1,532
2
116
116
(23)
1,215
1,308
16
68
(2,839)
(2,823)
2
775
(150)
263
(47)
1,534
1,308
(2,821)
(292)
(229)
17
625
216
1,242
1,079
(2,804)
68
68
(14)
54
54
625
216
4.4p
1,242
25.0p
392
687
(2,804)
13.8p
(56.5)p
1.1p
115.9p
Earnings per share
115.5p
12.6p
Weighted average number of shares (millions)
4,976
Adjusted results reconciliation
31 December 2019
Turnover
Cost of sales
Gross profit
Selling, general and administration
Research and development
Royalty income
Other operating (expense)/income
Operating profit
Net finance costs
Share of after-tax profits of associates and joint ventures
Profit before taxation
Taxation
Tax rate
Profit after taxation
Profit attributable to non-controlling interests
Profit attributable to shareholders
Earnings per share
Weighted average number of shares (millions)
Intangible
asset
amortisation
£m
Intangible
asset
impairment
£m
Major
restructuring
£m
Transaction-
related
£m
Divestments,
significant
legal and
other items
£m
713
713
64
777
30
30
4
49
83
777
(156)
83
(17)
658
658
332
114
1
1,105
5
1,110
(208)
621
66
902
621
12.6p
66
1.3p
902
18.2p
383
383
104
(142)
345
345
(124)
221
164
57
1.2p
247
2
(548)
(299)
(1)
(300)
140
(160)
(160)
(3.3)p
Total
results
£m
33,754
(11,863)
21,891
(11,402)
(4,568)
351
689
6,961
(814)
74
6,221
(953)
15.3%
5,268
623
4,645
93.9p
4,947
64 GSK Annual Report 2020
Adjusted
results
£m
34,099
(10,191)
23,908
(10,717)
(4,603)
318
–
8,906
(844)
33
8,095
(1,295)
16.0%
6,800
1,031
5,769
4,976
Adjusted
results
£m
33,754
(10,079)
23,675
(10,715)
(4,339)
351
–
8,972
(810)
74
8,236
(1,318)
16.0%
6,918
787
6,131
123.9p
4,947
Group financial review continued Adjusting items continued
Major restructuring and integration
Within the Pharmaceuticals sector, the highly regulated
manufacturing operations and supply chains and long life
cycle of the business mean that restructuring programmes,
particularly those that involve the rationalisation or closure of
manufacturing or R&D sites are likely to take several years
to complete.
Major restructuring costs are those related to specific
Board-approved Major restructuring programmes and are
excluded from Adjusted results. Major restructuring
programmes, including integration costs following material
acquisitions, are those that are structural and are of a significant
scale where the costs of individual or related projects exceed
£25 million. Other ordinary course smaller-scale restructuring
costs are retained within Total and Adjusted results.
Total Major restructuring charges incurred in 2020 were
£1,532 million (2019 – £1,105 million), analysed as follows:
2020
Cash
£m
Non-
cash
£m
Total
£m
Cash
£m
2019
Total
£m
Non-
cash
£m
Total cash payments made in 2020 were £737 million (2019
– £645 million), £115 million for the existing Combined
restructuring and integration programme (2019 – £316 million),
£179 million (2019 – £164 million) under the 2018 major
restructuring programme including the settlement of certain
charges accrued in previous quarters, a further £291 million
(2019 – £165 million) relating to the Consumer Healthcare Joint
Venture integration programme and £152 million relating to the
Separation Preparation restructuring programme.
The analysis of Major restructuring charges by business was as
follows:
Pharmaceuticals
Vaccines
Consumer Healthcare
Corporate and central functions
Total Major restructuring charges
2020
£m
671
214
374
1,259
273
1,532
The analysis of Major restructuring charges by income
statement line was as follows:
105
210
315
227
572
799
Cost of sales
Selling, general and administration
Research and development
298
28
326
248
4
252
Other operating income/(expense)
2020
£m
667
659
206
–
2019
£m
651
58
321
1,030
75
1,105
2019
£m
658
332
114
1
2018 major
restructuring
programme
(incl. Tesaro)
Consumer
Healthcare Joint
Venture integration
programme
Separation
Preparation
restructuring
programme
Combined
restructuring
and integration
programme
625
216
841
–
–
–
39
1,067
11
465
50
1,532
10
485
44
54
620 1,105
Cash charges of £625 million under the Separation Preparation
programme primarily arose from restructuring of Vaccines
manufacturing and R&D functions as part of building the One
Development organisation for Pharmaceuticals and Vaccines as
well as restructuring of commercial pharmaceuticals and some
administrative functions. Non-cash charges of £216 million
were related to write-down of assets in sites in the
Pharmaceuticals Supply Chain.
Cash charges of £298 million under the Consumer Healthcare
Joint Venture programme primarily related to severance and
integration costs. The commercial integration of Consumer
Healthcare is now largely completed and the manufacturing
integration is well underway.
The 2018 major restructuring programme incurred cash
charges of £105 million in relation to severance costs for
restructuring of the manufacturing organisation, R&D and some
administrative functions as well as the integration of Tesaro and
non-cash charges of £210 million for write-downs on disposal
of sites.
Total Major restructuring charges
1,532
1,105
The benefit in the year from the 2018 major restructuring
programme was £0.1 billion and the benefit from the Consumer
Healthcare Joint Venture integration was £0.2 billion and the
benefit from the Separation Preparation restructuring
programme was £0.1 billion.
The 2018 major restructuring programme, including Tesaro,
is expected to cost £1.75 billion over the period to 2021, with
cash costs of £0.85 billion and non-cash costs of £0.9 billion,
and is expected to deliver annual savings of around
£450 million by 2021 (at 2019 rates). These savings are
intended to be fully reinvested to help fund targeted increases
in R&D and commercial support of new products.
The completion of the Consumer Healthcare Joint Venture with
Pfizer is expected to realise substantial cost synergies,
generating total annual cost savings of £0.5 billion by 2022 for
expected cash costs of £0.7 billion and non-cash charges now
expected to be £0.1 billion, plus additional capital expenditure
of £0.2 billion. Up to 25% of the cost savings are intended to
be reinvested in the business to support innovation and other
growth opportunities.
GSK Annual Report 2020 65
Investor informationFinancial statementsStrategic reportGovernance and remunerationGroup financial review continued Adjusting items continued
The Group initiated in Q1 2020 a two-year Separation
Preparation programme to prepare for the separation of GSK
into two companies: New GSK, a biopharma company with an
R&D approach focused on science related to the immune
system, the use of genetics and new technologies, and a new
leader in consumer healthcare.
The programme aims to:
– Drive a common approach to R&D with improved capital
allocation
– Align and improve the capabilities and efficiency of global
support functions to support New GSK
– Further optimise the supply chain and product portfolio,
including the divestment of non-core assets. A strategic
review of prescription dermatology is underway
– Prepare Consumer Healthcare to operate as a standalone
company
The programme continues to target delivery of £0.7 billion of
annual savings by 2022 and £0.8 billion by 2023, with total
costs estimated at £2.4 billion, of which £1.6 billion is expected
to be cash costs. The proceeds of anticipated divestments are
largely expected to cover the cash costs of the programme.
Transaction-related adjustments
Transaction-related adjustments resulted in a net charge of
£1,308 million (2019 – £345 million). This included a net
£1,234 million accounting charge for the re-measurement of the
contingent consideration liabilities related to the acquisitions of
the former Shionogi-ViiV Healthcare joint venture and the former
Novartis Vaccines business and the liabilities for the Pfizer put
option and Pfizer and Shionogi preferential dividends in ViiV
Healthcare.
Charge/(credit)
Contingent consideration on former Shionogi-ViiV
Healthcare Joint Venture (including Shionogi
preferential dividends)
ViiV Healthcare put options and Pfizer preferential
dividends
Contingent consideration on former Novartis
Vaccines business
Release of fair value uplift on acquired Pfizer
inventory
Other adjustments
Total transaction-related charges
2020
£m
2019
£m
1,114
31
(52)
(234)
172
91
(17)
1,308
76
366
106
345
The £1,114 million charge relating to the contingent consideration
for the former Shionogi-ViiV Healthcare joint venture represented
an increase in the valuation of the contingent consideration due to
Shionogi, as a result of a £408 million unwind of the discount and
£706 million primarily from adjustments to sales forecasts as well
as updated exchange rate assumptions. The £52 million credit
relating to the ViiV Healthcare put options and Pfizer preferential
dividends represented a decrease in the valuation of the put
option as a result of adjustments to multiples and sales forecasts
and updated exchange rate assumptions.
The ViiV Healthcare contingent consideration liability is fair valued
under IFRS. The potential impact of the COVID-19 pandemic
remains uncertain and, at 31 December 2020, it has been
assumed that there will be no significant impact on the long-term
value of the liability. This position remains under review and the
amount of the liability will be updated in future quarters as further
information on the impact of the pandemic becomes available.
An explanation of the accounting for the non-controlling interests
in ViiV Healthcare is set out on page 52.
Divestments, significant legal charges and other items
Divestments and other items included a gain in the year of
£2,339 million arising from the net profit on disposal of the
Horlicks and other Consumer Healthcare brands of
£2,815 million in Q2 2020, after reversal of £240 million of
embedded derivative gains on the value of the shares taken in
prior years. This was partly offset by the related loss on sale of
the shares in Hindustan Unilever in Q2 2020 of £476 million.
Divestments and other items also included milestone income
and gains from a number of asset disposals and certain other
Adjusting items. A charge of £7 million (2019 – £251 million)
for significant legal matters included the settlement of existing
matters as well as provisions for ongoing litigation. Significant
legal cash payments were £9 million (2019 – £294 million).
Separation costs
From Q2 2020, the Group has started to report additional costs
to prepare Consumer Healthcare for separation. These are
estimated at £600-£700 million, excluding transaction costs.
66 GSK Annual Report 2020
Group financial review continued Adjusting items continued
Pro-forma growth reconciliations
The tables below set out reconciliations between reported CER
growth rates and pro-forma CER growth rates and between
reported margin percentages and pro-forma margin percentages.
Adjustment to
include
January to
July 2019
results of
Pfizer
consumer
healthcare
business
Reported
growth rate
CER%
Pro-forma
growth rate
CER%
Group
Turnover
Adjusted cost of sales
Adjusted selling, general and
administration
Adjusted research and development
Adjusted operating profit
Consumer Healthcare
Turnover
Oral health
Pain relief
3
2
2
7
2
14
6
27
(5)
(5)
(5)
(1)
(5)
(16)
–
(22)
Vitamins, minerals and supplements
>100
>(100)
Respiratory health
Digestive health and other
Brands divested/under review
Operating profit
4
14
(51)
22
(9)
(15)
(2)
(23)
(2)
(3)
(3)
6
(3)
(2)
6
5
19
(5)
(1)
(53)
(1)
The 2019 pro-forma financial information used as the basis for
the pro-forma growth rates has been calculated as follows:
January to
July 2019
results of
Pfizer
consumer
healthcare
business
£bn
Pro-forma
results
2019
£bn
1.5
(0.5)
(0.5)
(0.1)
0.4
1.5
–
0.4
0.7
0.1
0.3
–
0.4
35.3
(10.6)
(11.2)
(4.4)
9.4
10.5
2.7
2.2
1.3
1.3
1.9
1.1
2.3
GSK
reported
results
2019
£bn
33.8
(10.1)
(10.7)
(4.3)
9.0
9.0
2.7
1.8
0.6
1.2
1.6
1.1
1.9
Group
Turnover
Adjusted cost of sales
Adjusted selling, general and
administration
Adjusted research and development
Adjusted operating profit
Consumer Healthcare
Turnover
Oral health
Pain relief
Vitamins, minerals and supplements
Respiratory health
Digestive health and other
Brands divested/under review
Operating profit
GSK Annual Report 2020 67
Investor informationFinancial statementsStrategic reportGovernance and remunerationGroup financial review continued Reconciliation of net cash inflow from operating activities
to free cash flow
A reconciliation of net cash inflow from operating activities,
which is the closest equivalent IFRS measure to free cash flow,
is shown below.
Net cash inflow from operating activities
Purchase of property, plant and equipment
Purchase of intangible assets
Proceeds from sale of property, plant and equipment
Proceeds from disposal of intangible assets
Interest paid
Interest received
6,292
4,707
Dividends from associates and joint ventures
–
(1,030)
5,262
507
(383)
4,831
Contingent consideration paid (reported in
investing activities)
Contribution from non-controlling interests
Distributions to non-controlling interests
Free cash flow
2020
£m
8,441
(1,226)
(1,013)
68
1,255
(864)
39
31
(120)
3
(1,208)
5,406
2019
£m
8,020
(1,265)
(898)
95
404
(895)
82
7
(113)
–
(364)
5,073
Future cash flow
Over the long term, we expect that future cash generated from
operations will be sufficient to fund our operating and debt
servicing costs, normal levels of capital expenditure, obligations
under existing licensing agreements, expenditure arising from
restructuring programmes and other routine outflows including
tax, pension contributions and dividends, subject to the
‘Principal risks and uncertainties’ discussed on pages 261
to 275. We may from time to time have additional demands for
finance, such as for acquisitions, including potentially acquiring
increased ownership interests in the ViiV Healthcare business
where minority shareholders hold put options. We have access
to multiple sources of liquidity from short and long-term capital
markets and financial institutions for such needs, in addition to
the cash flow from operations.
Investment appraisal and capital allocation
We have a strong framework for capital allocation, including
a board to govern the allocation of capital between our
businesses. We utilise a consistent cash return on invested
capital (CROIC) methodology to prioritise investment across
the Group as a whole, so that we can more effectively compare
the returns from each of the businesses as we allocate capital
between them. We also consider the impact on EPS and our
credit profile where relevant.
Cash generation and conversion
A summary of the consolidated cash flow statement is set out
below.
Net cash inflow from operating activities
Net cash inflow/(outflow) from investing activities
Net cash outflow from financing activities
Increase in cash and bank overdrafts
Cash and bank overdrafts at beginning of year
Increase in cash and bank overdrafts
Exchange adjustments
2020
£m
8,441
2,161
(10,132)
470
4,831
470
(39)
2019
£m
8,020
(5,354)
(1,840)
826
4,087
826
(82)
Cash and bank overdrafts at end of year
5,262
4,831
Cash and bank overdrafts at end of year comprise:
Cash and cash equivalents
Cash and cash equivalents reported in assets
held for sale
Overdrafts
Capital expenditure and financial investment
Cash payments for tangible and intangible fixed assets
amounted to £2,239 million (2019 – £2,163 million) and
disposals realised £1,582 million (2019 – £603 million).
Cash payments to acquire equity investments amounted
to £411 million (2019 – £258 million), primarily relating to
Vir Biotechnology and CureVac AG, and sales of equity
investments realised £3,269 million (2019 – £69 million)
mainly relating to the proceeds arising from the sale of the
shares in Hindustan Unilever acquired as a result of the
disposal of the Horlicks and other Consumer Healthcare
brands.
Free cash flow
Free cash flow is the amount of cash generated by the Group
after meeting our obligations for contingent consideration,
interest, tax and dividends paid to non-controlling interests,
and after capital expenditure on property, plant and equipment
and intangible assets.
Free cash inflow
2020
£m
5,406
2019
£m
5,073
Total cash payments to Shionogi in relation to the ViiV
Healthcare contingent consideration liability in the year were
£858 million (2019 – £865 million), of which £751 million
was recognised in cash flows from operating activities and
£107 million was recognised in contingent consideration paid
within investing cash flows. These payments are deductible
for tax purposes.
68 GSK Annual Report 2020
Group financial review continued Financial position and resources
Assets
Non-current assets
Property, plant and equipment
Right of use assets
Goodwill
Other intangible assets
Investments in associates and joint ventures
Other investments
Deferred tax assets
Derivative financial instruments
Other non-current assets
Total non-current assets
Current assets
Inventories
Current tax recoverable
Trade and other receivables
Derivative financial instruments
Liquid investments
Cash and cash equivalents
Assets held for sale
Total current assets
Total assets
Liabilities
Current liabilities
Short-term borrowings
Contingent consideration liabilities
Trade and other payables
Derivative financial instruments
Current tax payable
Short-term provisions
Total current liabilities
Non-current liabilities
Long-term borrowings
Corporation tax payable
Deferred tax liabilities
Pensions and other post-employment benefits
Other provisions
Derivative financial instruments
Contingent consideration liabilities
Other non-current liabilities
Total non-current liabilities
Total liabilities
Net assets
Total equity
Property, plant and equipment
Our business is science-based, technology-intensive and highly
regulated by governmental authorities. We allocate significant
financial resources to the renewal and maintenance of our
property, plant and equipment to minimise risks of interruption to
production and to ensure compliance with regulatory standards.
A number of our processes use hazardous materials.
The total cost of our property, plant and equipment at
31 December 2020 was £21,483 million, with a net book value
of £10,176 million. Of this, land and buildings represented
£3,898 million, plant and equipment £4,414 million and
assets in construction £1,864 million. In 2020, we invested
£1,233 million in new property, plant and equipment. This was
mainly related to a large number of projects for the renewal,
improvement and expansion of facilities at various worldwide
sites to support new product development and launches as well
as to improve the efficiency of existing supply chains. Property
is mainly held freehold. New investment is financed from our
liquid resources. At 31 December 2020, we had contractual
commitments for future capital expenditure of £528 million.
We believe that our property and plant facilities are adequate
for our current needs.
We observe stringent procedures and use specialist skills to
manage environmental risks from our activities. Environmental
issues, sometimes dating from operations now modified or
discontinued, are reported under ‘Environment’ on page 41
and in Note 46 to the financial statements, ‘Legal proceedings’.
Right of use assets
Right of use assets amounted to £830 million at 31 December
2020 compared with £966 million on 1 January 2020. The
decrease in the year reflected the impact of depreciation and
disposals of £225 million and £84 million respectively, partly
offset by additions of £187 million.
Goodwill
Goodwill increased to £10,597 million at 31 December 2020,
from £10,562 million.
Other intangible assets
Other intangible assets include the cost of intangibles acquired
from third parties and computer software. The net book value
of other intangible assets as at 31 December 2020 was
£29,824 million (2019 – £30,955 million). The decrease
primarily reflected amortisation and impairment losses, net of
reversals, in the year of £1,394 million.
2020
£m
2019
£m
10,176
830
10,597
29,824
364
3,060
4,287
5
1,041
60,184
5,996
671
6,952
152
78
6,292
106
20,247
80,431
10,348
966
10,562
30,955
314
1,837
4,096
103
1,020
60,201
5,947
262
7,202
421
79
4,707
873
19,491
79,692
(3,725)
(765)
(6,918)
(755)
(15,840)
(14,939)
(221)
(545)
(1,052)
(188)
(629)
(621)
(22,148)
(24,050)
(23,425)
(23,590)
(176)
(3,600)
(3,650)
(707)
(10)
(5,104)
(803)
(189)
(3,810)
(3,457)
(670)
(1)
(4,724)
(844)
(37,475)
(37,285)
(59,623)
(61,335)
20,808
18,357
20,808
18,357
GSK Annual Report 2020 69
Investor informationFinancial statementsStrategic reportGovernance and remunerationGroup financial review continued Financial position and resources continued
Investments in associates and joint ventures
We held investments in associates and joint ventures with
a carrying value at 31 December 2020 of £364 million
(2019 – £314 million). The market value at 31 December 2020
was £364 million (2019 – £396 million). The largest of these
investments was in Innoviva Inc., which had a book value at
31 December 2020 of £291 million (2019 – £261 million)
and a market value of £291 million. See Note 20 to the
financial statements, ‘Investments in associates and joint
ventures’.
Other investments
We held other investments with a carrying value at
31 December 2020 of £3,060 million (2019 – £1,837 million).
The highest value investments held at 31 December 2020
were in CureVac AG, which was acquired in the year and had
a book value at 31 December 2020 of £887 million, Crispr
Therapeutics, which had a book value of £361 million
(2019 – £149 million) and Lyell Immunopharma, Inc., which
had a book value at 31 December 2020 of £261 million
(2019 – £155 million). The other investments included equity
stakes in companies with which we have research
collaborations, and which provide access to biotechnology
developments of potential interest and interests in companies
that arise from business divestments.
Derivative financial instruments: assets
We held current derivative financial assets at fair value of
£152 million (2019 – £421 million) and non-current derivative
financial assets held at fair value of £5 million (2019 –
£103 million). The majority of these financial instruments related
to foreign exchange contracts both designated and not
designated as accounting hedges. At 31 December 2019,
£240 million of current derivative financial assets related to a
derivative embedded in the agreement to divest Horlicks and
other nutritional brands to Unilever plc. See Note 40 for further
information.
Inventories
Inventory of £5,996 million increased from £5,947 million
in 2019.
Trade and other receivables
Trade and other receivables of £6,952 million decreased
from £7,202 million in 2019.
Deferred tax assets
Deferred tax assets amounted to £4,287 million
(2019 – £4,096 million) at 31 December 2020.
Derivative financial instruments: liabilities
We held current and non-current derivative financial liabilities
at fair value of £231 million (2019 – £189 million). This primarily
related to foreign exchange contracts both designated and not
designated as accounting hedges.
70 GSK Annual Report 2020
Trade and other payables
At 31 December 2020, trade and other payables were
£15,840 million compared with £14,939 million at
31 December 2019. The increase primarily reflected the impact
of higher customer return and rebate accruals. See Note 28 to
the financial statements, ‘Trade and other payables’.
Provisions
We carried deferred tax provisions and other short-term and
non-current provisions of £5,359 million at 31 December 2020
(2019 – £5,101 million). Other provisions at the year-end
included £320 million (2019 – £198 million) related to legal and
other disputes and £860 million (2019 – £505 million) related
to Major restructuring programmes. Provision has been made
for legal and other disputes, indemnified disposal liabilities,
employee related liabilities and the costs of the restructuring
programme to the extent that at the balance sheet date a legal or
constructive obligation existed and could be reliably estimated.
Pensions and other post-employment benefits
We account for pension and other post-employment
arrangements in accordance with IAS 19. The net deficits
were £2,104 million (2019 – £1,921 million) on pension
arrangements and £1,363 million (2019 – £1,418 million) on
unfunded post-employment liabilities. See Note 30 to the
financial statements, ‘Pensions and other post-employment
benefits’.
Other non-current liabilities
Other non-current liabilities amounted to £803 million at
31 December 2020 (2019 – £844 million).
Contingent consideration liabilities
Contingent consideration amounted to £5,869 million at
31 December 2020 (2019 – £5,479 million), of which
£5,359 million (2019 – £5,103 million) represented the estimated
present value of amounts payable to Shionogi relating to ViiV
Healthcare and £477 million (2019 – £339 million) represented
the estimated present value of contingent consideration payable
to Novartis related to the Vaccines acquisition.
The liability due to Shionogi included £230 million in respect
of preferential dividends. The liability for preferential dividends
due to Pfizer at 31 December 2020 was £1 million (2019 –
£4 million). An explanation of the accounting for the non-
controlling interests in ViiV Healthcare is set out on page 52.
Of the total contingent consideration payable (on a post-tax
basis) at 31 December 2020, £765 million (2019 – £755 million)
is expected to be paid within one year. The consideration
payable is expected to be paid over a number of years. As
a result, the total estimated liabilities are discounted to their
present values, on a post-tax basis using post-tax discount rates.
The Shionogi-ViiV Healthcare contingent consideration liability
is discounted at 8.5% and the Novartis Vaccines contingent
consideration liability is discounted partly at 8% and partly
at 9%.
Group financial review continued Financial position and resources continued
Maturity profile of bond debt
£m equivalent
4,500
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0
2021
2022
2028
2024
GBP bonds EUR bonds USD bonds
2023
2027
2025
2026
2029
2030
2033 2034
2035
2038 2039
2042
2043
2045
Cash and liquid investments of £5.4 billion (2019 – £3.6 billion)
were held centrally at 31 December 2020.
The analysis of cash and gross debt after the effects of hedging
is as follows.
Cash and liquid investments
Gross debt – fixed1
– floating
– non-interest bearing
Net debt
2020
£m
6,370
(24,538)
(2,612)
–
(20,780)
2019
£m
5,293
(25,064)
(5,444)
–
(25,215)
1 Includes £1.45 billion equivalent of notes swapped from floating to fixed rates via interest
rate swaps.
Movements in net debt
Net debt at beginning of year
Implementation of IFRS 16
2020
£m
(25,215)
–
2019
£m
(21,621)
(1,303)
Net debt at beginning of year, as adjusted
(25,215)
(22,924)
Increase in cash and bank overdrafts
Increase/(decrease) in liquid investments
Increase in long-term loans
Net repayment of short-term loans
Repayment of lease liabilities
Debt of subsidiary undertakings acquired
Exchange movements
Other movements
Net debt at end of year
470
1
(3,298)
7,305
227
–
(135)
(135)
826
(1)
(4,794)
1,065
214
(524)
1,015
(92)
(20,780)
(25,215)
Net debt
Cash, cash equivalents and liquid investments
Cash, cash equivalents reported in assets
held for sale
Borrowings – repayable within one year
Borrowings – repayable after one year
Net debt
2020
£m
6,370
2019
£m
4,786
–
(3,725)
(23,425)
(20,780)
507
(6,918)
(23,590)
(25,215)
At 31 December 2020, net debt was £20.8 billion, compared
with £25.2 billion at 31 December 2019, comprising gross debt
of £27.2 billion and cash and liquid investments of £6.4 billion.
Net debt decreased due to the £3.3 billion proceeds from the
Horlicks and other Consumer brands disposal including shares
in Hindustan Unilever of £2.7 billion and £0.6 billion of other
assets, plus £0.6 billion of other business and asset disposals
together with £5.4 billion free cash flow, partly offset by cash
divested of £0.5 billion, dividends paid to shareholders of
£4.0 billion and £0.4 billion in additional investments.
At 31 December 2020, GSK had short-term borrowings
(including overdrafts and lease liabilities) repayable within
12 months of £3.7 billion with loans of £2.6 billion repayable
in the subsequent year.
At 31 December 2020, GSK’s cash and liquid investments
were held as follows:
Bank balances and deposits
Bank balances and deposits reported in
assets held for sale
US Treasury and Treasury repo only money
market funds
Liquidity funds
Cash and cash equivalents
Liquid investments – government securities
2020
£m
3,000
2019
£m
2,565
–
507
317
2,975
6,292
78
6,370
102
2,040
5,214
79
5,293
GSK Annual Report 2020 71
Investor informationFinancial statementsStrategic reportGovernance and remunerationGroup financial review continued
Financial position and resources continued
Interest rate benchmark reform
‘Interest rate benchmark reform – Amendments to IFRS 9,
IAS 39 and IFRS 7’ was issued by the IASB in September
2019. These amendments modify specific hedge accounting
requirements to allow hedge accounting to continue for affected
hedges during the period of uncertainty before the hedged
items or hedging instruments affected by the current interest
rate benchmarks are amended as a result of the ongoing
interest rate benchmark reforms.
At 31 December 2020, the Group was not directly exposed
to interest rate benchmark reform as it held no interest rate
derivatives that referenced LIBOR and matured after the end
of 2021 and all floating rate bonds were due to mature before
the end of 2021.
The Group has closely monitored the market and the output
from the various industry working groups managing the
transition to new benchmark interest rates. This includes
announcements made by LIBOR regulators, including the
Financial Conduct Authority (FCA) and the US Commodity
Futures Trading Commission, regarding the transition away
from LIBOR (including GBP LIBOR, USD LIBOR and
EURIBOR) to the Sterling Overnight Index Average Rate
(SONIA), the Secured Overnight Financing Rate (SOFR),
and the Euro Short-Term Rate (€STR) respectively. The FCA
has made it clear that, at the end of 2021, it will no longer
seek to persuade, or compel, banks to submit to LIBOR.
The only exception to this is USD LIBOR, where the
Intercontinental Exchange (ICE) Benchmark Administration
(IBA), the FCA-regulated and authorised administrator of
LIBOR, has announced that it will consult on its intention to
cease USD LIBOR. IBA intends that, subject to confirmation
following its consultation, one week and two month USD
LIBOR settings will cease at the end of 2021, and that the
USD LIBOR panel will cease at the end of June 2023.
The Group is undertaking an interest rate benchmark transition
programme to identify potential exposures within the business
and deliver a smooth transition to appropriate alternative
benchmark rates.
Total equity
At 31 December 2020, total equity had increased from
£18,357 million at 31 December 2019 to £20,808 million.
A summary of the movements in equity is set out below.
Total equity at beginning of year
Implementation of IFRS 16
Total equity at beginning of year, as adjusted
Total comprehensive income for the year
Dividends to shareholders
Recognition of interest in Consumer Healthcare
Joint Venture
Ordinary shares issued
Changes in non-controlling interests
Share-based incentive plans
Tax on share-based incentive plans
Contributions from non-controlling interests
Distributions to non-controlling interests
Total equity at end of year
2020
£m
18,357
–
18,357
7,358
(3,977)
–
29
(131)
381
(4)
3
2019
£m
3,672
(93)
3,579
3,701
(3,953)
14,969
51
(10)
365
19
–
(1,208)
20,808
(364)
18,357
Share purchases
At 31 December 2020, GSK held 355.2 million shares as
Treasury shares (2019 – 393.5 million shares), at a cost of
£4,969 million (2019 – £5,505 million), which has been
deducted from retained earnings.
No ordinary shares were repurchased in the period 1 January
2020 to 3 March 2021 and the company does not expect
to make any ordinary share repurchases in the remainder
of 2021.
In 2020, 38.3 million Treasury shares were transferred to the
Employee Share Ownership Plan (ESOP) Trusts. Shares are
held by the Trusts to satisfy future exercises of options and
awards under the Group share option and award schemes.
A proportion of the shares held by the Trusts are in respect
of awards where the rules of the scheme require us to satisfy
exercises through market purchases rather than the issue of
new shares. The shares held by the Trusts are matched to
options and awards granted.
At 31 December 2020, the ESOP Trusts held 49.0 million
(2019 – 36.4 million) GSK shares against the future exercise
of share options and share awards. The carrying value of
£195 million (2019 – £135 million) has been deducted from
other reserves. The market value of these shares was
£657 million (2019 – £647 million).
72 GSK Annual Report 2020
Group financial review continued
Financial position and resources continued
Contractual obligations and commitments
Financial commitments are summarised in Note 35 to the
financial statements, ‘Commitments’.
The following table sets out our contractual obligations and
commitments at 31 December 2020 as they fall due for
payment.
Loans
Interest on loans
Lease obligations
Future finance charges
Intangible assets
Property, plant & equipment
Investments
Purchase commitments
Pensions
Total
Total Under 1 yr
£m
3,493
£m
26,191
1-3 yrs
£m
6,644
3-5 yrs
£m
5 yrs+
£m
3,039 13,015
8,309
1,117
180
12,307
528
153
746
88
725
230
34
354
403
40
648
44
1,307
1,115
5,162
333
50
182
33
372
63
1,337
2,031
8,585
124
58
90
44
1
55
2
–
–
–
6
–
49,619
5,971
9,987
6,458 27,203
In 2018, we reached an agreement with the trustees of the
UK pension schemes to make additional contributions, to
assist in eliminating the pension deficit identified as part of
the 31 December 2017 actuarial funding valuation. The table
includes this commitment but excludes the normal ongoing
annual funding requirement in the UK of approximately
£130 million. For further information on pension obligations,
see Note 30 to the financial statements, ‘Pensions and
other post-employment benefits’.
Contingent liabilities
Other contingent liabilities are set out in Note 34 to the financial
statements, ‘Contingent liabilities’.
The following table sets out contingent liabilities, comprising
discounted bills, performance guarantees, letters of credit and
other items arising in the normal course of business, and when
they are expected to expire.
Total Under 1 yr
£m
£m
1-3 yrs
£m
3-5 yrs
£m
5 yrs+
£m
34
104
138
21
14
35
4
21
25
9
17
26
–
52
52
Commitments in respect of loans and future interest payable
on loans are disclosed before taking into account the effect of
derivatives.
Guarantees
Other contingent liabilities
Total
We have entered into a number of research collaborations to
develop new compounds with other pharmaceutical companies.
The terms of these arrangements can include upfront fees,
equity investments, loans and commitments to fund specified
levels of research. In addition, we will often agree to make
further payments if future ‘milestones’ are achieved.
As some of these agreements relate to compounds in the early
stages of development, the potential obligation to make
milestone payments will continue for a number of years if the
compounds move successfully through the development
process. Generally, the closer the product is to marketing
approval, the greater the probability of success. The amounts
shown above within intangible assets represent the maximum
that would be paid if all milestones were achieved, and include
£4.5 billion which relates to externalised projects in the
discovery portfolio. There was a decrease in the commitments
in 2020 as a result of a reduction in outstanding loan
commitments.
In the normal course of business, we have provided various
indemnification guarantees in respect of business disposals
in which legal and other disputes have subsequently arisen. A
provision is made where an outflow of resources is considered
probable and a reliable estimate can be made of the likely
outcome of the dispute and this is included in Note 31 to
the financial statements, ‘Other provisions’.
We provide for the outcome of tax, legal and other disputes
when an outflow of resources is considered probable and a
reliable estimate of the outflow may be made. At 31 December
2020, other than for those disputes where provision has been
made, it was not possible to make a reliable estimate of the
potential outflow of funds that might be required to settle
disputes where the possibility of there being an outflow was
more than remote.
The ultimate liability for such matters may vary significantly
from the amounts provided and is dependent upon negotiations
with the relevant tax authorities and the outcome of litigation
proceedings, where relevant. This is discussed further in
‘Principal risks and uncertainties’ on pages 261 to 275 and
Note 46 to the financial statements, ‘Legal proceedings’.
GSK Annual Report 2020 73
Investor informationFinancial statementsStrategic reportGovernance and remunerationGroup financial review continued Interest rate risk management
GSK’s objective is to minimise the effective net interest cost
and to balance the mix of debt at fixed and floating interest rates
over time. The policy on interest rate risk management limits the
net amount of floating rate debt to a specific cap, reviewed and
agreed no less than annually by the Board.
Foreign exchange risk management
Our objective is to minimise the exposure of overseas
operating subsidiaries to transaction risk by matching local
currency income with local currency costs where possible.
Foreign currency transaction exposures arising on external
and internal trade flows are selectively hedged. GSK’s internal
trading transactions are matched centrally and we manage
inter-company payment terms to reduce foreign currency risk.
Where possible, we manage the cash surpluses or borrowing
requirements of subsidiary companies centrally using forward
contracts to hedge future repayments back into the originating
currency.
In order to reduce foreign currency translation exposure,
we seek to denominate borrowings in the currencies of
our principal assets and cash flows. These are primarily
denominated in US Dollars, Euros and Sterling. Borrowings
can be swapped into other currencies as required.
Borrowings denominated in, or swapped into, foreign
currencies that match investments in overseas Group assets
may be treated as a hedge against the relevant assets. Forward
contracts in major currencies are also used to reduce exposure
to the Group’s investment in overseas Group assets. The TMG
reviews the ratio of borrowings to assets for major currencies
regularly.
Counterparty risk management
We set global counterparty limits for each of our banking and
investment counterparties based on long-term credit ratings
from Moody’s and Standard and Poor’s. Usage of these limits is
actively monitored and any breach of these limits would be
reported to the CFO immediately.
In addition, relationship banks and their credit ratings are
reviewed regularly so that, when changes in ratings occur,
changes can be made to investment levels or to authority limits
as appropriate. All banking counterparty limits are reviewed at
least annually.
Treasury policies
We report in Sterling and pay dividends out of Sterling cash
flows. The role of Treasury is to monitor and manage the
Group’s external and internal funding requirements and financial
risks in support of our strategic objectives. GSK operates on
a global basis, primarily through subsidiary companies, and
we manage our capital to ensure that our subsidiaries are able
to operate as going concerns and to optimise returns to
shareholders through an appropriate balance of debt and
equity. Treasury activities are governed by policies approved
annually by the Board of Directors, and most recently on
15 October 2020. A Treasury Management Group (TMG)
meeting, chaired by our Chief Financial Officer, takes place
on a regular basis to review Treasury activities. Its members
receive management information relating to these activities.
Treasury operations
The objective of GSK’s Treasury activities is to minimise the
post-tax net cost of financial operations and reduce its volatility
in order to benefit earnings and cash flows. GSK uses a variety
of financial instruments to finance its operations and derivative
financial instruments to manage market risks from these
operations. Derivatives principally comprise foreign exchange
forward contracts and swaps which are used to swap
borrowings and liquid assets into currencies required for
Group purposes, as well as interest rate swaps which are
used to manage exposure to financial risks from changes in
interest rates.
Derivatives are used exclusively for hedging purposes in relation
to underlying business activities and not as trading or
speculative instruments.
Capital management
GSK’s financial strategy, implemented through the Group’s
financial architecture, supports GSK’s strategic priorities and
is regularly reviewed by the Board. We manage the capital
structure of the Group through an appropriate mix of debt and
equity. We continue to manage our financial policies to a credit
profile that particularly targets short-term credit ratings of A-1
and P-1 while maintaining single A long-term ratings consistent
with those targets.
GSK’s long-term credit rating with Standard and Poor’s is A
(stable outlook) and with Moody’s Investor Services (‘Moody’s’)
is A2 (negative outlook). Our short-term credit ratings are A-1
and P-1 with Standard and Poor’s and Moody’s respectively.
Liquidity risk management
GSK’s policy is to borrow centrally in order to meet anticipated
funding requirements. Our cash flow forecasts and funding
requirements are monitored by the TMG on a regular basis.
Our strategy is to diversify liquidity sources using a range of
facilities and to maintain broad access to financial markets.
Each day, we sweep cash from a number of global subsidiaries
to central Treasury accounts for liquidity management purposes.
74 GSK Annual Report 2020
Group financial review continued Critical accounting policies
The Group consolidated financial statements are prepared in
accordance with IFRS, as adopted pursuant to Regulation (EC)
No 1606/2002 as it applies in the European Union, and also
with IFRS as issued by the International Accounting Standards
Board (IASB), following the accounting policies approved by
the Board and described in Note 2 to the financial statements,
‘Accounting principles and policies’.
We are required to make estimates and assumptions that
affect the amounts of assets, liabilities, revenue and expenses
reported in the financial statements. Actual amounts and
results could differ from those estimates.
The critical accounting policies relate to the following areas:
– Turnover
– Taxation (Note 14)
– Legal and other disputes (Notes 31 and 46)
– Contingent consideration (Note 32)
– Pensions and other post-employment benefits (Note 30).
Information on the judgements and estimates made in these
areas is given in Note 3 to the financial statements, ‘Key
accounting judgements and estimates’.
Turnover
In respect of the Turnover accounting policy, our largest
business is US Pharmaceuticals, and the US market has
the most complex arrangements for rebates, discounts and
allowances. The following briefly describes the nature of the
arrangements in existence in our US Pharmaceuticals business:
– We have arrangements with certain indirect customers
whereby the customer is able to buy products from
wholesalers at reduced prices. A chargeback represents
the difference between the invoice price to the wholesaler
and the indirect customer’s contractual discounted price.
Accruals for estimating chargebacks are calculated based
on the terms of each agreement, historical experience and
product growth rates
– Customer rebates are offered to key managed care and
Group Purchasing Organisations and other direct and indirect
customers. These arrangements require the customer to
achieve certain performance targets relating to the value of
product purchased, formulary status or pre-determined market
shares relative to competitors. The accrual for customer
rebates is estimated based on the specific terms in each
agreement, historical experience and product growth rates
– The US Medicaid programme is a state-administered
programme providing assistance to certain poor and
vulnerable patients. In 1990, the Medicaid Drug Rebate
Program was established to reduce state and federal
expenditure on prescription drugs. In 2010, the Patient
Protection and Affordable Care Act became law. We
participate by providing rebates to states. Accruals for
Medicaid rebates are calculated based on the specific
terms of the relevant regulations or the Patient Protection
and Affordable Care Act
– Cash discounts are offered to customers to encourage
prompt payment. These are accrued for at the time of
invoicing and adjusted subsequently to reflect actual
experience
– We record an accrual for estimated sales returns by applying
historical experience of customer returns to the amounts
invoiced, together with market-related information such as
stock levels at wholesalers, anticipated price increases and
competitor activity.
A reconciliation of gross turnover to net turnover for the US
Pharmaceuticals business is as follows:
2020
Margin
%
£m
100 18,471
2019
Margin
%
£m
100 18,227
2018
Margin
%
100
£m
20,035
(6,754)
(34)
(5,976)
(32)
(5,147)
(28)
(5,205)
(388)
(26)
(2)
(4,264)
(356)
(23)
(2)
(4,594)
(361)
(25)
(2)
Gross turnover
Market-driven
segments
Government
mandated and
state programmes
Cash discounts
Customer returns
Prior year adjustments
Other prior year items
Other items
(117)
402
–
(522)
Total deductions
(12,584)
Net turnover
7,451
(1)
2
–
(141)
247
–
(2)
(579)
(63) (11,069)
37
7,402
(1)
1
–
(3)
(98)
98
(59)
(613)
(1)
1
–
(4)
(60) (10,774)
40
7,453
(59)
41
Market-driven segments consist primarily of managed care and
Medicare plans with which we negotiate contract pricing that is
honoured via rebates and chargebacks. Mandated segments
consist primarily of Medicaid and federal government
programmes which receive government-mandated pricing via
rebates and chargebacks.
GSK Annual Report 2020 75
Investor informationFinancial statementsStrategic reportGovernance and remunerationGroup financial review continued
We may become involved in significant legal proceedings, in
respect of which it is not possible to make a reliable estimate
of the expected financial effect, if any, that could result from
ultimate resolution of the proceedings. In these cases,
appropriate disclosure about such cases would be included
in the Annual Report, but no provision would be made.
This position could change over time and, therefore, there can
be no assurance that any losses that result from the outcome of
any legal proceedings will not exceed by a material amount the
amount of the provisions reported in the Group’s financial
statements.
Like many pharmaceutical companies, we are faced with
various complex product liability, anti-trust and patent litigation,
as well as investigations of our operations conducted by various
governmental regulatory agencies. Throughout the year, the
General Counsel of the Group, as head of the Group’s legal
function, and the Senior Vice President and Head of Global
Litigation for the Group, who is responsible for all litigation and
government investigations, routinely brief the Chief Executive
Officer, the Chief Financial Officer and the Board of Directors
on the significant litigation pending against the Group and
governmental investigations of the Group.
These meetings, as appropriate, detail the status of significant
litigation and government investigations and review matters
such as the number of claims notified to us, information on
potential claims not yet notified, assessment of the validity of
claims, progress made in settling claims, recent settlement
levels and potential reimbursement by insurers.
The meetings also include an assessment of whether or not
there is sufficient information available for us to be able to make
a reliable estimate of the potential outcomes of the disputes.
Often, external counsel assisting us with various litigation
matters and investigations will also assist in the briefing of the
Board and senior management. Following these discussions,
for those matters where it is possible to make a reliable estimate
of the amount of a provision, if any, that may be required, the
level of provision for legal and other disputes is reviewed and
adjusted as appropriate. These matters are discussed further
in Note 46 to the financial statements, ‘Legal proceedings’.
Critical accounting policies continued
The increased deductions in the government-mandated
and state programmes of the gross turnover to net turnover
reconciliation primarily reflected higher rebates and
chargebacks on respiratory products, and on Advair in
particular. During the year Advair accounted for 6% of US
Pharmaceuticals turnover and approximately 24% of the total
deduction for rebates and returns.
The respiratory portfolio as a whole, including Established
Respiratory products, accounted for approximately 79% of
the total deduction in the year.
The balance sheet accruals for rebates, discounts, allowances
and returns for the US Pharmaceuticals and Vaccines businesses
are managed on a combined basis. At 31 December 2020, the
total accrual amounted to £4,686 million (2019 – £4,200 million).
A monthly process is operated to monitor inventory levels at
wholesalers for any abnormal movements. This process uses
gross sales volumes, prescription volumes based on third party
data sources and information received from key wholesalers.
The aim of this is to maintain inventories at a consistent level
from year to year based on the pattern of consumption.
On this basis, US Pharmaceuticals and Vaccines inventory
levels at wholesalers and in other distribution channels at
31 December 2020 were estimated to amount to
approximately four weeks of turnover. This calculation uses
third party information, the accuracy of which cannot be totally
verified, but is believed to be sufficiently reliable for this
purpose.
Legal and other disputes
In respect of the accounting policy for Legal and other disputes,
the following briefly describes the process by which we
determine the level of provision that is necessary.
In accordance with the requirements of IAS 37, ‘Provisions,
contingent liabilities and contingent assets’, we provide for
anticipated settlement costs where an outflow of resources is
considered probable and a reliable estimate may be made of
the likely outcome of the dispute and legal and other expenses
arising from claims against the Group.
Strategic report
The Strategic report was approved by the Board of Directors on
8 March 2021
Iain Mackay
Chief Financial Officer
8 March 2021
76 GSK Annual Report 2020
Group financial review continued
Strategic report
Governance and remuneration
Financial statements
Investor information
Corporate
Governance
In this section
Chairman’s Governance statement
The Board
Corporate Executive Team
Board architecture
Board roles and responsibilities
Board activity and principal decisions
Our purpose, values and culture
The Board’s approach to engagement
Board performance
Board Committee information
Our Board Committee reports
Section 172 statement
Directors’ report
78
80
83
85
86
87
90
91
94
96
97
108
109
GSK Annual Report 2020 77
GSK Annual Report 2020 77
Investor informationFinancial statementsStrategic reportGovernance and remuneration Chairman’s Governance statement
In last year’s Governance statement, I explained that our primary
objective for 2020 was to ensure there was clarity between the
Board and management on GSK’s execution of strategy and its
operational priorities. We have aligned our long-term priorities
of Innovation, Performance and Trust powered by culture
and agreed on the metrics to measure delivery against them.
The Board’s annual cycle of meetings ensures that all major
components of our strategy are reviewed over the course
of the year.
The COVID-19 pandemic impacted and dominated all our
lives for the majority of 2020. The Board was no different but
adapted well to operating virtually. We invested significant time
in assessing and responding to the impact of the pandemic.
Management and the Board established a framework to
consider three key areas: our People, Continuity and Solutions.
With support from the Corporate Responsibility and the
Science committees, the Board considered the impact of
COVID-19 on our organisation, initiatives, treatments and
solutions, and undertook a review of the appropriateness
of our Vaccines business and technology platform to ensure
that it would continue to be fully competitive in a post
COVID-19 world.
Resilience and decision-making
The Board’s resilience was tested individually and as a team
by COVID-19, with the imperative of remaining fast and agile in
its decision-making. I have been deeply impressed with how
management and the Board stepped up to and embraced this
challenge. Of our six scheduled meetings only our January one
took place face to face. Since March, the Board and our
Committee meetings were all virtual. In doing so, we, like the
rest of the organisation, had to adjust to the lack of physical
contact, including those crucial informal interactions. These help
build relationships, trigger ideas and evolve thinking on complex
topics. Charlie Bancroft joined the Board in May and has yet to
attend a physical meeting. His induction has so far taken place
entirely virtually.
We have thought carefully as a Board on how we organise our
virtual meetings, engage and spend time together to build and
maintain high quality engagements and operate effectively.
I have been pleased to observe at close quarters how the
Board’s commitment has fully aligned with the Executive:
continuous communication, a sense of urgency, agility, and
desire to maintain speed of decision making has helped in
ensuring we can continue to support management in the timely
execution of our strategic priorities.
Education and focus on Science
Given the critical importance of strengthening the pipeline,
the Board has benefitted from devoting a higher proportion of
its time in understanding the science behind our strategy and
testing its application. It is important that the Board has a
working understanding of the key strategic themes upon
which our R&D strategy is based. These themes have been
complemented by Board R&D science thematic deep dives.
Our focus was on the fundamentals of our strategy: human
genetics, the immune system and AI and ML, as well as to
gain a deeper understanding of COVID-19 and our vaccines
technology. These reviews were run by Dr Hal Barron, our
CSO, supported by our Science Committee & Scientific and
Medical Experts. The Board also receives regular updates
from Hal on progress in further strengthening the pipeline,
the evolution of our R&D organisation and its operations
and our incredibly talented scientists.
Governance architecture
Being clear on the priorities of the Board has enabled the
allocation of oversight responsibility for our Innovation,
Performance and Trust priorities to the Committees. This
means that every meeting can be focused directly on those
issues that really matter to GSK.
The benefits of this alignment between the Board and its
Committees at the start of 2020 became evident as the year
progressed. In particular, changes to the remit of the Science
and Corporate Responsibility committees and the
establishment of a Transformation & Separation Committee
enabled greater focus on oversight and challenge. Full details
of each committee’s activities are set out later in this report,
but I would like to highlight below certain key areas of their work.
Transformation & Separation Committee: This Committee
was established to ensure the Board could devote sufficient
attention to the issues surrounding the creation of the
Biopharma and Consumer Healthcare businesses. It reviews
decisions around physical separation and corporate finance
such as listing locations. The Committee is also mindful of not
just separating the cost base of two businesses, but creating
independent, competitively structured cost bases that are
efficient and fit for purpose. It therefore also oversees
management’s restructuring programmes to ensure the desired
benefits are delivered. It is a remarkable achievement that,
notwithstanding COVID-19, all of the major programmes are
on track.
78 GSK Annual Report 2020
Corporate Responsibility Committee: This Committee is
central in guiding the company’s ESG agenda. It has reviewed
and supported management’s more aggressive approach to
executing the E and S aspects of ESG. This has included
reviewing and endorsing a new level of ambition on
environmental sustainability through setting new goals to
achieve a net zero impact on climate and net positive impact
on nature by 2030. A review of inclusion and diversity
included disclosing targets on workforce race and ethnicity
and re-basing our gender diversity targets.
The Committee played a key role in guiding and overseeing
management’s response to COVID-19. It reviewed the
implications of production at risk and scale up, partnering,
geographic allocation, access and pricing.
I am now even more convinced that a strong commitment to
ESG is not just a business necessity but a long-term value
driver for the company which benefits all our stakeholders.
We believe we are well placed in this regard for the future.
Science Committee: This Committee continues to support
oversight of the scientific assumptions which drive our
distinctive R&D strategy evolved by the CSO for Biopharma
and as I explained earlier, guides and educates the Board
from a scientific perspective.
During the year, the CSO and his team sought to build on the
foundations set in 2019 by continuing to strengthen our pipeline
organically, through collaborations and business development.
The Committee’s review of the underlying scientific assumptions
and provision of scientific technical assurance on business
development transactions has been of critical support to the
Board.
Board succession planning
I am very pleased that Lynn Elsenhans has agreed to stay for
a further year before stepping down from the Board at the
2022 AGM. This will help with continuity of leadership of the
Corporate Responsibility Committee as we work to separation
and facilitate a smooth transition for her successor in the current
COVID-19 environment.
It is an honour to lead such a high-performing, collegiate and
unified Board. The formal governance planning for separation
will begin in the second half of 2021 and this will include
building towards the creation of two new boards. As we enter
this critical period, my intention is to maintain the continuity
and cohesion of the current Board which is highly focused on
maximising value for you our shareholders up to, and beyond,
the point of separation.
Evaluation
After a busy year, we were pleased that Jan Hall of No 4 was
able to complete a follow-up independent Board review to help
us further improve the Board’s effectiveness during 2021.
The conclusions of this review are set out later in this report.
During the year, the company continued to operate and
comply with the requirements of the Financial Reporting
Council's 2018 UK Corporate Governance Code. A copy of
the 2018 Code can be found on www.frc.org.uk.
I look forward to connecting with you at our AGM this year in
May and updating you at that time on our progress. Thank you
for your continued support.
Sir Jonathan Symonds
Chairman
8 March 2021
GSK Annual Report 2020 79
Investor informationFinancial statementsStrategic reportGovernance and remuneration The Board
Board composition
Composition
Executive
Non-Executive
Tenure Non-Executive
Up to 3 years
3-6 years
6-9 years
9-10 years
25%
75%
22%
45%
22%
11%
Board diversity
Gender
Male
Female
Ethnicity
58%
42%
Black, Asian and minority ethnic 8%
92%
White
See more information on page 106
International experience
Global
US
Europe
EMAP
92%
100%
92%
83%
Sir Jonathan Symonds, CBE
Non-Executive Chairman
Age: 62
Nationality: British
Appointed: 1 September 2019
N T
Dame Emma Walmsley
Chief Executive Officer
Age: 51
Nationality: British
Appointed: 1 January 2017
Chief Executive Officer from 1 April 2017
Iain Mackay
Chief Financial Officer
Age: 59
Nationality: British
Appointed: 14 January 2019
Chief Financial Officer from 1 April 2019
Dr Hal Barron
Chief Scientific Officer
and President, R&D
Age: 58
Nationality: American
Appointed: 1 January 2018
Chief Scientific Officer and President,
R&D from 1 April 2018
Skills and experience
Jon has extensive international financial, life sciences and governance experience.
Jon served as an Independent Non-Executive Director of HSBC Holdings plc from April 2014, and
as Deputy Group Chairman from August 2018, until his retirement from the Board in February 2020.
He was previously Chairman of HSBC Bank plc, Chief Financial Officer of Novartis AG, Partner
and Managing Director of Goldman Sachs, Chief Financial Officer of AstraZeneca plc, and a Partner
at KPMG. His governance experience includes roles as Non-Executive Director and Chair of the
Audit Committees of Diageo plc and QinetiQ Group plc and Non-Executive Chair of Proteus Digital
Health Inc.
Jon is a Fellow of the Institute of Chartered Accountants in England and Wales.
External appointments
Non-Executive Director, Rubius Therapeutics, Inc; Non-Executive Director, Genomics England
Limited having previously served as its Chairman; Member, European Round Table for Industry.
Skills and experience
Prior to her appointment as GSK’s CEO, Emma was the CEO of GSK Consumer Healthcare, a Joint
Venture between GSK and Novartis, from its creation in March 2015. Emma joined GSK in 2010 from
L’Oreal, having worked for 17 years in a variety of roles in Paris, London, New York and Shanghai.
Emma was previously a Non-Executive Director of Diageo plc.
Emma holds an MA in Classics and Modern Languages from Oxford University.
External appointments
Independent director, Microsoft, Inc; Honorary Fellow, Royal Society of Chemistry.
Skills and experience
Prior to joining GSK, Iain was Group Finance Director at HSBC Holdings plc, a position he held for
eight years. A chartered accountant, Iain has worked in Asia, the US and Europe and before HSBC
was at General Electric, Schlumberger Dowell and Price Waterhouse. Iain was previously a Trustee
of the British Heart Foundation and Chair of its Audit and Risk Committee.
Iain holds an MA in Business Studies and Accounting and holds an Honorary Doctorate from
Aberdeen University in Scotland.
Iain is a member of the Institute of Chartered Accountants of Scotland.
External appointments
Member, Court of the University of Aberdeen and Chair of its Remuneration Committee; Member,
The 100 Group and Chair of its Financial Reporting Committee.
Skills and experience
Prior to joining GSK, Hal was President, R&D at Calico LLC (California Life Company), an Alphabet-
funded company that uses advanced technologies to increase understanding of lifespan biology.
Prior to this, Hal was Executive Vice President, Head of Global Product Development, and Chief
Medical Officer of Roche, responsible for all the products in the combined portfolio of Roche and
Genentech. At Genentech, he was Senior Vice President of Development and Chief Medical Officer.
Hal was a Non-Executive Director and Chair of the Science & Technology Committee at Juno
Therapeutics, Inc until March 2018, when it was acquired by Celgene Corporation.
External appointments
Associate Adjunct Professor, Epidemiology & Biostatistics, University of California, San Francisco;
Non-Executive Board Director, GRAIL, Inc, an early cancer detection healthcare company; Advisory
Board Member, Verily Life Sciences LLC, a subsidiary of Alphabet, Inc.
Key
Committee Chair N Nominations & Corporate Governance A Audit & Risk R Remuneration S Science C Corporate Responsibility
T Transformation & Separation
80 GSK Annual Report 2020
The Board continued
Charles Bancroft
Independent Non-Executive Director
Age: 61
Nationality: American
Appointed: 1 May 2020
A T
Manvinder Singh (Vindi) Banga
Senior Independent Non-Executive
Director
Age: 66
Nationality: British
Appointed: 1 September 2015
Senior Independent Non-Executive Director
from 5 May 2016
N A R T
Dr Vivienne Cox, CBE
Independent Non-Executive Director
& Workforce Engagement Director
Age: 61
Nationality: British
Appointed: 1 July 2016
R C T
Skills and experience
Charlie has a wealth of financial and management experience in global biopharma.
Charlie retired from a successful career at Bristol Myers Squibb (BMS) in March 2020 where
he held a number of leadership roles in commercial, strategy and finance. Beginning his career
at BMS in 1984, he held positions of increasing responsibility within the finance organisation and
had commercial operational responsibility for Latin America, Middle East, Africa, Canada, Japan
and several Pacific Rim countries. He was appointed Chief Financial Officer in 2010, Chief Financial
Officer and Executive Vice President, Global Business Operations in 2016 and Executive Vice
President and Head of Integration and Strategy & Business Development in 2019. Charlie
successfully steered BMS through a period of strategic transformation, including its recent
$74bn acquisition of Celgene. Charlie also served as a member of the Board of Colgate-Palmolive
Company from 2017 until March 2020.
External appointments
Board Member, Kodiak Sciences Inc; Board Member, BioVector Inc; Advisory Board Member,
Drexel University’s LeBow College of Business.
The Board determined that Charlie has recent and relevant financial experience and agreed that
he has the appropriate qualifications and background to be an audit committee financial expert.
Skills and experience
Vindi has many years of commercial experience and a track record of delivering outstanding
performance in highly competitive global consumer-focused businesses.
Prior to joining GSK, Vindi spent 33 years at Unilever plc, where his last role (amongst several senior
positions) was President of the Global Foods, Home and Personal Care businesses, and a member
of the Unilever Executive Board. Vindi sat on the Prime Minister of India’s Council of Trade & Industry
from 2004 to 2014 and was on the Board of Governors of the Indian Institute of Management (IIM),
Ahmedabad. Vindi is also the recipient of the Padma Bhushan, one of India’s highest civilian honours.
Vindi has been a Non-Executive Director of the Confederation of British Industry (CBI) and Thomson
Reuters Corp, Chairman of the Supervisory Board of Mauser Group, Chairman of Kalle GmbH and
Senior Independent Director of Marks & Spencer Group plc.
External appointments
Partner, Clayton Dubilier & Rice; Director, High Ridge Brands Co; Non-Executive Director, The
Economist Newspaper Limited; Member, Holdingham International Advisory Board; Board Member,
International Chamber of Commerce United Kingdom; Member, Governing Board of the Indian
School of Business, Hyderabad; Member, Global Leadership Council of Saïd Business School,
Oxford; Member, Indo UK CEO Forum; Chair of the Board of Trustees, Marie Curie.
Skills and experience
Vivienne has wide experience of business gained in the energy, natural resources and publishing
sectors. She also has a deep understanding of regulatory organisations and government.
Vivienne worked for BP plc for 28 years, in Britain and Continental Europe, in posts including
Executive Vice President and Chief Executive of BP’s gas, power and renewable business and its
alternative energy unit. Vivienne was previously a Non-Executive Director of BG Group plc and Rio
Tinto plc and the Lead Independent Director at the UK Government’s Department for International
Development. Vivienne was appointed Commander of the Order of the British Empire in the 2016
New Year Honours for services to the UK Economy and Sustainability.
External appointments
Senior Independent Director, Pearson plc; Chairman of the Supervisory Board, Vallourec; Non-
Executive Director, Stena AB; Advisory Board Member, African Leadership Institute; Vice President,
Energy Institute; Advisory Board Member, Montrose Associates; Chair, Rosalind Franklin Institute;
Vice Chair, Saïd Business School, Oxford and member of its Global Leadership Council; Patron,
Hospice of St Francis.
Lynn Elsenhans
Independent Non-Executive Director
Skills and experience
Lynn has a wealth of experience running a global business and significant knowledge of the global
markets in which GSK operates.
Age: 64
Nationality: American
Appointed: 1 July 2012
C N A T
Lynn served as Chair, President and Chief Executive Officer of Sunoco Inc from 2009 to 2012. Prior
to joining Sunoco in 2008 as President and Chief Executive Officer, Lynn worked for Royal Dutch
Shell, which she joined in 1980, and where she held a number of senior roles, including Executive
Vice President, Global Manufacturing from 2005 to 2008. Lynn was previously a Non-Executive
Director of the First Tee of Greater Houston, Flowserve Corporation and the Texas Medical Center,
and a Trustee of the United Way of Greater Houston.
External appointments
Non-Executive Director and Chair of the Governance and Corporate Responsibility Committee,
Baker Hughes Company; Board Director and Chair of the Audit Committee, Saudi Aramco; Advisory
Board Member, Johns Hopkins University, Whiting School of Engineering; Member, Audit Committee
Leadership Network.
Key
Committee Chair N Nominations & Corporate Governance A Audit & Risk R Remuneration S Science C Corporate Responsibility
T Transformation & Separation
GSK Annual Report 2020 81
Investor informationFinancial statementsStrategic reportGovernance and remuneration The Board continued
Dr Laurie Glimcher
Independent Non-Executive Director
and Scientific & Medical Expert
Age: 69
Nationality: American
Appointed: 1 September 2017
A S
Skills and experience
Laurie brings scientific and public health expertise to the Board’s deliberations, and a wealth of global,
publicly listed pharmaceutical business experience.
In addition to a number of senior leadership positions held at both Harvard Medical School and Harvard
School of Public Health, Laurie has also served as Stephen and Suzanne Weiss Dean and Professor of
Medicine at Weill Cornell Medical College and as an Attending Physician at the New York Presbyterian
Hospital/Weill Cornell Medical Center. Laurie stepped down from the Board of Bristol-Myers Squibb
(BMS) in 2017 after serving for 20 years on its Board. Laurie was previously a Non-Executive Director
of the Waters Corporation and co-founder and Chair of the Scientific Advisory Board of Quentis
Therapeutics Inc.
External appointments
Professor of Medicine, Harvard Medical School; CEO, President and Attending Physician, Dana-Farber
Cancer Institute.
Member, US National Academy of Sciences and the National Academy of Medicine; Member, Scientific
Steering Committee of the Parker Institute for Cancer Immunotherapy; Independent Director, Analog
Devices Inc; Member, Scientific Advisory Boards of Repare Therapeutics Inc, Abpro Therapeutics and
Kaleido Biosciences Inc.
Dr Jesse Goodman
Independent Non-Executive Director
and Scientific & Medical Expert
Age: 69
Nationality: American
Appointed: 1 January 2016
Skills and experience
Jesse brings scientific and public health expertise to the Board’s deliberations. He has a wealth of
experience spanning science, medicine, vaccines, regulation and public health, and has a proven record in
addressing pressing public health needs from both the academic and federal sectors.
Jesse previously served in senior leadership positions at the US Food and Drug Administration (FDA),
including most recently as the FDA’s Chief Scientist and previously as Deputy Commissioner for Science
and Public Health and as Director of the Center for Biologics Evaluation and Research (CBER).
S C
Jesse played a leadership role in developing the FDA’s Regulatory Science and Medical Countermeasures
Initiatives and has worked collaboratively with industry, academia, government and global public health and
regulatory partners to prepare for and respond to major public health threats, including emerging infectious
diseases, disasters and terrorism. He led the FDA’s response to West Nile Virus and to the 2009 H1N1
influenza pandemic and served on the Senior Leadership Team for the 2010 White House Medical
Countermeasure Review. Jesse was previously a member of both the Scientific Advisory Committee and
the Regulatory and Legal Working Group of the Coalition for Epidemic Preparedness Innovations (CEPI).
External appointments
Professor of Medicine and Attending Physician, Infectious Diseases, Georgetown University and directs the
Georgetown University Center on Medical Product Access, Safety and Stewardship (COMPASS); Board
Member (formerly President), United States Pharmacopeia (USP); Board Member, Scientific Counselors for
Infectious Diseases, Centers for Disease Control and Prevention (CDC); Board Member, Intellia
Therapeutics Inc; Member, US National Academy of Medicine.
Judy Lewent
Independent Non-Executive Director
Skills and experience
Judy has extensive knowledge of the global pharmaceutical industry and of corporate finance.
Age: 72
Nationality: American
Appointed: 1 April 2011
A N R S T
Urs Rohner
Independent Non-Executive Director
Age: 61
Nationality: Swiss
Appointed: 1 January 2015
R N T
Judy joined Merck & Co in 1980 and served as its Chief Financial Officer from 1990 to 2007 when she
retired. Judy served as a Non-Executive Director of Dell Inc, Quaker Oats Company and Motorola Inc,
and held Non-Executive Directorships at Purdue Pharma Inc, Napp Pharmaceutical Holdings Limited
and certain Mundipharma International Limited companies until 2014.
External appointments
Non-Executive Director, Thermo Fisher Scientific Inc; Non-Executive Director, Motorola Solutions Inc;
Trustee, Rockefeller Family Trust; Life member, Massachusetts Institute of Technology Corporation;
Member, American Academy of Arts and Sciences; Business Advisory Board Member, twoXAR;
Advisory Board Member, 4D Path Inc.
The Board determined that Judy has recent and relevant financial experience, and agreed that she has
the appropriate qualifications and background to be an audit committee financial expert.
Skills and experience
Urs has a broad business and legal background and extensive senior level experience at multinational
companies.
Urs has served as Chairman on a number of Boards, most recently for Credit Suisse. Prior to joining
Credit Suisse in 2004, Urs served as Chairman of the Executive Board and CEO of ProSieben and
ProSiebenSat.1 Media AG. This followed a number of years in private practice at major law firms in
Switzerland and the US, having been admitted to the bars of the canton of Zurich in Switzerland in 1986
and the state of New York in the US in 1990.
External appointments
Chairman of the Board and of the Governance and Nominations Committee, Credit Suisse Group AG;
Chairman and member of the Board of Trustees, Credit Suisse Research Institute and Credit Suisse
Foundation; Vice-Chairman of the Governing Board, Swiss Bankers Association.
Key
Committee Chair N Nominations & Corporate Governance A Audit & Risk R Remuneration S Science C Corporate Responsibility
T Transformation & Separation
82 GSK Annual Report 2020
Corporate Executive Team
Dr Hal Barron
Chief Scientific Officer
and President, R&D
Roger Connor
President, Global Vaccines
Diana Conrad
Senior Vice President,
Human Resources (HR)
James Ford
Senior Vice President
and General Counsel
Nick Hirons
Senior Vice President,
Global Ethics and Compliance
Sally Jackson
Senior Vice President,
Global Communications
and CEO Office
Iain Mackay
Chief Financial Officer
Brian McNamara
CEO, GSK Consumer Healthcare
Skills and experience
Hal joined GSK and the CET in 2018. See Board biographies on pages 80 to 82.
Roger joined the CET in 2013. He was appointed President of GSK Global Vaccines in 2018.
In addition to leadership of the Vaccines business, he is responsible for GSK’s global procurement
organisation. Roger is also a member of the Gavi board, the Vaccine Alliance, where he
represents the International Federation of Pharmaceutical Manufacturers & Associations (IFPMA)
constituency. Previously, he was President, Global Manufacturing & Supply and, before that,
Vice President, Office of the CEO and Corporate Strategy. Roger joined GSK in 1998 from
AstraZeneca. Roger holds a degree in Mechanical and Manufacturing Engineering from Queen’s
University, Belfast and a Master’s in Manufacturing Leadership from Cambridge University.
He is a Chartered Accountant.
Diana was appointed Senior Vice President, Human Resources (HR) and member of the CET
in April 2019. She was previously Senior Vice President, HR, Pharmaceuticals R&D from 2016
where she played a key strategic role as leader of the R&D people and culture agenda to support
its transformation.
Diana joined GSK Canada’s HR team in 2000 where she held several roles of increasing
responsibility before becoming Senior Vice President, HR for Consumer Healthcare in 2009.
Prior to joining GSK, she held HR roles in companies including GE Capital, Gennum Corporation
and Zenon Environmental Laboratories. Diana has an Honours Bachelor of Arts from McMaster
University in Canada.
James joined the CET in 2018, when he was appointed Senior Vice President and General Counsel.
He joined GSK in 1995 and has served as General Counsel Consumer Healthcare, General Counsel
Global Pharmaceuticals, Vice President of Corporate Legal and was Acting Head of Global Ethics
and Compliance. Prior to GSK, James was a solicitor at Clifford Chance and DLA. He holds a law
degree from University of East Anglia and a Diploma in Competition Law from Kings College. He is
qualified as a solicitor in England and Wales and is an attorney at the New York State Bar. James is
based in London but has practised law and lived in the US, Singapore and Hong Kong. James is
co-chair of the US based Civil Justice Reform Group and a director of the European General
Counsel Association.
Nick was appointed to the CET in 2014 as Senior Vice President, Global Ethics and Compliance,
responsible for compliance, risk management, corporate security and investigations. Nick joined
GSK in 1994 as an International Auditor. He was later Head of Audit & Assurance, where he
combined five audit functions into an independent team with a common risk-based methodology.
In 2013, Nick relocated to China to establish a governance model for our China business and
created a consistent approach to compliance. Nick is a fellow of the Chartered Institute of
Management Accountants.
Sally joined the CET in March 2019 as Senior Vice President, Global Communications and CEO
Office. She is responsible for communications and government affairs for our three global
businesses and in the markets, as well as employee engagement across the Group. She is also the
CEO’s Chief of Staff. Prior to this Sally was Senior Vice President Office of the CEO and CFO and
she previously served as Head of Investor Relations. She joined GSK in 2001. Sally holds a degree
in Natural Sciences from the University of Cambridge.
Iain joined GSK and the CET in 2019. See Board biographies on page pages 80 to 82.
Brian joined the CET in 2016, when he was appointed CEO, GSK Consumer Healthcare.
He joined GSK in 2015 as Head of Europe and Americas for GSK Consumer Healthcare,
following the creation of the previous Joint Venture between GSK and Novartis. Previously,
he was head of Novartis’ OTC division. Brian began his career at Procter and Gamble.
Brian is a Board member of the Consumer Goods Forum and former Chairman and Board member
of the Global Self-Care Federation (GSCF). He earned an undergraduate degree in Electrical
Engineering from Union College in New York and an MBA in Finance from the University of
Cincinnati.
GSK Annual Report 2020 83
Investor informationFinancial statementsStrategic reportGovernance and remuneration Corporate Executive Team continued
Skills and experience
Luke Miels
President, Global Pharmaceuticals
Luke joined GSK and the CET in 2017 as President, Global Pharmaceuticals, responsible for our
commercial portfolio of medicines and vaccines. Luke also co-chairs the Portfolio Investment Board
with Hal.
He previously worked for AstraZeneca as Executive Vice President of their European business and,
prior to that, was Executive Vice President of Global Product and Portfolio Strategy, Global Medical
Affairs and Corporate Affairs. Before that, he was head of Asia for Roche based in Shanghai and
then Singapore. Prior to that he held roles of increasing seniority at Roche and Sanofi-Aventis in
the US, Europe and Asia.
Luke holds a Bachelor of Science degree in Biology from Flinders University in Adelaide and an
MBA from the Macquarie University, Sydney.
David joined the CET as Chief Strategy Officer in 2008 and is responsible for corporate development
and strategic planning. Previously, he was Senior Vice President, Northern Europe with responsibility
for GSK’s pharmaceutical businesses in that region and, before that, he was Senior Vice President
for Central and Eastern Europe. He joined GSK in 1994. David was appointed Chairman of the
Board of ViiV Healthcare Limited in 2011 and a Non-Executive Director of the Aspen Pharmacare
Holdings Limited Board in 2015.
He has a Bachelor of Science degree from Bristol University and is a Chartered Accountant.
Regis joined the CET in 2018, when he became President, Pharmaceuticals Supply Chain.
He is responsible for the manufacturing and supply of GSK’s pharmaceutical products. He also
leads Quality and Environment, Health, Safety and Sustainability at a corporate level. Regis joined
GSK in 2005 as a Site Director in France, rising to become Senior Vice President of Global
Pharmaceuticals Manufacturing before his current role. Previously, he held senior positions at
Sony, Konica Minolta and Tyco Healthcare. He is a member of the Board for ViiV Healthcare.
He is a mechanical engineer and holds an MBA.
Karenann joined GSK and the CET in 2017 as Chief Digital & Technology Officer, responsible for
our technology, digital, data and analytics strategy. Previously, she worked for Walmart as Chief
Information Officer. Prior to this, she was at Baxter International, where she was Chief Information
Officer, and before that Daimler Chrysler Corporation. Karenann began her career at General
Motors. In 2017 she became a Non-Executive Director of Pluralsight LLC.
She earned graduate and post-graduate degrees in Electrical Engineering from Kettering and
Purdue Universities respectively.
Phil joined the CET in 2011. He was appointed President, Global Affairs in 2017, with responsibility
for the Group’s strategic approach to reputation, policy development, stakeholder engagement,
and Global Health. Previously, Phil was Senior Vice President, Communications and
Government Affairs.
Phil is Chairman of The Whitehall & Industry Group and a Board member of the China–Britain
Business Council.
He earned his degree in English, History and Russian Studies from Durham University.
Emma joined GSK in 2010 and the CET in 2011. See Board biographies on pages 80 to 82.
Deborah was appointed to the CET in January 2020. She became Chief Executive Officer
of ViiV Healthcare in April 2017.
Deborah joined GSK in 1996 and was most recently the Senior Vice President of Primary Care
within the company’s US business, prior to which she led the US Vaccines business. She has
a strong track record of performance in both specialty and primary care. Deborah led the HIV
business in the UK before heading the HIV Centre of Excellence for Pharma Europe and held
international roles as General Manager of Australia and New Zealand and Senior Vice President
for Central and Eastern Europe.
David Redfern
Chief Strategy Officer
Regis Simard
President, Pharmaceuticals
Supply Chain
Karenann Terrell
Chief Digital & Technology Officer
Phil Thomson
President, Global Affairs
Emma Walmsley
Chief Executive Officer
Deborah Waterhouse
CEO, ViiV Healthcare
84 GSK Annual Report 2020
Board architecture
In 2020, we enhanced our corporate governance framework to further improve the effectiveness of the Board and the way it works,
and to support the Corporate Executive Team (CET) in delivering the transformation of our biopharma business and the planned
separation of Consumer Healthcare.
GSK’s internal control and risk management arrangements, described on pages 98 and 99 and 43 to 49, are an integral part of our
corporate governance framework.
Board
Chief
Executive
Officer
Corporate
Executive
Team
Science Committee
Corporate Responsibility
Committee
Transformation &
Separation Committee
Read more on page 104
Read more on page 102
Read more on page 107
Nominations & Corporate
Governance Committee
Audit & Risk Committee
Remuneration Committee
Read more on page 105
Read more on page 97
Read more on page 111
See page 96 for more about the roles and membership of each Board Committee.
Attendance at scheduled Board and Committee meetings during 2020
Total number of scheduled
meetings
Members
Sir Jonathan Symonds
Emma Walmsley
Iain Mackay
Dr Hal Barron
Charles Bancroft*
Vindi Banga
Dr Vivienne Cox
Lynn Elsenhans
Dr Laurie Glimcher
Dr Jesse Goodman
Judy Lewent
Urs Rohner
Number of ad-hoc meetings
Nominations &
Corporate
Governance
Audit & Risk
Remuneration
Science
Corporate
Responsibility
Transformation
& Separation
5
6
5
3
4
4
Board
6
Attended
Attended
Attended
Attended
Attended
Attended
Attended
6
6
6
6
4 (4)
6
6
6
6
6
6
6
21
5
5
4
5
5
4 (4)
6
6
6
6
6
4
4
4
3
4
4
4
5
5
5
5
5
4
4
4
3
3
3
4
* For Charles Bancroft, who joined the Board and the Audit & Risk Committee on 1 May 2020, the numbers in brackets denote the number of meetings
he was eligible to attend.
GSK Annual Report 2020 85
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Board roles and responsibilities
Leadership
Independent oversight and rigorous challenge
Chairman
Jonathan Symonds
– Leads and manages the business of the Board
– Provides direction and focus
– Ensures clear structure for effective operation of the
Board and its Committees
– Sets Board agenda and ensures sufficient time is
allocated to promote effective debate to support sound
decision making
– Ensures the Board receives accurate, timely and clear
information
– Meets with each Non-Executive Director on an annual
basis to discuss individual contributions and
performance, together with training and development
needs
– Shares peer feedback that is provided as part of the
Board evaluation process
– Meets regularly with all the Non-Executive Directors
independently of the Executive Directors
– Maintains a dialogue with shareholders on the
governance of the company.
The Chairman’s role description is available on GSK.com
Chief Executive Officer
Emma Walmsley
– Responsible for the management of the Group and its
three businesses
– Develops the Group’s strategic direction for
consideration and approval by the Board
– Implements the agreed strategy
– Is supported by members of the CET
– Maintains a continual and active dialogue with
shareholders in respect of the company’s performance.
The Chief Executive Officer’s role description is available on GSK.com
Non-Executive Directors
– Provide a strong independent element to the Board
– Constructively support and challenge management
and scrutinise their performance in meeting agreed
deliverables
– Shape proposals on strategy and offer specialist advice
to management
– Each has a letter of appointment setting out the terms
and conditions of their directorship
– Devote such time as is necessary to the proper
performance of their duties
– Are expected to attend all meetings as required.
Independence statement
The Board considers all of its Non-Executive Directors
who are identified on pages 81 and 82 to be independent
after being assessed against the circumstances set out
in Provision 10 of the 2018 Code. The reviews of the
continuing independence and commitment of both Judy
Lewent, who has served on the Board for more than nine
years, and Lynn Elsenhans, who will after 1 July 2021
have served on the Board for more than nine years, are
described on pages 105 and 106.
Senior Independent Director
Vindi Banga
– Acts as a sounding board for the Chairman and a trusted
intermediary for other Directors
– Together with the Non-Executive Directors, leads the
annual review of the Chairman’s performance, taking
into account views of the Executive Directors
– Discusses the results of the Chairman’s effectiveness
review with the Chairman
– Leads the search and appointment process and makes
the recommendation to the Board for a new Chairman
– Acts as an additional point of contact for shareholders,
maintains an understanding of the issues and concerns
of major shareholders through briefings from the
Company Secretary and Investor Relations.
The Senior Independent Non-Executive Director’s role description is
available on GSK.com
Company Secretary
Victoria Whyte
– Secretary to the Board and all Board Committees
– Supports the Board and Committee Chairs in annual agenda planning
– Ensures information is made available to Board members in a timely fashion
– Supports the Chairman in designing and delivering Board inductions
– Coordinates continuing business awareness and training requirements for the Non-Executive Directors
– Undertakes internal Board and Committee evaluations at the request of the Chairman
– Advises the Directors on Board practice and procedures, and corporate governance matters
– Chairs the Group’s Disclosure Committee
– Operates a Board-approved appointments policy that reflects the Board and external appointment
requirements of the 2018 Code
– Is a point of contact for shareholders on all corporate governance matters.
86 GSK Annual Report 2020
Board activity and principal decisions
The Board discharges its responsibilities through an annual programme of meetings. Papers and presentations to the Board (and its
Committees) focus its oversight of performance and the driving of the company’s strategic direction. They are designed to either:
– Facilitate effective decision making, being categorised for ‘awareness’, ‘input’ and/or ‘decision’, or
– Aid the Board’s oversight of the business, being for ‘awareness’ only.
Items of business considered ‘mission critical’ to GSK’s long-term success are highlighted below.
Areas of focus in 2020
Long-term priorities link
Strategy
The Board’s oversight of the execution of our strategy included:
MC
– Receiving and discussing reports from Pharmaceuticals, Vaccines and Consumer Healthcare
MC
– Holding a joint Board and CET strategy day to discuss plans for the two successor businesses up to and beyond
separation
– Receiving quarterly reports from the Chief Executive Officer (CEO), Chief Financial Officer (CFO) and Chief
Scientific Officer (CSO)
MC
– Discussing and scrutinising ‘Future Ready’ plans for transforming Biopharma and Consumer Healthcare
MC
– Scrutinising and approving major collaborations with third parties to develop vaccines and treatments for COVID-19
MC
– Approving business development transactions and strategic partnerships with third parties, including the mRNA
technology collaboration with CureVac following a review of Vaccines technology
– Reviewing and approving divestment of non-strategic Consumer Healthcare brands
Performance The Board’s focus on performance included:
– Evaluating the CEO’s 2019 performance, and setting 2020 objectives
MC
– Setting the annual budget and plan, and the forward-looking three-year forecast
– Annual talent and succession plan review
– Scrutinising the Group’s financial performance
– Reviewing the risks and impacts of COVID-19 on the Group’s business and performance
– Reviewing the quarterly financial results, dividend proposal, earnings guidance, investor materials and results
announcements
– Confirming the viability and going concern statements
– Approval of the statutory accounts
Science
The Board’s focus on science included:
– Briefings on the key elements of R&D strategy:
MC
– Review of R&D Science x Technology x Culture strategy
MC
– Receiving updates on the progress of key R&D assets, including the impact of COVID-19
MC
– Receiving and approving if appropriate, a number of business development transactions to further strengthen
the pipeline
Governance The Board’s focus on governance included:
– Receiving reports from its Committees
– Receiving reports from the external auditor
– Approving the appointment of a new Non-Executive Director, audit committee financial expert and successor
Audit & Risk Committee Chair
– Establishing a new Committee to focus on Transformation & Separation
– Approving the 2019 Annual Report and Form 20-F
– Receiving reports on corporate governance and regulatory developments and the Company Secretary’s report
– Considering conclusions and agreeing actions from the Board’s external evaluation
MC
– Setting the Board’s 2020-2022 priorities
– Reviewing our modern slavery statement and gender pay gap positioning
MC
– Annual review of the Board’s Enterprise Risk Responsibility Framework and Enterprise-wide Risks
Cultural
transformation
Our
stakeholders
– Receiving updates on cultural transformation progress
The Board’s consideration for stakeholder impacts included:
– Reviewing the Board’s governance architecture
– Considering reports from the Workforce Engagement Director
– Discussing reports on annual employee survey results
– Reviewing stakeholder perception research
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
P T C
P T C
P T C
P T
P T
P T
P T
P T C
P T
P T C
P T
P T C
P T
P T
P T
P
T
P T
P T
T
T
T
P T
P T C
T
T
P T C
P T C
P T C
P T C
P T C
Mission critical items MC Link to long-term priorities:
I
Innovation P Performance T Trust C Culture
GSK Annual Report 2020 87
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Board activity and principal decisions continued
Board members consider the interests of GSK’s key stakeholders and how their decisions could potentially affect them. Papers
considered by the Board and its Committees seek to highlight relevant stakeholder impacts of proposals under consideration –
whether positive or negative – in support of this duty and the decision-making process.
Selected examples of 2020’s principal decisions, and how the Board considered stakeholder perspectives, are set out below:
Stakeholder groups,
and other section 172
duties considered
Stakeholders:
Patients, consumers,
employees and investors
Other s172 duties:
Our long-term results,
workforce and business
relationships
Principal decision made by
our Board/Committees
The Science Committee considered the
scientific merits of these business
development opportunities prior to the
Board’s review and approval
The ARC recommended these limited SFI
programme changes to the Board for
approval
To safeguard key stakeholder interests, the
new programme is being implemented in
controlled phases across markets. A review
of the robustness of the programme’s
governance arrangements was presented
to the ARC at the end of 2020
Stakeholders:
HCPs, other medical experts,
employees, investors,
governments, regulators,
patients and consumers
A Non-Executive Director
briefing workshop was
held as part of the ARC
review process. This enabled
the Board to meet the China
Pharmaceuticals Leadership
Team and discuss the
country’s commercial policy,
risk management and
compliance culture
Other s172 duties:
Our long-term results,
workforce, business
relationships and reputation
Decisions
Business development,
collaborations and deals
(including COVID-19)
Commercial model
changes in China and
other selected markets
How Board/Committee
regarded stakeholder interests
The Science Committee and the Board
reviewed several business development
opportunities and COVID-19
collaborations. Those leading to
concluded transactions included:
– A strategic collaboration with CureVac
to access its mRNA platform capability
to supplement GSK's SAM technology
following a review of Vaccines
technology
– A TB consortium collaboration to
develop a novel treatment for TB
– A partnership with IDEAYA
Biosciences in synthetic lethality, an
emerging field in precision medicine
oncology
– A collaboration with Vir Biotechnology,
to identify potential COVID-19
treatment options
– Partnerships with Sanofi, Medicago
and Clover for three potential
COVID-19 vaccines using different
technologies
These arrangements were considered in
the context of their potential to help GSK
deliver transformational medicines to
patients
The Audit & Risk Committee (ARC)
considered, and recommended to the
Board, changes in our healthcare
professionals (HCP) engagement and
sales force incentive (SFI) programme
in China and other selected markets.
This reflected the growing shift in GSK’s
portfolio to innovative Specialty Care
products and our aim to increase
competitiveness and build further on
the initial phased roll out of the new
SFI programme in 2019
It examined these changes as a means of:
– Attracting and retaining the best sales
force talent in China
– Increasing the sales force’s
accountability and performance focus
– Enhancing the quality of our dialogue
with HCPs in China
– Helping us to serve patients better
The ARC agreed robust governance
arrangements to underpin these changes,
including real-time monitoring and
advanced data analytics. These uphold our
ethical and values-led approach to HCP
engagement
88 GSK Annual Report 2020
Board activity and principal decisions continued
Decisions
COVID-19 solutions and
pandemic preparedness
investment
New environmental
sustainability goals
Inclusion and
diversity
How Board/Committee has had
regard to stakeholder interests
Stakeholder groups and other
section 172 duties considered
Principal decision made by
our Board/Committees
The Committee recommended, and the
Board approved, the proposals because they
fully aligned with our purpose, strategy and
areas of business focus
Stakeholders:
HCPs, other medical
experts, employees,
investors, governments,
regulators, non-
governmental organisations,
multilateral organisations,
patients and consumers
Stakeholders:
Investors, employees,
governments, regulators,
non-governmental
organisations and
multilateral organisations
Other s172 duties:
Our long-term results,
workforce, business
relationships, community,
environment and reputation
The Committee recommended, and the
Board agreed, this step-change in the scale
and pace of addressing our impact on the
environment by committing to a goal of net
zero impact on climate and a positive impact
on nature across our value chain by 2030
This will contribute to protecting and
restoring a healthy planet to improve people’s
health. By linking these goals to actions to
remove carbon, improve biodiversity and
restore local water basins, we will
demonstrate a ‘nature positive’ approach,
by giving back more than we take
Stakeholders:
Investors, employees,
governments, regulators,
non-governmental
organisations and
multilateral organisations
Other s172 duties:
Our long-term results,
workforce, business
relationships, community,
environment and reputation
The Committee supported the proposal and
the Board agreed to:
– Report employee race and ethnicity data
in the 2020 Annual Report, accompanied
by our headline aspirational statement
– More detailed external disclosure of US
and UK data and specific aspirational
targets for delivery by the end of 2025
– Increase our global gender aspiration
for VP and above roles to 45%, or higher,
by the end of 2025
The Corporate Responsibility Committee:
– Considered GSK’s approach to
COVID-19 solutions with our vaccines,
adjuvant, and therapeutics pricing,
supply, and allocation
– Agreed the proposal to commit profits
from the sales of COVID-19 vaccines
during the pandemic to investment in
pandemic preparedness
The Committee was pleased to agree
GSK’s COVID-19 solutions’ approach and
principles: working in partnership, taking a
global approach, committing to access, and
supporting future pandemic preparedness.
This approach seeks to strike a balance
between generating economic return by
rewarding innovation and investing in our
business, while acting responsibly towards
our key stakeholders in supporting the
global response to the pandemic
The Corporate Responsibility Committee
received and considered a proposal to
review and develop our existing
environmental sustainability targets
These ambitious new targets firmly
aligned to expectations on environmental
sustainability across our key stakeholder
groups, with a focus on climate change
and damage to nature
The Committee agreed that addressing
this expectation would positively impact
GSK’s reputation, employee engagement
and equity position, and mitigate our
exposure to financial and supply chain risk
The Corporate Responsibility Committee
received and considered a proposal:
– For greater transparency of employee
race and ethnicity data and aspirations
in 2021. This supports our aspiration to
increase the percentage of our leaders
who identify as ethnically diverse
– To further increase our global gender
aspiration
The Committee noted that:
– Our strategic commitment to being
a modern employer was a key
component of the Trust priority, with
a strong employee experience being
critical to attracting and retaining key
talent to deliver our Innovation,
Performance and Trust priorities
underpinned by culture
– As part of our broader efforts in the
area of race, ethnicity and gender this
proposal was consistent with:
– Our approach to inclusion and
diversity (I&D), which focuses on
ensuring our workforce reflects
communities in which we work
and hire
– Disclosing gender diversity data
and aspiration setting globally
GSK Annual Report 2020 89
Investor informationFinancial statementsStrategic reportGovernance and remuneration Our purpose, values and culture
The Board’s role is to promote GSK’s sustainable success,
drive long-term growth for shareholders and add value for
stakeholders. Our Strategic report on pages 1 to 76
demonstrates how we work to achieve these goals, while
our Corporate Governance report on pages 78 to 110 explains
how our governance arrangements support our strategy and
Innovation, Performance and Trust priorities underpinned by
our culture.
Our purpose
GSK’s purpose is to improve the quality of human life by helping
people do more, feel better and live longer. It is underpinned by
our values of patient focus, integrity, respect and transparency.
Our purpose and values are a source of great pride to our
Board, management and employees. They help attract and
retain talented individuals who want to be part of a Group that
contributes to society. They also strengthen our relationships
with each other, and with patients, consumers and other key
stakeholders. In doing so, they help us to take new medicines,
vaccines and consumer healthcare products to patients and
consumers around the world.
Our culture
The Board is responsible for setting the Group culture, which
plays a key role in delivering high standards of business
conduct, promoting long-term success and unlocking and
protecting value. GSK’s expectations of courage, accountability,
development and teamwork are fundamental to our culture. In
2020, we continued to make good progress in evolving our
culture to increase the pace and performance focus of the way
we work, as discussed below.
The Board receives regular updates from GSK’s CEO, CSO,
CFO, Head of Human Resources and global businesses on our
progress in aligning our strategy, performance and values-
based culture. It assesses the progress of our culture shift
mainly through the results of GSK’s regular employee surveys.
A culture dashboard tracks four indicators of progress, namely:
– Appointing and promoting the right people
– Leadership capability
– Employee engagement
– Ways of working
The Head of Human Resources regularly updates the Board
on progress against these indicators.
The Board further supports GSK’s culture change by seeking
to appoint and promote the right people, enhancing governance
controls and processes to uphold and incentivise the right
behaviours, and training and developing employees.
During the year, the Board’s discussion of culture centred
on employees’ experience of GSK and our ways of working,
particularly against the backdrop of the COVID-19 pandemic.
It also considered our progress in evolving GSK’s culture
against insights and reflections from key external stakeholders.
The Audit & Risk and Corporate Responsibility committees,
meanwhile, considered the respective risk and compliance
aspects of our culture change and performance in line with
our Trust priority.
Culture change in a complex, global organisation such as GSK
takes time and sustained effort. The Board recognises that the
‘tone from the top’ drives a company’s culture and that it, and
the CET, must be role models, with their words, actions and
behaviours setting the template for employees. Board members
seek to lead by example. For instance, alongside the rest of the
workforce, they take the following key GSK training and
awareness modules:
– Living our values and expectations – which explores GSK’s
values, expectations and culture and their application to our
operations and ways of working
– Anti-bribery and corruption
– Inclusion and diversity
The way our people have lived and worked through the
COVID-19 pandemic and the crucial role our leaders have
played is described on page 10.
The recent race and ethnicity challenges in the US reinforced
our focus on inclusion and diversity, a core element of our
culture. We are confident of our work to date but realise there
is more we can do. Further progress in promoting our inclusion
and diversity agenda is set out on page 36 of our Strategic
report and page 103 of the Corporate Responsibility
Committee Chair’s report.
Our Code of Conduct embodies our values and expectations.
It is kept under review by the Board and is refreshed regularly.
It is available on gsk.com.
Our corporate standards and employee policies are aligned to
our values and expectations. They include our long-standing
Speak Up arrangements, which enable employees to raise
matters confidentially or anonymously without fear of reprisal.
The Board, through the Audit & Risk Committee, reviews Speak
Up reports provided by GSK’s Global Ethics and Compliance
(GEC) team. Our Speak Up channels and reports are managed
by an independent third party, with cases then investigated by
GEC.
For more details on how we enable our culture change and
invest in and reward our workforce see pages 10 and 36.
90 GSK Annual Report 2020
The Board’s approach to engagement
GSK’s engagement with our main stakeholder groups –
including patients, shareholders, consumers, customers and
employees – at all levels of the organisation and across the
enterprise is summarised on pages 16 and 17 of our Strategic
report.
The way the Board considered key stakeholders’ interests in
its discussions and decision making in 2020 is set out below.
For a holistic view of how the Board discharges this duty,
this should be read in conjunction with the:
– Section 172 statement on page 108, and the areas it
cross-references in this Annual Report
– Principal decisions made by the Board and its Committees,
on pages 88 and 89
Our stakeholders, quite rightly, have high expectations of us.
Our dynamic operating environment presents many challenges
and opportunities. In responding to such prospects, the Board
seeks to ensure that, as well as remaining commercially
successful, we meet stakeholders’ expectations and uphold
our reputation, maintain our licence to operate, and build trust.
To ensure that we identify and respond to their expectations
effectively, the Board engages with many stakeholders directly,
as well as by other means.
The influence and importance of different stakeholder groups
can vary, depending on the matter being considered. Indeed,
different stakeholders’ interests can be in conflict, requiring
balanced judgment by the Board.
Stakeholder engagement and feedback helps us identify
emerging issues. It enables the Board to consider GSK’s
activities in the context of what is relevant and important to
stakeholders, so ensuring we deliver our purpose, and advance
towards our goal of becoming one of the world’s most
innovative, best-performing and trusted healthcare companies.
Our principal Board Committees, and the CET, have delegated
powers. This enables them to build detailed understanding of
the impacts of the company’s actions or plans on stakeholders
through engagement briefings. These insights are then shared
with the Board as appropriate.
The Board primarily receives intelligence on stakeholder
perspectives from the work of the Corporate Responsibility
Committee, which is covered on page 102.
To further improve their understanding of stakeholder matters,
Board members are encouraged to meet individually with
employees, shareholders and other key stakeholders, during
their induction and afterwards on an ongoing basis. They are
encouraged to report to the Board on such experiences where
relevant and material.
The Board also learned of stakeholder views in 2020 from:
– The CEO’s Board Reports
– Monthly stakeholder perception reports
– Business updates
– Reactions to GSK’s COVID-19 response built around
People, Business Continuity and Solutions
– Key stakeholder perspectives at the Board and CET
strategy day
– Business development analysis and justifications
– Board and Committee evaluations
– Remuneration policy reviews and the wider workforce
pay perspective
– Culture and succession planning updates
– Workforce Engagement Director updates
– Annual Governance Meeting
– Annual General Meeting
– Employee survey reports
– Briefings during Annual Strategy meetings
– The Annual Budget and Business planning process
– Corporate governance and regulatory development updates
Our workforce
We have well established and strong engagement mechanisms
with our colleagues, as described on page 10 and 16. Two key
governance channels help communicate the workforce’s views
to the Boardroom:
– Feedback from GSK’s global employee survey
– The work of our Workforce Engagement Director, Dr Vivienne
Cox, who regularly gathers and explains colleagues’ views to
the Board, as she outlines overleaf
The Chairman and other Non-Executive Directors also regularly
meet employees around the Group and report back to the
Board.
The overall employee engagement score from our global
employee survey is one of our operating key performance
indicators, and is published on page 10. This year’s survey was
conducted in spring 2020 against the backdrop of the
intensifying COVID-19 crisis and significant business change.
It resulted in an engagement score of 84%, the highest since
the survey’s 2012 inception and an increase of 6% since the
previous survey in September 2019.
The Board was very pleased to see improvements in survey
scores across each of our Innovation, Performance and Trust
priorities powered by culture. These revealed the following
trends in employee sentiment:
– Purpose: Deeper connection to our purpose and the
patient/consumer. Positive changes in our culture are
contributing to a more engaged, productive and happy
workforce, and stronger performance. Employee feedback
was very consistent on these key benefits, with a general
agreement that the workforce contribution was being
recognised. There was strong support for the rationale
behind GSK’s COVID-19 response, with its emphasis on
People, Business Continuity and Solutions while retaining
focus on critical Innovation, Performance and Trust priorities
powered by culture
GSK Annual Report 2020 91
Investor informationFinancial statementsStrategic reportGovernance and remuneration The Board’s approach to engagement continued
– Performance: Leader-driven care for our people: Our
employees generally felt valued, supported and respected
during the crisis, which helped them form stronger
connections to their leaders and each other. They appreciated
the greater regularity of communication, and its open, honest
and more informal style
By necessity, our employees were much more flexible in
how they got their jobs done, with many working around
commitments at home. They reacted well to leaders’
openness in sharing their own challenges and to support for
more flexible working patterns. There was similar appreciation
for the company's flexibility around childcare needs and
holidays, and the support for employee health and wellbeing
This led to a new Performance with Choice initiative, which
enables a combination of face-to-face collaboration and
digital working. The first wave of participants to sign up for
the initiative were office-based employees (including office
workers in laboratories and factories) who do not need to be
on-site. In setting their new work parameters, employees
worked with their managers on how and where they work,
in line with their 2021 objectives, performance requirements,
and wider team preferences
– Clear accountabilities and pace: There was also a positive
recognition that management were assembling the right
teams with appropriate expertise irrespective of where, or at
what level, people were in the company, to respond rapidly
and collaboratively to fast-changing issues and opportunities
Workforce Engagement Director
It is now two years since I became GSK’s first Workforce
Engagement Director, a role which has been my privilege to
carry out. I have very much enjoyed meeting with a wide variety
of employees across the Group in different businesses and
geographies.
A plan of visits had been agreed for the year. However, due
to COVID-19, we needed to be more creative and embraced
technology and switched to virtual meetings. Nonetheless,
the meetings were very insightful and provided helpful
employee perspectives on our progress and the evolution
of GSK’s culture.
The year’s schedule included Let’s Talk sessions with teams
of employees from Oncology US Commercial, Consumer
Healthcare R&D and Marketing, Artificial Intelligence and
Machine Learning in R&D and Development R&D as well
as a dialogue with the Race and Ethnicity Employee Resource
Groups. Finally, I observed the Annual Senior Leaders virtual
meeting.
The Let’s Talk sessions are a well-established virtual employee
voice channel – to have direct conversations. Before each
session, I received a briefing from the business and the
Head of Human Resources. This included workforce data and
GSK survey data and insights on the business I was meeting,
in the context of the business as a whole and our wider group.
The Let’s Talk sessions followed a consistent format that
enabled me to directly compare feedback gathered from
different parts of the workforce during the year. Participants
represented a diverse cross-section of the employees within
each team. I was keen to hear both from employees who have
been with us for some time and those who were new to the
company and could bring recent perspectives, to compare
GSK to other organisations they have experienced.
I introduced myself and my role, explained why I am passionate
about employee engagement, the purpose of the conversation
and what I would do with the feedback. The ground rules were
managed in line with our values and expectations to ensure
participants were comfortable to express their anonymised
views. I kept the groups small, so that I could get to know the
participants and encourage them to share their views.
92 GSK Annual Report 2020
After the session, I then synthesised this feedback into a
non-attributed report for the next Board meeting.
Last October, the Chairman and I had the pleasure to meet
virtually with leaders and members of GSK’s Race and Ethnicity
Employee Resource Groups. We talked about the Board’s
support for the CEO’s ambition and actions to improve inclusion
and diversity. It was a wide-ranging conversation. In particular,
we discussed the commitment to be more transparent about
the ethnic representation of our workforce and leadership,
and to set public aspirational targets to focus everyone at GSK
on improving this ratio. For further details on the company's
inclusion and diversity work and the newly published aspirations
see page 36. As I develop my role, I aim to incorporate an
annual discussion with a selection of GSK’s Employee
Resource Groups.
I am pleased to report that, in general, the employees I have
met are broadly supportive of GSK’s culture changes and the
key benefits delivered. They value the advantages of working
for a large company with a strong purpose. The company’s
response to the COVID-19 crisis received particular support.
However, as many of the workforce continue to deal with the
challenges of working remotely, I will continue to enquire how
they are staying resilient, motivated and mentally well.
Some employees have raised the impact of restructurings.
There was excitement about the opportunities that the
separation into two companies could bring, but there was
also some natural trepidation, which is understandable.
COVID-19 permitting I hope to be able to engage with
employees face-to-face sometime during 2021. In the
meantime, the virtual route is enabling me to carry out my
role. I look forward to continuing to provide a platform for
employees’ views and perspectives in the Boardroom.
Dr Vivienne Cox
Non-Executive Director
The Board’s approach to engagement continued
Our shareholders
The Board seeks to directly engage with private retail and
institutional shareholders in several ways. These include
regular communications, the AGM and our Annual Governance
Meeting, and via the work of our Investor Relations team, the
Chairman, Sir Jonathan Symonds, and our Company Secretary,
Victoria Whyte.
During the year, our CEO, Emma Walmsley, and CFO, Iain
Mackay, also gave quarterly results presentations to institutional
investors, analysts and the media by webcast teleconference.
These are available on GSK.com.
Emma and Iain conduct a continual and active dialogue with
institutional shareholders on our performance, plans and
objectives through regular meetings. In 2020, Emma held
42 individual meetings with major shareholders and hosted 27
group meetings with actual and potential major shareholders.
Meanwhile, Iain held 58 individual meetings and 28 group
meetings.
Jon maintains an active dialogue with our shareholders –
including fund and portfolio managers – as well as seeing
governance professionals. This enables him to build a full
picture of major shareholders’ insights and perspectives on
GSK. Following his introductory meetings in 2019, he held
more than 16 general catch-up meetings with a range of
investors, comprising approximately a third of the company’s
share register.
Annual Governance Meeting
The Board holds an Annual Governance Meeting with
institutional shareholders, key investment industry bodies and
proxy advisory firms.
This year, due to COVID-19, the Chairman hosted a virtual
event in December. He was joined by our Senior Independent
Director, Workforce Engagement Director, Committee Chairs
and GSK’s external audit partner. We shared the following key
information with investors:
– Changes to the Board and its Committees and the increased
focus on Board imperatives and management oversight
– The increased importance of the Corporate Responsibility
and Science committees
– The strong Board oversight of progress towards separation
via the Transformation & Separation Committee
– Thoughtful and rapid response to COVID-19, focusing on
employees, business as usual activities, and potential
treatments and vaccines
– Employee feedback on how positive changes in GSK’s
culture appear to be supporting a more engaged, productive
and happy workforce, and stronger performance
– The continued evolution of GSK’s approach to environmental,
social and governance (ESG) matters, with the emphasis on
social and ESG reporting
– GSK’s modern employer approach, including its focus on
inclusion and diversity, and the response of the Board and
organisation to these issues
– A holistic view of the work, relationships and future focus of
the Audit & Risk Committee
– To discuss our Remuneration policy, practices and proposals
The meeting was well received, with thoughtful and incisive
questions being put to the attending Board members and
GSK’s external audit partner. Shareholder feedback was shared
subsequently with the rest of the Board.
This year, as usual, the Annual Governance Meeting slides were
available on gsk.com after the event.
Annual General Meeting
This year our AGM in May 2021 will be held at our registered
office due to COVID-19 restrictions on public gatherings. We
will broadcast the AGM and all shareholders are invited to join,
ask questions and vote at the meeting, all electronically. Further
details can be found on page 279.
Unfortunately, due to the COVID-19 pandemic, we were unable
to hold our 2020 AGM as planned. We held it instead at our
registered office as a closed meeting attended by the Chairman
and Company Secretary. This was in line with the minimum
quorum for our shareholder meetings and the UK Government’s
lockdown requirements. Other Board members joined by
telephone. While this was not an ideal AGM format, our priority
was to protect our shareholders, employees and the Board, and
uphold GSK’s governance, so we could continue to provide
healthcare to patients in need.
We wrote to shareholders in early April 2020 to explain these
arrangements and to encourage them to submit proxy votes.
Our responses to shareholder questions submitted in advance
of our AGM were published on our website. All our proposed
resolutions were approved by shareholders, with majorities
ranging from 88% to 99%.
The Board was very keen to provide a channel for meaningful
engagement with shareholders, as it would at a conventional
GSK AGM. It therefore held a shareholder webcast immediately
after the meeting, attended by all Board members. During the
webcast, our Chairman and CEO gave updates, after which
shareholders were able to question the Chairman, CEO, CFO
and CSO. Questions could also be lodged for other Board
members, for them to answer afterwards.
The webcast offered all shareholders, including those who
could not ordinarily attend our AGM, an opportunity to engage
with our Board. Shareholders could join by telephone or online,
with answers being given to a broad range of their questions,
including some submitted in advance. A recording of the
webcast and a Q&A summary are available on GSK.com.
GSK Annual Report 2020 93
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Action points
At the meeting to review the evaluation, the Board split into
three groups with an appropriate mix of Executive and Non-
Executive Directors to review and consider the report. After
due consideration and discussion the following action points
to further improve performance in 2021 were agreed:
– Consideration had and would continue to be given to stop
any unnecessary tasks to free more time to focus on the
priorities with the pre-condition that creating shareholder
value was of prime importance
– Consideration would also be given to making the best use
of the Board’s time during virtual meetings and incorporating
opportunities for ‘unstructured discussions’ where possible
– The Board would continue to discuss the approach to
separation during the course of the year
– The Science Committee would look to further deepen its
understanding of how R&D’s resources were allocated
– There was a desire to further enhance root cause analysis
that was undertaken when incidents or issues occurred. This
was to ensure they could be avoided in the future and as part
of the Group’s approach to further improving performance
Board Committees
The review of the Board committees focused on their progress
in embedding enhanced ways of working, that had been agreed
after No 4’s 2019 review of the Board’s governance and
architecture. It involved virtual interviews with Committee
members conducted by No 4 on behalf of the respective
Committee Chairs. Each Committee was considered to operate
effectively. To maintain optimal effectiveness, the Committee
Chairs were mindful of continuing to prepare full oral reports
to update the whole Board on their work as appropriate.
The important issues would be highlighted for comment.
Chairman
The SID and No 4 sought feedback on the Chairman's
performance from the Directors individually and collectively.
The results of the effectiveness review were then noted by
No 4 and discussed by the Chairman and the SID.
Board performance
The Board evaluates its performance, and that of its
Committees, every year. The evaluation is normally carried out
externally every third year, with the last one being facilitated in
2019 by Jan Hall of No 4, a business advisory company which
does not have any other connection with GSK. The Board felt
it would be helpful for No 4 to conduct the 2020 evaluation to
check progress on the implementation of the key measures
agreed by the Board after the previous year’s review.
Preparation
No 4 met with the Chairman in advance of the evaluation,
for an update on how the Board is operating and GSK’s future
priorities, and to agree the review’s objectives, scope and
timetable. The Company Secretary also provided No 4 with
advance access to Board and Committee materials, and other
information.
Interviews
During November and December 2020, No 4 conducted
confidential and detailed virtual interviews with the Board,
selected CET members, the Company Secretary, GSK’s
external auditor and our independent remuneration adviser,
to seek their views on the Board’s effectiveness. These
meetings reflected an agreed discussion guideline that was
sent to each participant beforehand. This included key topics
from the Financial Reporting Council’s 2018 Guidance on
Board Effectiveness and the relevant requirements of its 2018
UK Corporate Governance Code, although this did not limit the
feedback each participant could give.
Review
The Review sought to focus on progress made against what
the Board focused on for 2021 and to continue to evolve for the
successful delivery of two companies at separation and beyond.
The evaluation results and suggested next steps were included
in a summary report, compiled by No 4 and discussed initially
with the Chairman, CEO and the Senior Independent Director
(SID). The Review was presented to the Board in December
2020 which covered the following main areas of effectiveness
review:
– Overall review of the Board
– Board organisation, agenda and information
– Board dynamics, challenge and input
– Future strategy development and
– Performance delivery
The Review also highlighted proposals for the Board and its
Committees to better explore and resolve the ‘tough questions’,
which would be at the heart of making the Board even more
effective.
94 GSK Annual Report 2020
Board performance continued
Progress on 2019 Board evaluation
Progress against the conclusions of the 2019 Board evaluation review is set out below.
Areas of focus for 2020
Progress/Achievements
Meetings and organisation
To improve the balance between presentation and discussion to create more
time for debate
Board and Committee presentations are organised around a brief summary of
the key issues and questions to be addressed, so the majority of the allotted
time is given over to Q&As, discussion and decisions
Board dynamics and individual contributions
To facilitate even greater individual contributions by creating more discussion
time
Board and Committee agendas, papers and presentations have been further
evolved and organised to allow more time for Board members to provide
insights and perspectives on matters critical to Board priorities
Committees
To review the remit and attendees at the Board’s Committee meetings to
ensure they are fit for purpose for 2020 and beyond
Board Committee terms of reference were updated and a new Transformation
& Separation Committee was established by the Board in March 2020
Risk
To agree which Board Committee will ensure deeper oversight and review of
each of the Group’s enterprise risks
This exercise was completed by the Board. The terms of reference of the
relevant Board Committee were updated to reflect the agreed reallocation of
enterprise risk oversight responsibilities
Strategy and performance
To conduct deep dives into the key strategic areas and ensure a focus on
supporting management to execute the agreed strategy
Board and Committee agendas have been organised to emphasise and
allocate time for discussing ‘mission critical’ input and decision papers,
to reinforce the focus on strategic execution
Board knowledge
To deepen the Board’s knowledge and understanding of the latest scientific
developments
The Board benefitted from greater insight into GSK’s R&D strategy from
several R&D science theme deep dives during the year, specifically human
genetics, COVID-19 vaccines, mRNA technology and AI and ML
Stakeholders
Within the business, the Board should continue to focus on the key areas of
focus for the CET, namely: strengthening the R&D pipeline, growth,
transformation and delivery of GSK’s Trust business priority
Externally, it should maintain strong relationships and communication with
shareholders and other key stakeholders to seek their input and keep them
well informed on progress
The Board is aligned with the CET on delivering these mission critical items
for the benefit of all our key stakeholders
For more information on this continuing area of focus, see page 16
Succession planning
To complete the appointment of the Audit & Risk Committee (ARC) Chair’s
successor
Charles Bancroft joined the Board and the ARC on 1 May 2020. He will
succeed Judy Lewent as ARC Chair in March 2021, after this Annual Report
is published
Governance
To build further on GSK’s commitment to environmental, social and
governance (ESG) matters
The Board approved, and the company announced, ambitious new
environmental sustainability goals: to have a net zero impact on climate and a
net positive impact on nature by 2030
A search has been undertaken to seek a successor to Lynn Elsenhans, as
Chair of the Corporate Responsibility Committee, Lynn has agreed to serve for
another year until she retires from the Board in May 2022. See page 105 for
further details
GSK Annual Report 2020 95
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Board Committee information
Each Board committee has written terms of reference which have been approved by the Board and are reviewed at least annually to
ensure that they comply with the latest legal and regulatory requirements and reflect best practice developments. The following is a
summary of the role of each Committee and lists its membership. The current full terms of reference of each Board Committee are
available on gsk.com. The number of Committee meetings and Committee members' attendance are described on page 85.
Details of Committee members' skills and experience are included in their biographies under ‘The Board’ on pages 81 to 82.
In accordance with the FRC’s 2018 Code, the Board has determined that Judy Lewent and Charles Bancroft have recent and
relevant financial experience. It has also agreed that they both have the appropriate qualifications and background to be audit
committee financial experts as defined by the Sarbanes-Oxley Act of 2002, and has determined that they are independent within
the meaning of the Securities Exchange Act of 1934, as amended.
Board committee
report on page
Board Committee
Role
Audit & Risk
Corporate Responsibility
Science
Nominations &
Corporate Governance
Reviews the financial reporting process, the integrity of the
company’s financial statements, the external and internal audit
process, the system of internal control and the identification
and management of risks, and the company’s process for
monitoring compliance with laws, regulations and ethical
codes of practice
Initiates audit tenders, the selection and appointment of the
external auditor, setting their remuneration and exercising
oversight of their work
Considers GSK’s Trust priority and oversight of progress
against the associated Trust commitments which reflect the
most important issues for responsible and sustainable business
growth. It has oversight of the views and interests of our
internal and external stakeholders and reviews issues that have
the potential for serious impact upon GSK’s business and
reputation
Supports the Board in its understanding of the key strategic
themes, upon which the company’s R&D strategy is based,
and of any external transactions, by performing in depth
reviews of the underlying scientific assumptions to give the
Board technical assurance. It also undertakes more in depth
risk oversight of R&D related risks
Reviews the structure, size and composition of the Board,
the appointment of members to Board committees and
the appointment of Corporate Officers and makes
recommendations to the Board as appropriate. It plans and
assesses orderly succession for Executive and Non-Executive
directors and reviews management's Succession Plan to
ensure its adequacy
Is responsible for reporting to the Board, overseeing and
monitoring corporate governance arrangements and for making
recommendations to the Board to ensure the company’s
standards and arrangements are consistence with existing
corporate governance standards and emerging best practice.
It also reviews the company’s conflicts of interest
Transformation
& Separation
(Established on
12 March 2020)
Advises and assists the Board on the transformation and
separation of the company and oversees the associated risks
in separating the Group into Biopharma and Consumer
Healthcare companies
Remuneration
Sets the company’s remuneration policy having regard to
GSK’s workforce remuneration so that GSK is able to recruit,
retain and motivate its executives
The Remuneration policy is regularly reviewed to ensure
that it is consistent with the company’s scale and scope of
operations, supports the business strategy and growth plans,
is aligned to the wider workforce and helps drive the creation
of shareholder value
(The Chairman and the CEO are responsible for evaluating and
making recommendations to the Board on the remuneration of
Non-Executive Directors)
96 GSK Annual Report 2020
Membership comprises
Judy Lewent (Chair)
Charles Bancroft (from 1 May 2020)
Vindi Banga
Lynn Elsenhans
Dr Laurie Glimcher
Lynn Elsenhans (Chair)
Dr Vivienne Cox
Dr Jesse Goodman
Dr Jesse Goodman (Chair)
Dr Laurie Glimcher
Judy Lewent
Sir Jonathan Symonds (Chair)
Vindi Banga
Lynn Elsenhans
Judy Lewent
Urs Rohner
Sir Jonathan Symonds (Chair)
Charles Bancroft
Dr Vivienne Cox
Vindi Banga
Lynn Elsenhans
Judy Lewent
Urs Rohner
Urs Rohner (Chair)
Vindi Banga
Dr Vivienne Cox
Judy Lewent
97-102
102-103
104-105
105-106
107
111-138
Our Board Committee reports
Audit & Risk Committee report
Judy Lewent
Audit & Risk Committee
I am pleased to present this report, which will be my ninth
and final one as Chair of the Audit & Risk Committee (the
Committee). In 2020, the Committee worked largely to a
recurring and structured programme of activities, which
understandably included the impacts of the COVID-19
pandemic. I devised this programme with the Company
Secretary and agree its content with management and the
external auditor at the start of each year. It is adapted as
appropriate as the year progresses. A breakdown of these
activities and their areas of focus is available on gsk.com.
In the following pages, I aim to share insights into the activities
undertaken or overseen by the Committee during the year.
Financial reporting and controls
The integrity of GSK's financial statements, including the Annual
Report and quarterly results announcements, is an enduring key
focus for the Committee. The Committee’s position has always
been to aim for clear and transparent financial disclosure in our
financial reporting.
In 2020, our 2019 Annual Report was published before the
COVID-19 crisis and its impacts had fully unfolded. However,
at the first signs that COVID-19 was spreading to several
countries we closely monitored its potential impact on the
production of our results. A number of key measures were
taken by our Finance team and these were presented to the
Committee. It was pleased that the financial reporting and
controls framework remained robust and did not require any
fundamental changes beyond taking some targeted
adjustments to ensure that our control framework continued
to operate effectively through to the close of our first quarter
results and beyond.
These adjustments for our first quarter results included:
– Adapting and deploying Finance’s crisis management
response through the formation of a One Finance Issues
Management Taskforce to address and deliver on the critical
areas for the Finance organisation
– Delivering our results on time and to schedule with almost all
of the Finance teams (and our third-party partners) working
from home
– Reviewing accounting considerations as a result of the
COVID-19 impact, which resulted in additional proposed
disclosures that the Committee considered and approved,
while adopting and applying guidance issued by the Financial
Reporting Council (FRC)
– Working on a plan for the rest of 2020 to deliver business
as usual standards and to incorporate the learnings from the
measures taken during first quarter process into this plan.
This plan was reviewed by the Committee in the first quarter
and throughout the year and up to the approval of this Report.
I am pleased to confirm that its effective operation by Finance
has helped deliver smooth second and third quarterly results
and has continued to provide a stable reporting and controls
platform through to the 2020 financial year end
As part of the Committee’s role in assessing the effectiveness
of the internal controls over financial reporting, the Committee
continues to obtain regular updates on the progress of
strengthening information technology processes and their
associated infrastructure, especially around user access
management. There are appropriate mitigating technology
and business controls in place, while these processes are
strengthened.
As usual, the Committee was diligent in reviewing throughout
the year the appropriateness of our guidance, balancing the
developments in the external environment and advising the
Board accordingly.
External audit: The impact of COVID-19 on the audit of the
company from the onset of the crisis was assessed by the
external auditor, discussed with management and reported to
the Committee. There has not been any significant disruption
to its audit process or timetable. This was monitored closely
by the external auditor and the Committee throughout the year.
The Committee has continued to discuss the insights the
external auditor has provided from the use of analytical tools
and technology to help improve and accelerate the delivery of
its audit work.
Significant issues: The Committee and the external auditor
discuss the significant issues in relation to the financial
statements that the Committee considers periodically through
the year and areas of particular audit focus. There is a high
degree of alignment between the Committee and the external
auditor over these areas of attention which are set out in their
disclosures on pages 142 to 153.
Internal audit: The Audit & Assurance (A&A) team has adapted
its assurance work to take account of the changing business
challenges and travel restrictions arising from COVID-19.
The A&A team regularly updated the Committee on progress
against its agreed schedule of 2020 audits and values
assurance reviews.
As the new ways of working become more settled, we
anticipate that there will be more opportunities for A&A to
effectively perform assurance activities remotely, particularly
where the audit covers end to end processes that they can
access through technology. This will most likely apply to the
company’s Finance, Tech and R&D processes.
GSK Annual Report 2020 97
Investor informationFinancial statementsStrategic reportGovernance and remuneration Fundamental to the success of the continued evolution of this
new programme is strong leadership to drive our culture of
Performance with Trust. This is enforced and measured with our
governance controls and a zero tolerance for abuse.
Risk management, Internal controls and Enterprise risks
GSK has a well-established and mature risk management
and internal control framework which is described on page 99.
The Committee continues to scrutinise the operation of this
framework. It also reviews refinements that management
proposes to the framework to ensure it remains fit for purpose.
This further complements matters identified and managed as
part of the work of the Global Issues Management Team which
reports to the CET.
Data analytics and key risk indicators: Global Ethics &
Compliance (GEC) has introduced key risk indicators (KRIs)
for all our enterprise risks with quarterly reporting of out of
tolerance KRIs to our Risk Oversight and Compliance Council
(ROCC). In addition, risks and mitigations relating to COVID-19
were incorporated within our most significant risks. GEC has
also hired data analytics specialists and enhanced data mining
tools into its team to further enhance our use of data analytics in
our A&A and Independent Business monitoring groups.
Emerging risks: To help guide the Committee’s emerging risk
discussions at each meeting, a summary of particular areas of
focus for the ROCC from its most recent meeting is shared with
Committee members so that they have the most up-to-date risk
information in front of them.
Cyber security resilience: GSK’s information protection risk is
one of our principal enterprise risks and, due to its criticality to
the business, the Committee has continued to receive quarterly
updates as it monitors closely the ongoing work to manage this
continuously evolving risk. Indeed, its relevance has been even
more acute during the COVID-19 pandemic, which in less than
a week resulted in our entire office-based workforce moving
to a “work-from-home” model. In addition, information security
risks increased as a result of increased malicious email and
malware targeting GSK through phishing and other forms of
social engineering which our Tech organisation were able to
successfully combat. Further contextual details and the
mitigation activities that the Committee has overseen during
the year are given on page 273.
Although the Committee had recognised that COVID-19 had
provided some unique information security challenges and
threats, it also created some significant opportunities to
advance the security of the company.
Our Board Committee reports continued
SFI and HCP changes
We are continuing to consider the rationale around and test
the robust governance arrangements underpinning incremental
changes to our Sales Force Incentive (SFI) Programme and
Healthcare Care Professional Engagement (HCP) policy.
These resulted from GSK’s growing innovative Specialty care
products, such as Oncology, and the progress in building our
Specialty capability to transform our interactions with HCPs.
In 2018, limited updates were made to our HCP policy and in
my Committee report in the 2019 Annual Report, I described
the Committee’s scrutiny of and recommendation to the Board
to make limited changes to our SFI programme, to:
– ensure we can attract and retain best sales force talent;
– enhance the quality of our dialogue with our HCPs; and
– hence better serve our patients.
We believe these changes were necessary to secure growth
for the company, deliver on our strategic priorities and act in
the best interests of our patients, shareholders and other
stakeholders.
During 2020, in a further evolution of our commercial model,
the Committee has considered SFI and HCP policy changes
in China to support our innovative product launches and
competitiveness in that country.
The Committee devoted a significant portion of its time
setting out robust governance arrangements to underpin these
changes in China, including real-time monitoring/advanced
data analytics, that uphold our ethical and values-led approach
to HCP engagement. In addition, a Non-Executive Director
briefing workshop was held as part of the Committee’s
consideration process. This enabled the Board to meet the
China Pharmaceuticals Leadership Team and discuss the
country’s commercial policy, risk management and compliance
culture.
There has been a further roll-out of SFI and HCP policy
changes into other carefully selected markets. To safeguard key
stakeholder interests, the SFI programme is being implemented
in China and selected other markets in a controlled way
following clear stage-gated phases. These steps are kept
under review by management and the Committee.
The Committee has emphasised that the risk of unethical
behaviour by sales teams is one that needs to be monitored
closely and comprehensive risk mitigation plans are in place
too. As part of the ongoing development of the programme,
the Committee seeks to adopt where possible best practice
guidelines for effective compliance programmes. Changes to
the SFI programme are underpinned by robust internal controls
which will continue to be a significant focus for the Committee
given the associated risks. We know we need to act swiftly if
things do not go as expected.
98 GSK Annual Report 2020
Our Board Committee reports continued
Internal control framework
Our Board recognises its obligation to present a fair, balanced
and diligent assessment of GSK’s current position and
prospects. Reflecting this responsibility, it is accountable for
evaluating and approving the effectiveness of GSK’s internal
controls, including financial, operational and compliance
controls, and risk management processes.
We ensure the reliability of our financial reporting, and
compliance with laws and regulations, through our internal
control framework. This is a comprehensive enterprise-wide
risk management model which supports the Board’s continuous
identification, evaluation and management of the Group’s
principal risks, as required by the FRC’s 2018 Code. The
framework is designed to manage the risk of us not achieving
our business objectives.
A fit-for-purpose framework – complemented by our corporate
values, expectations and Speak Up processes – ensures that
the risks associated with our business activities are actively
and effectively controlled in line with our agreed risk appetite.
We believe GSK’s framework provides reasonable, but not
absolute, assurance against material misstatement or loss.
The Board mandates the Group’s ROCC of senior leaders
to assist the Committee in overseeing risk management and
internal control activities. It also provides the business with
a framework for risk management and upward escalation
of significant risks. Each business unit has a risk board
structure which reports to the ROCC. Our business unit
Risk Management and Compliance Boards (RMCBs) are
responsible for promoting the local tone from the top and
risk culture, as well as ensuring effective oversight of internal
controls and risk management processes.
Each principal risk has an assigned risk owner, drawn from
senior management, who is accountable for managing his/her
principal risk, including setting and implementing risk mitigation
plans. They report annually on their respective risk management
approach and progress to the ROCC and the Committee.
Our GEC function assists the ROCC and RMCBs. GEC is
responsible for advancing enterprise-wide risk management
and for developing risk-based and ethically sound working
practices. It also actively promotes ethical behaviours by
enabling all employees to operate in line with our values and
comply with applicable laws and regulations.
Our A&A function provides independent assurance to senior
management and the Board on the effectiveness of risk
management Group-wide, in line with an agreed assurance
plan. This helps senior management and the Board to meet
their oversight and advisory responsibilities in fulfilling GSK’s
strategic objectives and building trust with patients and other
stakeholders. A&A has a dual reporting line to our CFO and
the Committee.
The Committee receives regular reports from business units,
principal risk owners, GEC and A&A on areas of significant risk
to the Group and on related internal controls. These reports
assess the internal control environment within each principal risk
area, including enhancements to strengthen controls. Following
consideration of these reports, the Committee reports annually
to the Board on the effectiveness of GSK’s internal controls.
In 2020, through the authority delegated to the Committee, the
Board conducted a robust assessment of the Group’s principal
risks. This assessment, which was in line with the FRC’s 2018
Code, included consideration of the nature and extent of risk the
Board is willing to take in achieving GSK’s strategic objectives.
The Board, via the Committee, also oversaw the effectiveness
of our internal control environment and risk management
processes across the Group for the whole year, up to the
approval date of this Annual Report.
GSK’s internal control framework and risk management
governance structure is illustrated graphically on gsk.com.
A review of the Group’s risk management approach is further
discussed in the ‘Risk management’ section of the Strategic
report on pages 43 to 49. Our management of each principal
risk is explained in ‘Principal risks and uncertainties’ on pages
261 to 275. The Group’s viability is discussed in the Group risk
management section of the Strategic report on page 48.
GSK Annual Report 2020 99
Investor informationFinancial statementsStrategic reportGovernance and remuneration Our Board Committee reports continued
Significant issues relating to the financial statements
In considering GSK’s quarterly financial results announcements and the financial results in the 2020 Annual Report, the Committee
reviewed the significant issues and management judgements in determining those results. It reviewed management papers setting
out the key areas of risk, actions taken to quantify the effects of the relevant issues, and judgements made by management on the
appropriate accounting required to address those issues in the financial statements.
The significant issues considered in relation to the financial statements for the year ended 31 December 2020 are set out in the
following table, with a summary of the financial outcomes where appropriate. The Committee and the external auditor have
discussed the significant issues addressed by the Committee during the year and the areas of particular audit focus, as described
in the Independent Auditor’s Report on pages 142 to 153.
Significant issues considered by the Committee
in relation to the financial statements
Going concern basis for the preparation
of the financial statements
Revenue recognition, including returns
and rebates (RAR) accruals
Provisions for legal matters, including
investigations into the Group’s
commercial practices
Provisions for uncertain tax positions
Impairments of intangible assets
Valuation of contingent consideration
in relation to ViiV Healthcare
How the issue was addressed by the Committee
The Committee considered the outcome of management’s half-yearly and year end reviews of current
and forecast net debt positions and the various financing facilities and options available to the Group.
The Committee also considered management’s review of the current and longer-term impacts of the
COVID-19 pandemic, at the outbreak of the pandemic and at the year end. Following consideration of
these assessments, which included stress testing and viability scenarios, sources of liquidity and funding,
forecasts and estimates, the Committee confirmed that the application of the going concern basis for the
preparation of the financial statements continued to be appropriate.
The Committee reviewed management’s approach to the timing of recognition of revenue and accruals for
customer returns and rebates. The US Pharmaceuticals and Vaccines accrual for returns and rebates was
£4.7 billion at 31 December 2020 and the Committee reviewed the basis on which the accrual had been
made and concurred with management’s judgements on the amounts involved. A fuller description of the
process operated in the US Pharmaceuticals and Vaccines business in determining the level of accrual
necessary is set out in ‘Critical accounting policies’ on page 75.
The Committee received detailed reports on actual and potential litigation from both internal and external
legal counsel, together with a number of detailed updates on investigations into the Group’s commercial
practices. Management outlined the levels of provision and corresponding disclosure considered necessary
in respect of potential adverse litigation outcomes and also those areas where it was not yet possible to
determine if a provision was necessary, or its amount. At 31 December 2020, the provision for legal matters
was £0.3 billion, as set out in Note 31 to the financial statements, ‘Other provisions’.
The Committee considered current tax disputes and areas of potential risk and concurred with
management’s judgement on the levels of tax contingencies required. At 31 December 2020, a tax payable
liability of £0.7 billion, including provisions for uncertain tax positions, was recognised on the Group’s
balance sheet.
The Committee reviewed management’s process for reviewing and testing goodwill and other intangible
assets for potential impairment. The Committee accepted management’s judgements on the intangible
assets that required writing down and the resulting impairment charge of £293 million in 2020. See
Note 20 to the financial statements, ‘Other intangible assets’ for more details.
The Committee considered management’s judgement that it was necessary to increase the liability to
pay contingent consideration as a result of increases in sales forecasts as well as the unwind of the
discount and updated exchange rate assumptions. After cash payments of nearly £0.9 billion in the year, at
31 December 2020, the Groups’ Balance sheet included a contingent consideration liability of £5.4 billion
in relation to ViiV Healthcare. See Note 32 to the financial statements, ‘Contingent consideration liabilities’
for more details.
ViiV Healthcare put option
The Committee reviewed and agreed the accounting for the Pfizer put option and concurred with
management’s judgement on the valuation of the put option of £1.0 billion at 31 December 2020.
100 GSK Annual Report 2020
Our Board Committee reports continued
Auditor’s reappointment
External auditor
External auditor appointment
Last tender
Transition year
May – December 2016
2017
First shareholder approval of current auditor May 2018
The Committee Chair regularly meets independently with the
audit partners. The Committee also meets the auditor at the end
of each meeting to discuss progress, as appropriate.
Having reviewed the above feedback, and noted any areas of
improvement to be implemented by the audit team for 2021,
the Committee was satisfied with the:
First audited Annual Report and 20-F
Year ending 31 December 2018
– Effectiveness of the auditor and the external audit process
Next audit tender required by regulations
2026
There were no contractual or similar obligations restricting the
Group’s choice of external auditor. The Committee considers
that during 2020 the company complied with the mandatory
audit processes and audit committee responsibility provisions
of the Competition and Markets Authority Statutory Audit
Services Order 2014.
Effectiveness and quality of external audit process
The Committee is committed to ensuring that GSK receives a
high quality and effective external audit. In evaluating Deloitte’s
performance during 2019, prior to making a recommendation
on its reappointment in early 2020, the Committee reviewed
the effectiveness of its performance against the criteria which
it agreed with management at the beginning of 2019. These
criteria are set out on page 103 of the 2019 Annual Report.
The detailed criteria used for judging the effectiveness of
Deloitte as external auditor (which are based on audit approach
and strategy, high quality independent audit, effective
partnership and value for money) and its overriding responsibility
to deliver a smooth, thorough and efficiently-executed audit for
2020 are available on GSK.com.
– Auditor’s independence, qualifications, objectivity, expertise
and resources
The Committee therefore agreed to recommend the
reappointment of Deloitte to the Board at the forthcoming AGM.
Non-audit services
Our management operates on the presumption that other
accountancy firms will provide non-audit services to GSK.
However, where the external auditor’s skills and experience
make it the only suitable supplier of non-audit support – such
as for audit-related matters, tax, and other services – it may be
used, in the best interests of the company. In line with GSK’s
non-audit services policy, the Committee must ensure that
auditor objectivity and independence is safeguarded by
reviewing and pre-approving the external auditor’s provision of
such services.
The company policy complies with the FRC’s 2019 Revised
Ethical Standard and the Sarbanes-Oxley Act of 2002. It
observes the following core policy features on engaging the
external auditor for non-audit services:
GSK non-audit services policy, key features:
In undertaking its review, the Committee considered:
Process:
– The overall quality of the audit
– The independence of Deloitte
– Whether Deloitte exhibited an appropriate level of challenge
and scepticism in its work
Deloitte’s length of tenure was not taken into account when
assessing its independence and objectivity, as it was only
recently appointed as GSK’s auditor. However, the Committee
did consider how effectively it had assumed its role as auditor.
The Committee also considered feedback on the 2020 external
audit, through a survey of Committee members and the financial
management team at corporate and business unit level. The
survey covered the:
– Effectiveness of the auditor’s challenge
– Integrity of Deloitte
– Transparency of its reporting to management and the
Committee
– Clarity of the auditor’s communication and ways of working
– Alignment of the 2020 audit to the Group’s investment in
Systems, Applications and Products (SAP)
– Quality of the audit team’s leadership
– Skills and experience of the audit team
All non-audit services over £50,000 are put to competitive
tender with other financial services providers, in line with
the Group’s procurement process, unless the skills and
experience of the external auditor make it the only suitable
supplier.
Safeguards:
Adequate safeguards are established so that the objectivity
and independence of the Group audit are not threatened or
compromised.
Fee cap:
The total fee payable for non-audit services should not
exceed 50% of the annual audit fee, except in special
circumstances where there would be a clear advantage in
the auditor undertaking the additional work.
Prohibitions: GSK’s policy includes a ‘whitelist’ of permitted non-audit
services in line with the relevant regulations. Any service not
on this list is prohibited.
Pre-approval: All non-audit services require pre-approval as set out in the
table below to ensure services approved are consistent with
GSK’s non-audit policy for permissible services. This process
ensures all services fall within the scope of services permitted
and pre-approved by the Committee and does not represent
a delegation of authority for pre-approval.
Value
More than £50,000
Between £25,000 and
£50,000
Under £25,000
Pre-approver
Committee Chair and CFO
Group Financial Controller
Designate of the Group
Financial Controller
The fees paid to the company's auditor and its associates are
set out overleaf. Further details are given in Note 8 to the
financial statements, ‘Operating profit’ on page 170.
GSK Annual Report 2020 101
Investor informationFinancial statementsStrategic reportGovernance and remuneration Our Board Committee reports continued
Audit & other services comparison (£m)
2020
1.8
1.41.4
2019
1.5
2018
3.9
28.3
30.3
29.1
26.2
26.2
26.6
0
10
20
30
Audit and assurance services
Other services, including tax, regulatory, compliance and
treasury-related services
Fair, balanced and understandable assessment
The need for an annual report to be fair, balanced and
understandable is one of the key compliance requirements for a
company’s financial statements. To ensure that GSK’s Annual
Report meets this requirement, we have a well-established and
documented process governing the co-ordination and review of
Group-wide contributions to the publication. This runs in parallel
with the process followed by the external auditor.
The Committee received a summary of management’s
approach to GSK’s 2020 Annual Report to ensure it met the
requirements of the FRC’s 2018 Code. This enabled the
Committee, and the Board, to confirm that GSK’s 2020 Annual
Report as a whole is fair, balanced and understandable and
provides the necessary information for shareholders to assess
the company’s position and performance, business model and
strategy.
Code of Conduct and reporting lines
We have a number of well-established policies, (including a
Code of Conduct), which are available on gsk.com, together
with details of our confidential Speak Up lines for reporting and
investigating unlawful conduct.
Audit & Risk Committee Chair succession
I was delighted to welcome Charles Bancroft, the former Chief
Financial Officer, Bristol Myers Squibb. As a designated UK
and US Financial Expert, Charlie joined the Committee – that
has, as a whole, competence relevant to the sector in which the
company operates – on 1 May 2020. Since then, Charlie and I
have been working on a smooth transition and handover before
he succeeds me as Committee Chairman after the publication
of this Annual Report.
It has been my privilege to serve as a member of the Board, to
Chair this Committee and to oversee the audit and risk aspects
during so much change in the company, the environment and
the regulation and governance of accounting and reporting in
pharma companies. I will continue to follow the company’s
progress up to and beyond separation of the Biopharma and
Consumer businesses.
Judy Lewent
Audit & Risk Committee Chair
8 March 2021
102 GSK Annual Report 2020
Corporate Responsibility Committee report
Lynn Elsenhans
Corporate Responsibility Committee
I am pleased to present my fifth report as Chair of the
Corporate Responsibility Committee (the Committee).
The Committee is now a very important part of the Board’s
oversight of the company’s Trust priority, overseeing and
guiding the CET in delivering long-term value for both
shareholders and society.
Role of the Committee
The Committee oversees GSK’s Trust priority and the
company’s progress against our Trust commitments, which
reflect the most important areas for responsible and sustainable
business growth. It has oversight of the views and interests of
our internal and external stakeholders and reviews issues that
could seriously impact GSK’s business and reputation.
The Committee has a rolling agenda. It receives reports from
CET members and senior managers to ensure that actions and
progress on GSK’s Trust commitments are considered
regularly. This includes monitoring how the company engages
effectively with a broad range of stakeholders and responds to
the high external expectations of GSK as a global healthcare
company. The Committee is supported by our Chairman, CEO,
General Counsel, Presidents of Global Affairs and Pharma
Supply Chain, and the VP Trust and Global Health, who are
invited to its meetings. Other CET members attend as required.
The Committee has oversight of the principal risks most relevant
to its area of expertise and responsibility, namely: product
quality, non-promotional engagement, supply continuity,
environmental sustainability, and environment, health and safety.
Each principal risk is managed by a member of senior
management to ensure appropriate controls are in place, with
clear plans to address any gaps. For more details on these risks
see pages 43 to 45 and 261 to 275.
Key activities
In 2020 we focused particularly on the alignment of the Group’s
Trust priority to GSK’s purpose and strategy. As the company
navigated the challenges presented by COVID-19 and our
purpose became an aligning and motivating factor for
employees, this focus proved very helpful.
During the year the Committee undertook a deeper oversight
of the enterprise risks most relevant to its remit and expertise.
This involved regular reports from risk owners, including relevant
materials and advice on these risks, such as highlights from
relevant Audit & Assurance and Global Ethics & Compliance
outcomes.
We made good progress on our Trust commitments, set
originally in 2018, notwithstanding the impact of the pandemic.
Our Board Committee reports continued
The key activities reviewed included:
Oversight of GSK’s COVID-19 response: Global health has
long been one of GSK’s key contribution areas. In recent years,
the company has increased our focus on science to ensure we
have the biggest impact, in line with our strengths and strategy.
In 2020 the Committee oversaw the company’s response to
COVID-19 on behalf of the Board. The Committee and
management are acutely aware of the need to respond in
a way that balances the interests of key stakeholders and is
sustainable for GSK. The Committee discussed how GSK
could contribute scientific and technological expertise, and
explored decision-making frameworks with management,
around responsible pricing models, access and allocation
principles, and partnership criteria. These frameworks allowed
GSK to make rapid decisions consistent with our values,
purpose and strategy.
Environmental sustainability: The Committee reviewed and
approved recommendations for GSK to set two new ambitious
goals: a net zero impact on carbon and a net positive impact
on nature by 2030. The Committee reviewed the contribution
to these goals of GSK’s Pharmaceuticals, Vaccines and
Consumer Healthcare businesses. The Committee also
discussed the impact of climate change and nature loss on
human health, recognising that the new goals are consistent
with our purpose and strategy.
Modern employer: The Committee has regular oversight
of GSK’s modern employer programme and had several
discussions with management on race and ethnicity during
the year. The company will continue to report progress on
gender targets and, from 2021, has set and will disclose targets
on workforce race and ethnicity in markets where sufficient
employee data is available. For further details on evolving the
company's inclusion and diversity agenda see page 36.
Health and safety: The health and wellbeing of employees is
extremely important to GSK, together with the communities in
which we operate. The Committee now has formal oversight of
employee health and safety as an enterprise risk, having always
provided oversight of these areas. The Committee had several
discussions with management on GSK’s health and safety
performance, including detailed reports from the investigations
into the causes of two workplace-related fatalities during the
year, to ensure the company takes appropriate action on all
key learnings.
Stakeholder engagement and insights
The Committee pays close attention to the evolving views and
expectations of the company’s broad range of key stakeholders.
It reviews and discusses a regular report on stakeholder
insights at each meeting to ensure it considers the issues that
may have a bearing on GSK’s reputation and the delivery of our
responsible business agenda. Employee insights and feedback
were discussed in relation to the progression of the company’s
modern employer agenda and the results of the 2020 employee
survey.
I meet directly with shareholders to understand any issues and
concerns they may have. In December, I was pleased to engage
with a number of our largest investors at the company’s virtual
Annual Governance Meeting. This included an interactive
session with participants on the increasingly important work of
the Committee over the year.
The Committee actively looks to ensure GSK’s continued
delivery against societal and shareholder needs, and is aware
of the increasing focus on environmental, social and governance
(ESG) issues among investors. It strongly supports
management’s approach to managing ESG, including risk
mitigation. Management continues to benchmark our ESG
performance, and I am pleased to see a strong showing in this
area. During the year, GSK was ranked second in the
Pharmaceuticals industry in the Dow Jones Sustainability Index,
and in early January came first in the Access to Medicine Index.
The company also maintains a strong position in investor ratings
such as Sustainalytics, MSCI, and Vigeo Eiris.
The Committee monitors investor expectations on ESG
reporting and disclosure on an ongoing basis. GSK continues
to align to best practice in reporting, in accordance with the
Sustainability Accounting Standards Board (see 2020 ESG
Performance Summary) and the Taskforce on Climate-related
Financial Disclosures (see page 46).
Committee aims for 2021
The Committee will continue to scrutinise and monitor GSK’s
material Trust topics and relevant enterprise risks. It will also
work with management to continue to ensure that commitments
in support of the Trust priority evolve according to external
expectations and company strategy, particularly as GSK
progresses towards the creation of two new leading healthcare
companies. The Committee considers the company is well
positioned to support the continuing delivery of our Trust
priority.
Committee Chair succession
I am approaching the end of my tenure on the Board. However,
to facilitate a smooth transition to my successor, I have agreed
to stay on the Board for a further year until the 2022 AGM. This
is subject to my re-election at the AGM in May. I look forward to
working with and handing over to my successor once they are
announced.
Lynn Elsenhans
Corporate Responsibility Committee Chair
8 March 2021
GSK Annual Report 2020 103
Investor informationFinancial statementsStrategic reportGovernance and remuneration Our Board Committee reports continued
Science Committee report
Dr Jesse Goodman
Science Committee
This has been another significant year for the Committee, during
which it has renewed its focus on science at a deeper level to
support the Board, both in its understanding of the company’s
R&D strategy and to provide reassurance and guidance as
required.
During the year, the Committee has focused on three broad
objectives:
– Ensuring that the key scientific assumptions which drive the
company’s R&D strategy remain valid
– Providing technical assurance, particularly in relation to
potential transactions
– Delivering oversight of our research practices and patient
safety enterprise risks
As part of this renewed focus, the Committee undertook
deep-dives into strategic themes including:
– Human genetics
– Artificial intelligence and machine learning (AI and ML)
– Vaccines
– Oncology
AI and ML has been one of the most exciting areas addressed
by the Committee during the year. Building capabilities in this
area will enable GSK to develop systems which take advantage
of our world leading access to human genetic data from
collaborations with 23&Me, UK Biobank and FinnGen. This
will have a significant impact on the future of R&D discovery
and development processes across GSK.
Assessment of GSK’s response to COVID-19
The Committee oversaw the company’s response in developing
potential vaccines and therapies for COVID-19. This response
included:
– Partnering our vaccines adjuvant with multiple companies
and research groups across the world, including Sanofi,
SK Bioscience of South Korea and Medicago of Canada
– Investigating next generation COVID-19 vaccines through
our collaboration with CureVac
– Developing potential therapeutic options to combat
COVID-19 and potential future outbreaks through our
collaboration with Vir Biotechnology and our own innovative
pipeline assets
Pipeline progress
The Committee was pleased to observe the progress made
by Dr Hal Barron, GSK’s Chief Scientific Officer (CSO) and
President, R&D, in driving scientific innovation across R&D
during the year as the company continued to strengthen and
advance its pipeline. In 2020, we received nine major approvals,
including the approval of four new molecular entities in
oncology, HIV and chronic kidney disease. We also delivered
lifecycle innovation for our key medicines in areas such as
respiratory disease.
There were encouraging major developments in our oncology
pipeline, including two major US Food and Drug Administration
(FDA) approvals:
– Zejula (niraparib) as the only monotherapy available as a
first-line maintenance treatment for women with advanced
ovarian cancer regardless of biomarker status
– Blenrep (belantamab mafodotin) for adult patients with
relapsed or refractory multiple myeloma, the second most
common form of blood cancer in the US
In addition, ViiV Healthcare obtained FDA approval of
Cabenuva (cabotegravir, rilpivirine), the first complete long-
acting regimen for the treatment of HIV-1 infection in adults.
Our vaccines pipeline is also progressing well with our highly
promising maternal RSV vaccine candidate and our Men
ABCWY five-in-one vaccines meningitis candidate both
entering Phase III studies.
Business development, strategic partnerships and
collaborations
Building on the foundations set last year, the Committee
continued to review the scientific opportunity in a number
of large-scale investments and business transactions.
Vir Biotechnology: The Committee supported GSK’s
collaboration with Vir to identify and accelerate new anti-viral
antibodies which could be used as therapeutic or preventative
options to fight COVID-19 and future outbreaks. Three late-
stage studies are now underway with VIR-7831 with results
anticipated in the first half of 2021.
This collaboration was expanded in February 2021 to advance
new therapeutics for influenza and other respiratory diseases.
Pan-TB collaboration: GSK joined a consortium of
philanthropic, non-profit and private sector organisations
(including the Bill & Melinda Gates Foundation) to accelerate
the development of a novel treatment for tuberculosis (TB).
This is an important step in addressing the current challenges
in diagnosing and treating drug-resistant TB.
104 GSK Annual Report 2020
Our Board Committee reports continued
CureVac partnership: In its role of helping to identify critical
emerging trends in science and medicine, the Committee
believes that accessing external innovative platforms is key
to the future of our vaccines business.
GSK’s strategic partnership with CureVac provides access
to innovative messenger RNA (mRNA) technology, a rapidly
progressing platform for developing new vaccines and
medicines. The technology could expand the range of diseases
which can be prevented or treated while potentially hastening
development and manufacturing. CureVac’s mRNA technology
and manufacturing capability will complement GSK’s existing
expertise in vaccines in addressing significant unmet medical
need.
In February 2021, building on this existing relationship, GSK
entered into a further collaboration with CureVac to jointly
develop next generation mRNA vaccines to offer broader
protection against a variety of different SARS-CoV2 varients
and enable a quick response to new variants potentially
emerging in the future.
IDEAYA Biosciences collaboration: GSK’s partnership with
IDEAYA in synthetic lethality, an emerging field in precision
medicine oncology, could help us achieve a sustainable flow of
new treatments in this field. Synthetic lethality is one of GSK’s
four core research areas in oncology, making IDEAYA an ideal
partner.
I would like to take this opportunity to thank Judy Lewent, who
has been a member of the Committee since its inception in
2017 and will retire from the Board after the 2021 AGM, for her
valuable contributions to our deliberations from a commercial
life sciences perspective. We look forward to being joined by
an additional Scientific & Medical Expert when they have been
appointed to the Board to continue the Committee’s work in
developing the specialist scientific support that we provide to
the Board.
In 2021, we will continue our role in supporting the CSO
and overseeing our R&D pipeline ahead of separation,
as GSK seeks to deliver the next generation of innovative
transformational medicines and vaccines for patients.
Dr Jesse Goodman
Science Committee Chair
8 March 2021
Nominations & Corporate Governance
Committee report
Jonathan Symonds
Nominations & Corporate Governance Committee
I am pleased to present my second report as Chair of the
Nominations & Corporate Governance Committee (the
Committee). The Committee was re-named this year to reflect
its expanded role to encompass corporate governance matters,
thereby freeing more time at the Board and ensuring deeper
focus of this important area.
Work of Nominations & Corporate Governance Committee
As we transform GSK and move closer to separation, the
Committee’s key priorities have been to:
– Search for replacements for our long-serving Directors,
Judy Lewent and Lynn Elsenhans
– Identify a third Scientific & Medical Expert (SME) to
strengthen our scientific expertise on the Board and our
Science Committee
– Close any skills gaps
Board changes
In my 2019 report, I described the search for Judy’s successor
as Chair of the Audit & Risk Committee (ARC), which resulted
in Charles Bancroft’s appointment to the Board on 1 May.
Charlie has recently retired from a successful career at Bristol
Myers Squibb. He brings a wealth of financial and management
experience in global biopharma, which will be invaluable to the
Board as GSK moves to the next stage of its development and
beyond. The handover arrangements between Judy and Charlie,
as he becomes ARC Chair after publication of this Annual
Report, are described in Judy’s report on pages 97 to 102.
Despite serving for over nine years, Judy continues to
demonstrate the characteristics of independence in carrying
out her role on the Board.
We have appointed Korn Ferry to assist in the search for Lynn’s
successor as Chair of the Corporate Responsibility Committee.
Korn Ferry, which also provides GSK with recruitment and
consultancy services, is a signatory to the Voluntary Code of
Conduct for Executive Search Firms on gender diversity and
best practice. We are using broad selection criteria, focusing
on potential candidates with the following knowledge,
experience and commitment:
– ESG: Depth of understanding and experience of the broader
ESG agenda and, ideally, the expectations of investors in this
area
– Using our science and technology to address health
needs: Experience of science and technology to progress
global health, potentially gained through working for, or in
partnership with, global non-governmental organisations.
Further experience of working with different stakeholder
groups, including governments, regulators and other public
policy organisations
– Making our products affordable and available: Familiar with
the issues of public access to medicine, ethical practices and
patient advocacy, ideally gained in the life sciences sector
GSK Annual Report 2020 105
Investor informationFinancial statementsStrategic reportGovernance and remuneration Our Board Committee reports continued
– Being a modern employer: The ability to contribute and
lead a discussion on diversity and ethnicity, and familiarity
with setting and monitoring high standards of health and
safety, and supporting employee health, wellbeing and
personal development
We are committed to the diversity of our Boardroom, as GSK
is committed to equal opportunities for all our employees at all
levels of our organisation. The Board and management seek to
encourage a diverse and inclusive culture throughout the
company.
– Being a responsible business: Experience of developing
a culture that focuses on an organisation’s positive social
impact through its engagement with employees, suppliers,
customers and communities. Understanding and experience
of the role and responsibility of organisations in minimising
their environmental impact and setting and monitoring
environmental targets and safety systems
An effective Board needs a range and balance of skills,
experience, knowledge, ethnicity, gender, social-economic
backgrounds and independence, with individuals who are
prepared to challenge each other and work collaboratively.
This mix needs to be complemented by a diversity of personal
attributes, including character, intellect, judgement, honesty
and courage.
I have described in my statement why we have asked Lynn to
remain in post for another year, before stepping down from the
Board at the 2022 AGM. The Board confirmed that, despite her
impending nine years service, Lynn continues to demonstrate
the characteristics of independence in carrying out her role on
the Board.
Given the critical importance of strengthening GSK’s pipeline,
the Board has increased the time it spends on R&D strategy,
while the Science Committee is focusing on science at a
deeper level to support the Board’s understanding and provide
reassurance and guidance as required. We are therefore
searching for a third SME who, when appointed, will see the
Science Committee being made up entirely of SMEs. Korn
Ferry is also assisting with this appointment. We have identified
the following selection criteria for candidates:
– Possession of a scientific profile and leadership across
genetics/artificial intelligence, immunology and cell/gene
therapy
– Relevant experience in academia, pharmaceuticals/biotech
leadership
– The ability to add value to the Board and to the creation of the
new GSK biopharma company
– Strong ethical personal qualities, providing a good fit with our
diverse Board
We have made good progress to date and look forward to
announcing the results of our searches.
Board composition, tenure and diversity
The Board seeks to balance the composition and tenure of itself
and its Committees, and to refresh them over time, so that they
benefit from the experience of longer-serving Directors and the
fresh perspectives and insights of newer appointees.
We draw our Non-Executive Directors from a wide range of
industries and backgrounds, including the pharmaceuticals
industry and R&D, vaccines, consumer products and
healthcare, medical research and academia, insurance and
financial services. They have a wealth of experience of complex
organisations with global reach. Many of our Board members
also have experience of long-cycle industries, which is of great
assistance in understanding our sector.
Board and CET diversity targets
The Committee is responsible for developing measurable
objectives – and monitoring progress towards their achievement
– to assist the implementation of the Board’s diversity policy,
including gender and ethnic diversity.
Our diversity objectives are in line with the measurable targets
set out in the Hampton-Alexander and Parker reviews for
achievement by 2020 and 2021 respectively. Our progress
against these targets is set out below. For consistency, the
diversity metrics are as at 30 October 2020.
Diversity objectives
Progress achieved
At least 33% of Board positions
held by women
At least 33% of CET positions
held by women
At least 33% of combined CET
and direct report positions held
by women
At least one Board Director
position held by an ethnic minority
Exceeded objective: 41.5%
Met objective: 33.3%
Exceeded objective: 40.6%
Met objective: One Board Director
The Committee is particularly intent on closing the gap
between gender representation and increasing ethnic minority
representation on the Board and CET, and developing the
pipeline of direct reports to the CET from ethnic minorities.
The representation of women and ethnic minorities in
management positions is illustrated on page 37, as part of the
diversity of GSK’s global workforce.
The Committee met with all Non-Executive Directors present
to receive and consider the succession plans for management,
and with the Executive Directors to ensure there was a diverse
pipeline of potential successors. It also regularly reviews
succession planning for Non-Executive members of the Board.
Sir Jonathan Symonds
Nominations & Corporate Governance Committee Chair
8 March 2021
106 GSK Annual Report 2020
Our Board Committee reports continued
Transformation & Separation Committee report
Jonathan Symonds
Transformation & Separation Committee
I am pleased to present my first report as Chair of the
Transformation & Separation Committee (the Committee),
which met for the first time in May.
The Committee is made up of our Senior Independent Director,
the Chairs of our Audit & Risk, Remuneration, and Corporate
Responsibility committees, and our Workforce Engagement
Director. I invite other Non-Executive Directors to our meetings
when it could save repetition at the Board.
The Committee has two principal functions:
– Exercising oversight of the Future Ready transformation
programme, particularly the cost savings and separation of
the company infrastructure, as the delivery team moves from
project design to implementation. We are also tracking the
status of key risk indicators, such as value capture and
technology
– Considering the optimal form of separation. This includes
the Consumer Healthcare business’s listing location and the
implications of the separation
The Committee is pleased that the programme is making good
progress, with full CET engagement and leadership and all
deliverables on track. I take great pride that the programme has
continued to be delivered as planned despite COVID-19, with
only minor adaptions necessary.
The programme has provided an opportunity to fundamentally
review the structure, cost base and ways of working of both our
biopharma and consumer healthcare businesses, including
consideration of increased automation, different service levels,
real estate impacts, procurement savings and accelerated
digitisation. These have been revisited following the successful
embedding of new ways of working after the outbreak of the
pandemic. The Committee also receives reports from our Audit
& Assurance and Compliance teams on the risks related to
achieving a successful separation.
The Committee and management have been very clear that
GSK will remain as one company until separation, with the
overriding emphasis being driving top line growth and improving
margin. Next year, I look forward to sharing further progress
on the Committee’s pivotal role in overseeing and guiding
management on the transformation and separation of GSK and
overseeing the associated risks in separating the Group into
two leading companies, in biopharma and consumer healthcare.
Sir Jonathan Symonds
Transformation & Separation Committee Chair
8 March 2021
GSK Annual Report 2020 107
Investor informationFinancial statementsStrategic reportGovernance and remuneration Section 172 statement
Company directors are required by law to promote the success
of their organisation for the benefit of both shareholders and
their wider stakeholders, including employees, suppliers and
the community.
This statement aligns to such requirements, as set out in
Section 172 of Section 414CZA of the Companies Act 2006
(the Act). It indicates how, during the year, our Directors
addressed the matters set out in Section 172(1) (a) to (f) of the
Act when performing their duties. To avoid duplication, it
incorporates information from other areas of the Annual Report.
The Board considers that the statement focuses on those risks
and opportunities that are strategically important to GSK, and
consistent with the Group’s size and complexity.
In performing its duty to promote GSK’s success, the Board
focuses on various matters, including listening to and
considering the views of shareholders and other key
stakeholders.
This allows it to build trust and fully understand the potential
impacts of the decisions it makes on all our stakeholders. Our
engagement with GSK’s main stakeholder groups, including
our patients, shareholders, consumers, customers and
employees at all levels and across the organisation, are
summarised on pages 16 and 17 of our Strategic report.
The company’s governance architecture and processes are
summarised on pages 85 to 93 of our Corporate Governance
report. This summary explores how the Board considers all
relevant matters in making its principal decisions to contribute
to the delivery of GSK’s long-term priorities of Innovation,
Performance and Trust.
More information on the issues, factors and stakeholders that
the Board considers relevant to complying with Section 172(1)
(a) to (f) of the Act can be found in the locations outlined below.
The Board has had regard to the following matters:
(a) Long-term results
The likely consequences of any decision in the
long term
Strategic report:
Our business model (page 01)
Chairman’s statement (page 03)
CEO’s statement (page 04)
Capital allocation (page 02)
Key performance indicators (page 11)
Risk management (page 43)
Viability statement (page 48)
Corporate Governance report:
Board activity and principal decisions (page 87)
Our purpose, values and culture (page 90)
The Board's approach to engagement (page 91)
Audit & Risk Committee report (page 97)
(b) Our workforce
The interests of the Group’s employees
Strategic report:
Our business model (page 01)
Our culture (page 10)
Modern employer (page 36)
Stakeholder engagement (page 16)
Corporate Governance report:
Board activity and principal decisions (page 87)
Our purpose, values and culture (page 90)
The Board's approach to engagement (page 91)
Audit & Risk Committee report (page 97)
Nominations & Corporate Governance
Committee report (page 105)
Remuneration report:
Remuneration Committee Chair’s
statement (page 112)
Directors' pay in a wider setting (page 122)
GSK.com:
Gender pay gap report
(c) Our business relationships
The importance of developing the Group’s business
relationships with suppliers, customers and others
Strategic report:
Our business model (page 01)
Industry trends (page 12)
Stakeholder engagement (page 16)
Innovation (page 18)
Performance (page 28)
COVID-19 solutions (page 24)
Reliable supply (page 39)
Working with third parties (page 40)
Risk management (page 43)
Corporate Governance report:
Board activity and principal decisions (page 87)
The Board's approach to engagement (page 91)
Audit & Risk Committee report (page 97)
Corporate Responsibility Committee report
(page 102)
(d) The community and our environment
The impact of the Group’s operations on the
community and our environment
(e) Our reputation
Our desire to maintain our reputation for high
standards of business conduct
(f) Fairness between our shareholders
Our aim to act fairly as between members of the
company
Corporate Governance report:
The Board's approach to engagement (page 91)
Investor information (page 244)
Strategic report:
Trust section including:
Environment (page 41)
Environment, Health and Safety, and
Environmental Sustainability risks (pages 45,
271 and 272)
Climate-related financial disclosure (page 46)
Corporate Governance report:
Corporate Responsibility Committee report
(page 102)
GSK.com:
Responsibility reports and data
Strategic report:
Our culture (page 10)
Trust (page 33)
Ethics and values (page 39)
Human rights (page 40)
Reporting and investigating concerns (page 39)
Anti-bribery and corruption risk (pages 44 and 265)
Non-financial information statement (page 49)
Our approach to tax (page 54)
Corporate Governance report:
Corporate Responsibility Committee
report (page 102)
GSK.com:
Modern slavery statement
108 GSK Annual Report 2020
Directors’ Report
Our Directors’ powers are determined by UK legislation and
our Articles of Association, which contain rules about the
appointment and replacement of Directors. They provide
that Directors may be appointed by an ordinary resolution
of the members or by a resolution of the Board, provided that,
if appointed by the Board, the Director retires at the next
Annual General Meeting following their appointment.
Our Articles also provide that all Directors are required to
seek re-election annually at the Annual General Meeting in
accordance with the 2018 Code.
A Director will cease to be a Director if he or she:
– becomes bankrupt
– ceases to be a Director by virtue of the Companies Act or
the Articles
– suffers mental or physical ill health and the Board resolves
that he or she shall cease to be a Director
– has missed Directors’ meetings for a continuous period
of six months without permission and the Board resolves
that he or she shall cease to be a Director
– is prohibited from being a Director by law
– resigns, or offers to resign and the Board accepts that offer
– is required to resign by the Board
Directors’ conflicts of interest
All Directors have a duty under the Companies Act 2006
to avoid a situation in which they have, or could have, a direct
or indirect conflict of interest or possible conflict with the
company. Our Articles provide a general power for the Board
to authorise such conflicts.
The Board reviews any new potential or actual conflict, which is
recorded by the Company Secretary. Directors are not counted
in the quorum for the authorisation of their own actual or
potential conflicts. The Nominations & Corporate Governance
Committee reviews the Register of Conflicts on an annual basis
which the Board subsequently approves.
On a continuing basis, the Directors are responsible for
informing the Company Secretary of any such new actual or
potential conflicts that may arise or if there are any changes
in circumstances that may affect an authorisation previously
given. Even when provided with authorisation, a Director is not
absolved from his or her statutory duty to promote the success
of the company. If an actual conflict arises post-authorisation,
the Board may choose to exclude the Director from receipt
of the relevant information and participation in the debate,
or suspend the Director from the Board, or, as a last resort,
require the Director to resign.
The Nominations & Corporate Governance Committee
reviewed the register of potential conflict authorisations
(the Register of Conflicts) in January 2021. The Committee
reported to the Board that the conflicts had been appropriately
authorised and that the process for authorisation continued to
operate effectively. The Committee then recommended the
approval of the Register of Conflicts to the Board which it
subsequently approved. Except as described in Note 39 to the
financial statements, ‘Related party transactions’, during or at
the end of the financial year no Director or Person Closely
Associated had any material interest in any contract of
significance with a Group company.
Our Articles prohibit a Director from voting on any resolution
concerning his or her appointment or the terms or termination
of his or her appointment.
Independent advice
The company has an agreed procedure for Directors to take
independent legal and/or financial advice at the company’s
expense where they deem it necessary.
Indemnification of Directors
Qualifying third party indemnity provisions (as defined in the
Companies Act 2006) are in force for the benefit of Directors
and former Directors who held office during 2020 and up to
the approval and signature of the Annual Report.
Change of control and essential contracts
We do not have contracts or other arrangements which
individually are fundamental to the ability of the business to
operate effectively. Neither is the company party to any material
agreements that would take effect, be altered, or terminate upon
a change of control following a takeover bid. We do not have
agreements with any Director that would provide compensation
for loss of office or employment resulting from a takeover,
except that provisions of the company’s share plans may
cause options and awards granted under such plans to vest
on a takeover.
Details of the termination provisions in the Executive Directors’
service contracts are given in the full version of the company’s
2020 Remuneration policy which is available at www.gsk.com in
the Investors section.
GSK Annual Report 2020 109
Investor informationFinancial statementsStrategic reportGovernance and remuneration Directors' Report continued
Content of the Directors’ Report
The following information is also incorporated into the Directors’
Report:
For the purposes of the UK Companies Act 2006, the
Directors’ Report of GlaxoSmithKline plc for the year ended
31 December 2020 comprises:
Interest capitalised
Location in Annual Report
Financial statements,
Notes 17 and 20
Directors’ Report
Section
Corporate Governance report
Employee engagement
Directors’ statements of responsibilities
Investor information
Pages
77 to 110
92
140 to 141
243 to 299
The Strategic report sets out those matters required to be
disclosed in the Directors’ Report which are considered to
be of strategic importance:
Strategic report
Section
Risk management objectives and policies
Likely future developments of the company
Research and development activities
Business relationships
Diversity
Pages
43 to 48
and 261
to 275
01 to 76
18 to 27
40
36 and 37
Provision of information to and consultations with employees 10 and 36
Carbon emissions
Section 172 statement
41
16 to 17
and 108
Publication of unaudited financial information Group financial review, page 50
Details of any long-term incentive schemes
Remuneration report
Waiver of emoluments by a Director
Not applicable
Waiver of future emoluments by a Director
Not applicable
Non pre-emptive issues of equity for cash
Not applicable
Non pre-emptive issues of equity for cash
by any unlisted major subsidiary undertaking
Not applicable
Parent company participation in a placing
by a listed subsidiary
Provision of services by a controlling
shareholder
Shareholder waiver of dividends
Shareholder waiver of future dividends
Not applicable
Not applicable
Financial statements,
Notes 16 and 44
Financial statements,
Notes 16 and 44
Agreements with controlling shareholders
Not applicable
The Directors’ Report
– has been drawn up and presented in accordance with and in
reliance upon English company law and the liabilities of the
Directors in connection with that Report shall be subject to
the limitations and restrictions provided by such law.
– was approved by the Board of Directors on 8 March 2021
and signed on its behalf by:
Sir Jonathan Symonds
Chairman
8 March 2021
110 GSK Annual Report 2020
Strategic report
Governance and remuneration
Financial statements
Investor information
Remuneration
In this section
Chairman’s annual statement
Annual report on remuneration
2020 Remuneration policy summary
112
114
133
GSK Annual Report 2020 111
GSK Annual Report 2020 111
Investor informationFinancial statementsStrategic reportGovernance and remuneration Remuneration report
Chairman’s annual statement
On behalf of the Remuneration Committee (the Committee),
I am pleased to present our Remuneration report for 2020.
This Annual report on remuneration and my annual statement
will be subject to an advisory vote at our AGM on 5 May 2021.
I set out below key aspects of the Committee’s work and the
out turn from the implementation of our remuneration policy to
reward management’s performance in 2020.
Overall, 2020 was an extraordinary and challenging year and
the Board was pleased to see the continued progress against
the company’s strategic goals. It is a testament to the increased
focus that is being placed on improving commercial execution
that despite the business disruption from the COVID-19
pandemic to adult vaccinations, most especially Shingrix,
our financial guidance for the year was delivered. However,
the internal PBIT target was missed which resulted in a reduced
bonus outcome. The multiple ways in which the company
continues to work in response to COVID-19 are set out on
page 24. This includes the contribution of our adjuvant to
progress potential vaccines, therapeutic assets with Vir
Biotechnology and our in-house asset otilimab.
Review of 2020 IPT Outcomes
You will note from the 2020 Total remuneration on page 115,
that overall pay for Emma Walmsley our CEO and Iain Mackay
our CFO is down on 2019. The pay of Dr Hal Barron our CSO
has increased on 2019, reflecting the vesting from the Long
Term Incentive award granted in the year he joined. I would like
to set these outcomes in context against our overall
performance in 2020.
Innovation – In terms of innovation, the CSO and the R&D
organisation made significant progress in 2020 in further
strengthening our R&D biopharma pipeline. R&D exceeded its
targets. There were 9 major approvals in 2020; we now have
20 assets in late stage development many of which we believe
will be transformational for patients. More than 20 business
development deals were undertaken to strengthen our
capabilities with the acquisition of a new antibody, mRNA
and genetic platforms and technologies.
Performance
In terms of overall Performance, management just missed
the agreed internal budget target for biopharma primarily
due to significantly lower than expected Vaccines sales volumes
as a result of COVID-19 pandemic disruption and lockdowns,
across Adult vaccines (including Shingrix, Hepatitis, DTPa –
containing vaccines), Synflorix and Bexsero. However, despite
this we still continued to grow Shingrix, with sales of £2bn.
Indeed Group sales overall grew 3% CER. In particular, strong
growth drivers in New and Specialty products in Respiratory,
HIV and Oncology drove growth with sales of £9.7bn up 12%
CER. This group of innovative products now accounts for more
than half of our pharmaceuticals sales. In addition to this, robust
and effective cost control supported delivery of 98% of the
Group PBIT target with adjusted EPS of 115.9p -4% CER,
at the lower end of the company’s earnings guidance set at
the beginning of the year before the COVID-19 pandemic
began. The Committee was pleased to note management’s
determination and drive to deliver its agreed financial guidance
despite the environment. I confirm that the Committee did not
make any adjustments to targets or measures for the Executive
Directors as a result of the impacts of COVID-19.
Preparations to create two exciting companies post separation
continued to schedule and remain on track despite the global
disruption from COVID-19.
Trust
Finally, the importance of the business operating responsibly
was further highlighted in 2020 and new ambitious industry
leading environmental targets for climate and nature were
introduced and work was also undertaken to introduce the
Inclusion and Diversity targets published recently. The employee
survey in 2020 saw the highest response rate to date of 85%,
and the overall employee engagement score rose to 84%,
a 6% rise since the 2019 survey and the highest score since
its inception. The company has also topped the Access to
Medicines Index for the seventh time in a row.
112 GSK Annual Report 2020
2020 remuneration outcomes
All awards in relation to 2020 were made in accordance with
our Remuneration policy. The key decisions made by the
Committee were as follows:
– Bonus – The outcomes for the CEO, CFO and CSO were
determined by reference to performance against the agreed
financial measure of Group PBIT, and the Committee’s
assessment of their individual performance during a
remarkably challenging year. The formulaic methodology
used to calculate the financial performance determined that
payment would be made for achieving 98% of the financial
target. The Committee considered the progress against each
Executive Director’s personal objectives for the year across all
aspects of the company’s Innovation, Performance and Trust
priorities. It believes the resulting overall bonus outcomes
appropriately reflect the underlying performance and
progress made in 2020. See page 118.
– Vesting of LTI awards – only two thirds of the 2018
Performance Share Plan (PSP) awards vested. This was
based on the last three years performance against the
equally weighted pre-agreed measures. The R&D new
product performance measure vested in full reflecting the
continued work in strengthening R&D and the successful
commercialisation of newly launched products. Equally,
the focus on strong cash management and generation
is reflected in full delivery of the adjusted free cash flow
measure. Disappointingly, the company’s relative TSR
performance over the past three years has again resulted
in this part of the award lapsing in full. The overall vesting
level was therefore 66.66%. See page 120.
In determining the 2020 bonus and LTI outcomes, the
Committee carefully considered the Directors’ performance but
did not deem it necessary to exercise ‘discretion’ to address any
anomaly in the performance outcomes. This review included an
assessment of performance across all of the relevant measures
and the wider context including the company’s Trust priority.
GSK did not access any COVID-19 Government support or
job retention schemes during 2020. Our dividend policy was
maintained during the year and the company delivered its
financial guidance.
Looking ahead
Pension
The Committee previously reported its intention to align the
current UK Executive Directors’ pension contributions with
the wider UK workforce by 1 January 2023. In response to
feedback from some of our shareholders and following a
review of the company’s pension arrangements in the US,
the Committee will also reduce the pension contributions
for the CSO to align with the wider US employee base by
1 January 2023.
Remuneration policy implementation for 2021
The Committee agreed that Executive Directors should receive
a 2% salary increase aligned with that provided to the wider
workforce in their respective geographies.
The Board and the Committee continually look to ensure that
our remuneration provisions support our business strategy and
priorities and seek to engage with shareholders on potential
changes to our policy where we believe it is in the company and
shareholders’ best interests to make changes. In that context,
the Board is engaging with shareholders on the potential to
provide a one-off additional performance incentive award to
the CSO. This aims to support continuity of management and
delivery of our Biopharma R&D pipeline, thereby proactively
addressing one of the principal risks to the creation of
sustainable shareholder value over the next few years.
These discussions are ongoing and any resulting proposal
would, of course, be set out in full ahead of a specific vote
at the 2021 AGM.
My statement in our 2019 Annual Report (see page 116) sets
out our position on the implementation of provision 40 of the
2018 Code and we continue to follow this approach.
AGM
I would like to thank shareholders for their input and
engagement ahead of last year’s AGM and I welcome your
feedback on this report ahead of our AGM on 5 May 2021.
Specifically, we look forward to receiving your support for
our Annual report on remuneration.
Urs Rohner
Remuneration Committee Chair
8 March 2021
GSK Annual Report 2020 113
Investor informationFinancial statementsStrategic reportGovernance and remuneration Annual report on remuneration
2020 at a glance
2020 Total Remuneration
The following shows the composition of total remuneration paid to Executive Directors in office at 31 December 2020, in
respect of 2020 and 2019.
Pay for performance
Executive Directors’ shareholdings (audited)
To align the interests of Executive Directors with those
of shareholders, they are required to build and maintain
significant holdings of shares in GSK over time. Executive
Directors are required to continue to satisfy these Share
Ownership Requirements (SOR) by holding 100% of their
SOR for the first 12 months after leaving GSK and not less
than 50% of their SOR for months 13-24 after leaving GSK.
Share ownership vs SOR (multiples of base salary)
Emma Walmsley
6.5 6.7
Iain Mackay(1)
0.3
3.0
Dr Hal Barron
2.3
3.0
Executive Directors and CET
SOR % of salary
0
2x
4x
6x
CEO
Other Executive Directors
Other Corporate Executive Team members
650
300
200
(1) Appointed with effect from 14 January 2019
SOR
31 December 2020 shareholding
114 GSK Annual Report 2020
£0m£2m£4m£6m2020US$0mUS$2mUS$4mUS$6mUS$8m£8mUS$12mUS$10mFixed pay – salary, benefits and pensionEmma Walmsley51%49%Performance pay – annual bonus and LTIs earned in respect of the three year performance periodIain Mackay(1)Dr Hal Barron81%2019202042%58%19%20192020201977%23%40%60%72%28%(1) Appointed with effect from 14 January 2019Adjusted Group PBITMaximum(105% of target)TargetThreshold(95% of target)2020 Annual bonus: financial performance98%[•]%Maximum performance targetPerformance achievedVestedLapsed2018 LTI outcome: performance period ended 31 December 2020 R&D new productRelativeTSRAdjustedfree cash flowOverall vesting 66.66%33.33%33.33%0% Annual report on remuneration continued
2020 Total remuneration (audited)
Fixed pay
Pay for performance
Annual bonus
– Maximum opportunity:
200%
– Measures:
70% Adjusted Group PBIT
30% Individual objectives
Vested LTI Awards
– Vesting at 66.66%
– Measures:
R&D new product
AFCF
Relative TSR
– Three year deferral of 50%
– Plan:
into GSK shares
2018 PSP awards
Salary
Benefits
Pension
Total
remuneration
could b
Read more on pages
116 and 117
Read more on pages 118 and 119
Read more on page 120
Read more below
2020 Total remuneration (audited)
Fixed pay
Salary
Benefits
Pension
Total fixed pay
Pay for performance
Annual bonus(1)
Vesting of LTI awards:
DABP matching awards
PSP(2)
Total pay for performance(3)
Total remuneration
Emma Walmsley
Iain Mackay(4)
Dr Hal Barron
2020
£000
2019
£000
2020
£000
2019
£000
2020
$000
2019
$000
1,199
141
245
1,585
1,110
192
220
1,522
871
155
175
825
139
171
1,201
1,135
1,786
58
1,247
3,091
1,743
659
1,259
3,661
1,169
1,754
810
1,185
1,741
2,675
–
4,277
5,446
412
4,396
6,562
–
–
–
–
810
1,185
–
6,387
8,128
–
–
2,675
£7,031
£8,084
£2,011
£2,320
$11,219
$6,336
Notes:
(1) Details of the mandatory bonus deferrals in 2020 and 2021 under the Deferred Annual Bonus Plan (DABP) are set out on page 130. (Matching awards ceased from 2018 and are
no longer granted under the DABP).
(2) Emma Walmsley’s 2017 PSP vested in July 2020 at a closing price of £15.83. At the time of the 2019 Annual Report the PSP figure used was based upon the average share price
during the three month period to 31 December 2019 (£17.28), therefore the published figure last year was £4,671,000.
(3) The Committee may in specific circumstances, and in line with stated principles, apply clawback/malus, as it determines appropriate. Following due consideration by the Committee,
there has been no recovery of sums paid (clawback) or reduction of outstanding awards or vesting levels (malus) applied during 2020 in respect of any of the Executive Directors.
(4) Appointed with effect from 14 January 2019.
GSK Annual Report 2020 115
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Annual report on remuneration continued
2020 Total remuneration (audited) continued
The following sections provide details of each element of 2020 ‘Total remuneration’, including how the Committee implemented
the approved Remuneration policy during the year.
Fixed pay (audited)
Salary
The table below sets out the base salaries of the Executive
Directors over the last two years compared to increases for the
UK and US workforce.
The table below provide an analysis of Total benefits (grossed
up for tax) received by the Executive Directors in 2019 and
2020.
2020 benefits
£000
2019 benefits
£000
Emma Walmsley
Benefits available to employees
Business related services(1)
Business travel
Other benefits
Total benefits
Iain Mackay
Benefits available to employees(2)
Business related services(1)
Business travel
Other benefits
Total benefits
Dr Hal Barron
Benefits available to employees
Business related services(1)
Business travel(3)
Accommodation whilst on business travel(4)
Other benefits
Total benefits
62
36
43
141
149
5
1
155
$000
58
–
–
–
58
60
85
47
192
99
35
5
139
$000
62
414
180
3
659
Notes:
(1)
Business related services which tax regulations deem to be a taxable benefit in
the UK and/or the US.
Iain Mackay’s Benefits available to employees of £149,000 have increased year
on year mainly due to a full year’s medical benefits as compared to only a partial
year in 2019. Benefits also include professional fees and vehicle allowance.
During 2019, GSK reviewed the methodology for allocating the cost of certain
business travel. Using the previous methodology, Dr Barron’s Business travel
would have totalled approximately $129,000 net for 2019.
Dr Barron’s place of main business moved during 2019 from the UK to the US,
which, taken together with the effect of COVID-19 on international travel, resulted
in a reduction in this benefit for 2020.
Emma Walmsley
Iain Mackay
Dr Hal Barron
UK & US employees
%
change
8%
2.5%
2.5%
2.5%
Base salary
2020
2019
£1,199,176
£1,110,348
£871,250
£850,000
$1,786,060
–
$1,742,500
–
Details of salary levels for 2021 are provided on page 126.
Benefits
The UK remuneration reporting regulations require the company
to add into each Executive Director’s Total benefits calculation
all items which are deemed by tax authorities to be a taxable
benefit for them.
These comprise:
– Employee benefits in line with the policy for other
employees, which may vary by location and role; and
– Business related services provided to employees to assist
or enable them to carry out their role, which a tax authority
has deemed to be a taxable “benefit” to the individual.
Because these are business expenses, the company meets
the tax which arises on them and therefore the items are
shown grossed up for tax. These can be split into three areas:
– Business travel: includes travel costs for the Executive
Director and as appropriate for their spouse/partner
associated with accompanying the Executive Director on
GSK business which are deemed to be taxable benefits
for the Executive Director.
(2)
(3)
(4)
– Accommodation whilst on business travel.
– Other benefits.
116 GSK Annual Report 2020
Annual report on remuneration continued
Fixed pay (audited) continued
Pensions
Please see details of changes to pensions policy and its implementation on page 126. In addition, the Committee has determined
that all current and future UK and US Executive Directors will have their pension arrangements aligned to the wider UK and US
workforce, as appropriate, by 1 January 2023.
Executive Director
Member since
Pension arrangements in 2020
Emma Walmsley
Iain Mackay
2010
2019
Pension contributions of 20% of base salary and matching contributions as follows:
– from 1 January 2020 to 31 March 2020 based on the first £33,333 of salary(1) (2); and
– from 1 April 2020 to 31 December 2020 based on the first £13,333 of salary(1) (2);
with a cash supplement of 20% of base salary in lieu of pension on salary in excess of those figures.
Dr Hal Barron
2018
The CSO is a member of the 401(k) plan open to all US employees and the Executive Supplemental Savings Plan
(ESSP), a savings scheme open to US executives to accrue benefits above the 401(k) plan limits.
He receives a combined contribution rate under the 401(k) and ESSP plans of 6% (2% core contributions plus a
match of up to 4%) of total base salary and bonus, less the bonus deferred under the DABP.
He is also a member of the US Cash Balance and the Supplemental Cash Balance pension plans, under which
GSK makes annual contributions of 38% of base salary, in line with other US senior executives and members of
GSK’s CET.
(1) As a member of the defined contribution plan, Emma Walmsley and Iain Mackay are eligible to receive a matching award of up to 5% on the first £33,333 of their salaries from
1 January 2020 to 31 March 2020 and on the first £13,333 of their salaries from 1 April 2020 to 31 December 2020, in accordance with the terms of the plan.
(2) Emma Walmsley and Iain Mackay receive cash payments in lieu of pension of 20% of base salary in excess of £33,333 from 1 January 2020 to 31 March 2020 and cash payments
in lieu of pension of 20% of base salary in excess of £13,333 from 1 April 2020 to 31 December 2020, in line with GSK’s defined contribution pension plan rates.
The following table shows the breakdown of the pension values set out on page 115. The pension remuneration figures have been
calculated in accordance with the methodology set out in The Large and Medium-sized Companies and Group (Accounts and
Reports) (Amendment) Regulations 2008 (Remuneration regulations).
Pension remuneration values
UK defined contribution
US defined benefit
Employer cash contributions
Total pension remuneration value
Emma Walmsley
Iain Mackay
Dr Hal Barron
2020
£000
5
–
240
245
2019
£000
8
–
212
220
2020
£000
5
–
170
175
2019
£000
8
–
163
171
2020
$000
–
1,059
188
1,247
2019
$000
–
1,069
190
1,259
Further details regarding the 2020 pension values for Dr Hal Barron are set out in the table below. The pensions figures disclosed
for Dr Hal Barron, who is a member of the US style defined benefit plans, are in accordance with paragraph 10.e.ii of Schedule 8 of
the Remuneration regulations.
The table shows the accrued benefit (ie the annual pension accrued to date). In accordance with the regulations, the pension
remuneration in 2020 was calculated as the increase in the accrued benefit, adjusted for inflation and multiplied by 20 to reflect the
fact that the benefit will be received for a number of years. The normal retirement age under the Cash Balance Pension Plan is age
65. There is no additional benefit for retiring early.
Dr Hal Barron pension values
US – Funded
US – Unfunded
Total
31 December 2020
$000
2
158
160
Accrued pension
31 December 2019
$000
1
106
107
Pension remuneration
value for 2020
$000
20
1,039
1,059
GSK Annual Report 2020 117
Investor informationFinancial statementsStrategic reportGovernance and remuneration Annual report on remuneration continued
Pay for performance (audited)
Annual bonus
70%
Adjusted Group PBIT
30%
Individual
objectives
Annual bonus
2020 performance against targets
For 2020, the performance measures and weightings were as follows:
Performance measure
Adjusted Group PBIT
Individual objectives
Weighting
2020 Adjusted Group PBIT performance
Executive Directors
70%
30%
2020 target
£8,465m
Outcome
£8,271m
Positioning
against target
98%
Threshold and maximum performance targets were set at 95% and 105% of target respectively.
The Adjusted Group PBIT target and outcome for the purposes of the Annual bonus calculation differ from Adjusted Group PBIT
disclosed elsewhere in this Annual Report, primarily because both the target and outcome numbers are calculated by applying
GSK’s budget exchange rates and not actual exchange rates.
The following table shows actual bonuses earned compared to the bonus opportunity for 2020:
Bonus
Emma Walmsley
Iain Mackay
Dr Hal Barron
2020 bonus opportunity
2020 bonus outcome
Target
(% of salary)
Maximum
(% of salary)
100
200
2020
Base salary
£1,199,176
£871,250
$1,786,060
Financial
performance
(% of salary)
Individual
objectives
(% of salary)
Total 2020
bonus
(% of salary)
42
55.5
51
55.5
97.5
93
97.5
Total 2020
bonus
000
£1,169
£810
$1,741
The table below provides more detail on delivery against Adjusted Group PBIT:
Financial performance
– Strong financial leadership of the Group in a challenging year
– Delivered full year reported Group sales of £34bn (+1% AER, +3% CER), with Vaccines sales impacted by lower US adult vaccination
volumes through COVID-19 disruption and partially offset by growth drivers in Respiratory and HIV
– Adjusted Group PBIT of £8,939m below target driven by lower sales but delivery supported by effective cost control
– Adjusted EPS of 115.9p (-6% AER, -4% CER) in line with guidance, delivery supported by effective cost control
118 GSK Annual Report 2020
Annual report on remuneration continued
Pay for performance (audited) continued
The following table summarises performance against the scorecard of individual objectives agreed by the Committee for each
Executive Director, in addition to their contribution to the financial performance for 2020:
Individual objectives
Emma Walmsley
– Continued focus and progress against long-term IPT priorities
– Robust and agile commercial execution in exceptional
circumstances; Pharmaceuticals and Vaccines sales £24.1bn,
Consumer Healthcare £10bn. Strong growth from new and
specialty Pharmaceuticals £9.7bn (+11% AER, +12% CER).
Shingrix £2bn (+10% AER, +11% CER) despite impact of
COVID-19 disruption. 28 first-market launches for Consumer
Healthcare
– Significant progress in strengthening and advancing a
sustainable pipeline of transformational Pharmaceuticals and
Vaccines, with 9 major approvals, 9 pivotal study starts and
over 20 late-stage assets in development
– COVID-19 solutions including global partnerships for first- and
second-generation vaccines and therapeutics, and providing
expertise and donations to support local response
– Transformation and separation plans on track to deliver two
new competitive companies in 2022. Consumer Healthcare JV
with Pfizer commercial integration delivered and remaining
programme on track
Iain Mackay
– Supply chain reliability during severe disruption and continued
network simplification
– Sustained progress and leadership in ESG and Global Health.
New environmental sustainability commitments in climate and
nature launched, expanded plans to accelerate our progress on
Inclusion & Diversity, and continued top quartile recognition in
external ESG ratings, including 1st place in Access to Medicines
Index and 2nd place in Dow Jones Sustainability Index
– New leadership accountabilities and training. 13% new in role
for our top 125 enterprise key roles, 38% women at Senior
Vice President and Vice President level, with aspiration set for
race and ethnicity representation in the US & UK
– Progress towards a Purpose and Performance culture
accelerated through COVID-19 and reflected in highest
employee engagement rates recorded to date. Continued focus
on values and expectations through disruption and remote
working, and launch of new flexible working approach
– Key leadership role in preparation for separation into two new
competitive companies
– Strong financial leadership of the Group in challenging year
– Adjusted EPS of 115.9p (-6% AER, -4% CER) in line
– Delivered full year reported Group sales of £34bn (+1% AER,
+3% CER), with Vaccines sales impacted by lower US adult
vaccination volumes through COVID-19 disruption and partially
offset by growth drivers in Respiratory and HIV
with guidance, delivery supported by effective cost control
– Key leadership role in preparation for separation into two
new competitive companies
– Strong oversight across Finance and Tech during
transformation and through extreme COVID-19 disruption
Dr Hal Barron
– R&D strategy further strengthened and advancement of pipeline:
with 40 potential new medicines and 17 vaccine candidates,
9 major product approvals and 9 pivotal study starts. Over 20
significant business development deals executed to augment the
pipeline, including: Vir Biotechnology, CureVac, Surface Oncology,
The Broad Institute and Adrestia
– Significant progress towards one Biopharma, with “One
Development” organisation implemented and strong
foundation for single approach to governance and capital
allocation
– Employee confidence in pipeline up +8% and strong
engagement across R&D organisation at 83%
– Over 70% of research targets genetically validated, more than 30
targets identified from our 23&Me collaboration and the 1st jointly
identified target in clinical development
– Continuing to build GSK’s reputation for Innovation
and external pipeline perception through significant
engagement on major platforms, with media and investors
– Advanced technology capability build continues with new London
AI hub opened, UK Functional Genomics network, NVIDIA
collaboration and key external hires in AI and ML. New talent in
18% of key R&D roles (79% external hires)
Malus and clawback policy
For details of our policy on malus and clawback, please refer to
the company’s Remuneration policy report on page 144 of the
2019 Annual Report, available on GSK.com.
The Committee reviews and discloses whether it (or the
Recoupment Committee) has exercised malus or clawback.
Disclosure is only made when the matter has been the subject
of public reports of misconduct, where it has been fully
resolved, where it is legally permissible to disclose and where
it can be made without unduly prejudicing the company and
therefore shareholders.
In line with these disclosure guidelines, neither the Committee
(nor the Recoupment Committee) exercised malus or clawback
during 2020.
Other policies
For details of our existing policies on recruitment remuneration,
loss of office and termination payments, please refer to the
2020 Remuneration policy report on pages 141 to 150 of the
2019 Annual Report, available on gsk.com.
GSK Annual Report 2020 119
Investor informationFinancial statementsStrategic reportGovernance and remuneration Annual report on remuneration continued
Pay for performance (audited) continued
Value earned from long-term incentives (LTIs)
The following tables set out the performance achieved against the targets set for the company’s LTI plans and also includes
an update on performance of outstanding awards.
In line with the Committee’s agreed principles, for each measure applicable to the LTI awards, actual performance against
the targets is reviewed and adjustments made as appropriate to ensure that the vesting outcome reflects genuine underlying
business performance and that results are being delivered in line with our Trust business priority.
2018 PSP awards with a performance period ended 31 December 2020
The Committee reviewed the performance of the PSP awards granted to Executive Directors against the targets set. The Adjusted
free cash flow (AFCF) target was revised in line with the disclosure on page 125 of the 2019 Annual Report. It has been further
restated to take account of the revised phasing of the Future Ready programme restructuring cash payments and separation costs
based on detailed programme and separation planning undertaken in 2020. As a result the target has been increased by £0.39bn
to £10.95bn.
For 2020, the 2018 PSP was valued based on the closing share price on 11 February 2021 of £12.55 and the closing ADS price of
$35.32. Of the vested amounts for the CEO and CSO, none is attributable to share price appreciation over the performance period.
The Committee did not exercise any discretion in relation to the vesting of the awards or share price changes.
The performance achieved in the three years to 31 December 2020 and the vesting levels are set out in the table below.
Performance measures
and relative weighting
Performance targets
R&D new product
performance
(1/3rd)
R&D new product sales performance measures aggregate three-year sales for new
products launched in the three-year performance period and the preceding two
years, i.e. 2016-20.
Maximum
Threshold
Target
£4.39bn
£3.99bn
£3.79bn
£3.59bn
% vesting
100%
75%
50%
25%
Outcome and vesting level
Outcome
% of
maximum
% of
award
£7.34bn
100
33.33
Adjusted free
cash flow
performance
(1/3rd)
Relative TSR
performance
(1/3rd)
In line with the company’s agreed principles, the AFCF figures included adjustments
for a number of material distorting items, including legal settlements, exchange rate
movements and special pension contributions.
£15.64bn
100
33.33
Maximum
Threshold
Original
target
£13.89bn
£13.29bn
£12.08bn
£11.72bn
Revised
target(1)
£12.60bn
£12.05bn
£10.95bn
£10.63bn
% vesting
100%
75%
50%
25%
(1)
The revised target has been further adjusted since the 2019 Annual Report as noted above.
TSR ranking within comparator group(2)
% vesting
Ranked 9th
0
0
Maximum
Threshold(3)
1st, 2nd, 3rd
4th
5th
Median
6th to 10th
100%
72%
44%
30%
0%
(2)
(3)
TSR comparator group: AstraZeneca, Bristol-Myers Squibb, Eli Lilly, GSK,
Johnson & Johnson, Merck & Co, Novartis, Pfizer, Roche Holdings and Sanofi.
The vesting schedule is based on delivering 30% vesting for median performance.
In a comparator group of ten companies, median falls between two companies.
Total vesting in respect of 2018 awards
66.66%
120 GSK Annual Report 2020
Annual report on remuneration continued
Pay for performance (audited) continued
Update on performance of ongoing LTI awards
The Committee also reviewed the performance of the PSP awards granted to Executive Directors in 2019 and 2020.
The following charts provide an estimate of the vesting levels taking into account performance to 31 December 2020. Actual
vesting levels will only be determined based on performance over the full three-year performance periods. The indications below
should therefore not be regarded as predictions of the final vesting levels. The AFCF threshold and associated vesting scales for
the 2019 and 2020 PSP awards have been adjusted. The net overall impact is an increase of £0.19bn to £10.93bn for the 2019
award and a decrease of £0.37bn to £9.62bn for the 2020 award.
These adjustments are to take account of the following items: revised phasing of the Future Ready programme restructuring cash
payments and separation costs based on detailed programme and separation planning undertaken in 2020, revised timing of Future
Ready programme divestments, cancellation of one of the Future Ready programme divestments.
There are no changes to the targets set for the R&D new product, Innovation sales (previously named R&D new product) or the
relative TSR performance measures for the 2019 and 2020 awards.
2019 PSP award
Ranked 3rd
or above
Maximum
£12.96bn
122% of
threshold
2020 PSP award
Ranked 3rd
or above
£11.41bn
122% of
threshold
Median
£10.93bn
Commercially
sensitive
Median
£9.62bn
Commercially
sensitive
Commercially
sensitive
Threshold
Relative
TSR
(1/3rd)
Adjusted free
cash flow
(1/3rd)
R&D new
product
(1/3rd)
Estimated vesting level
Estimated lapsing level
Relative
TSR
(30%)
Adjusted free
cash flow
(30%)
Innovation
sales
(20%)
Pivotal trial
starts
Major regulatory
approval
milestones
Pipeline progress
(20%)
For threshold performance 25% of each award will vest in respect of each performance measure. Individual 2019 LTI award levels
appear on page 126 of the 2019 Annual Report. They are set out below for the 2020 LTI awards.
Historical vesting for LTI plans
Year of
grant
2010
2011
2012
2013
2014
2015
2016
2017
2018
Relative TSR
9
0
0
0
0
15
0
0
0
Adjusted free
cash flow
16
13
0
0
0
21
26
33
33
R&D new
product
Vesting %
Business
diversification
11
7
17
16
7
21
33
33
33
33
33
Lapsed
%
75
60
86
62
67
31
41
33
33
Total vested
%
25
40
14
38
33
69
59
67
67
For the DABP, the 2010 awards were only subject to TSR performance and from 2011 awards were subject to the same performance measures as PSP awards.
2020 LTI awards
The 2020 DABP awards (in respect of the deferral of 2019 bonus) and the 2020 PSP awards are shown in the table below.
2020 DABP awards
2020 PSP awards
Emma Walmsley
Iain Mackay
Dr Hal Barron
2019
% of total bonus
deferred
Number of
shares
52,169 shares
50%
35,223 shares
30,547 ADS
Face value
of award(1)
£0.877m
£0.592m
$1.337m
Award level as %
of base salary
Number of
shares
Face value
of award(2)(3)
575%
400%
500%
410,090 shares
207,267 shares
203,981 ADS
£6.9m
£3.5m
$8.9m
(1) The face values of the DABP awards have been calculated based on a share price of £16.81 and an ADS price of $43.78, being the closing prices on 13 February 2020 (the day
before grant). These are nil-cost options for the UK Executive Directors and restricted shares for the US Executive Director. No performance conditions are attached to the DABP
awards, as they reflect the mandatory deferrals in respect of the 2019 annual bonus earned.
(2) The face values of the PSP awards have been calculated based on a share price of £16.81, and an ADS price of $43.78, being the closing prices on 13 February 2020 (the day
before grant). These are conditional shares, based on the performance measures outlined above.
(3) The performance period for the 2020 PSP awards is from 1 January 2020 to 31 December 2022.
GSK Annual Report 2020 121
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Annual report on remuneration continued
Directors’ pay in a wider setting
Internal context
In setting executive pay it is important that the Committee and I do so with a good understanding of wider workforce pay.
To that end on an annual basis I meet with our Human Resources Business Leaders (HRBLs) of Global Support Functions,
Pharmaceuticals, ViiV Healthcare, Vaccines and Consumer Healthcare to understand perspectives on pay and GSK’s
remuneration package for the wider workforce.
When I met with the HRBLs this year, we discussed the current enterprise-wide themes for employees for the wider group, namely:
– Attract, recruit and retain key talent to support an ambitious business agenda and working towards separation of the
Biopharma and Consumer Healthcare businesses
– Inclusion and diversity
– Pay reviews, including delivery of fair pay and setting appropriate salary budgets
– Pensions changes being undertaken in the US and those proposed in the UK and under consultation.
We also discussed how different pay levels/cultures in different markets and moving key talent between markets was handled.
Finally, Dr Vivienne Cox, our Workforce Engagement Director, is a valued member of the Committee and continues to bring
employee perspectives into the Committee’s discussions.
Urs Rohner
Remuneration Committee Chair
Remuneration structure for employees
Element
Salary
Wider workforce pay
Comparison with Executive Director and CET pay
– The market competitiveness of salaries across the company
is assessed at a local market level. The competitiveness of
roles, which is measured against the external market and
internal peers, is kept under regular review
– For our Executive Directors and for the CET, ordinarily
increases in base salaries are in line with the average of the
wider employee population unless there is a change in
scope of the individual’s role, responsibilities or experience
Pensions
and
benefits
– The company seeks to provide an appropriate pensions
and benefits package that is aligned to competitive
market practices in those countries in which the
company operates and our employees are based
– With the exception of our sales force, who participate in
separate arrangements, our wider workforce participates
in a plan based on performance against four business
and financial measures (three measures for Consumer
Healthcare). This is structured to reflect the priorities of
the specific business area
– This plan is designed to reward our employees’ collective
contribution to business achievement. Separate
mechanisms are in place to recognise outstanding
individual performance or to address under-performance
Annual
bonus
LTI plans
– Our Executive Directors and the CET are eligible to
receive benefits broadly in line with the policy for our other
employees, which may vary by location
– Pension arrangements are structured in accordance with
where our Executive Director or CET member is expected
to retire. Current and future UK and US Executive
Directors will have their pension arrangements aligned to
the wider UK and US workforce by 1 January 2023
– Our Executive Directors and the CET participate in a plan
based on an assessment of a combination of stretching
financial / business and personal objectives
– Our Executive Directors are required to defer 50% –
and the CET 25% – of any bonus earned into shares or
ADSs as appropriate for three years
– Clawback and/or malus provisions apply
– Our employees at Senior Vice President (SVP) and Vice
President (VP) level participate in the same PSP as our
Executive Directors and the CET with the same
performance targets and periods
– Clawback and/or malus provisions apply
– Our SVP and VP employees, together with Directors and
Managers below the CET, receive annual Share Value
Plan awards of restricted shares
– Our Executive Directors and the CET are granted annual
PSP awards with the same performance targets and
periods
– Our Executive Directors are required to hold vested
awards for an additional two-year period
– Clawback and/or malus provisions apply
– Our Executive Directors and the CET do not receive
Share Value Plan awards following appointment
122 GSK Annual Report 2020
Annual report on remuneration continued
Directors’ pay in a wider setting continued
CEO pay ratios
Financial year Methodology
2020
2019
2018
Option A
(Lower
Quartile)
P25
130:1
160:1
122:1
(Median)
P50
96:1
119:1
90:1
(Upper
Quartile)
P75
62:1
73:1
56:1
The pay ratios above are calculated using actual earnings for
the CEO and UK employees. The CEO total single figure
remuneration of £7,031,871 for 2020 and £8,084,000 for
2019 (restated) are detailed on page 115 of this Report.
Total remuneration for all UK full-time equivalent employees of
the company on 31 December 2020 has been calculated in line
with the single figure methodology, except for employer pension
contributions for employees with a Defined Benefit pension due
to the cost and complexity of such calculations. Instead, the
Future Service Rate agreed at the most recent actuarial funding
valuation has been used for these employees. Otherwise this
reflects their actual earnings received in 2020 (excluding
business expenses), which were used to produce the percentile
calculation under Option A of the Remuneration regulations.
Business expenses have been excluded as they are reimbursed
to employees and not sufficiently substantial in value to
significantly impact the ratios.
GSK continues to choose Option A because it is the most
robust and statistically accurate way for the company to
calculate the three ratios from the options available in the
Remuneration regulations. The decrease in the pay ratio for
2020 is due to the lower pay for performance elements
(bonus, PSP and the discontinuation of DABP matching
awards) received compared to 2019.
Set out in the table below is the base salary, and total pay and
benefits for each of the percentiles.
2020
2019
2018
2020
2019
2018
2020
2019
2018
£
P25
P50
P75
36,924 34,510 33,090 50,000 47,029 44,944 70,203 66,561 64,185
Salary
Total
pay and
benefits 54,133 50,467 48,370 73,340 68,200 65,149 113,830 110,638 105,045
The Committee believes that the median pay ratio is consistent
with the company’s pay, reward and progression policies.
The base salaries of all employees, including the Executive
Directors, are set with reference to a range of factors including
market practice, experience and performance in role.
Supplemental/Additional ratios
GSK’s CEO pay ratio is likely to vary, potentially significantly, over
time since it will be driven largely by CEO variable pay outcomes.
In line with our reward principles, the CEO has a larger portion of
her pay based on performance than the individuals at P25, P50
and P75. This means that depending on GSK’s performance the
ratio could increase or decrease significantly. The Committee
believes that our senior executives should have a significant
proportion of their pay directly linked to performance.
In light of this we have also provided supplemental ratios,
where LTI compensation has been excluded. We believe
this provides an additional view as LTIs formed a substantial
percentage of the CEO’s total remuneration, which is highly
variable and dependent on business performance. The CEO
2020 total remuneration excluding LTI compensation is
£2,754,000.
Financial Year Methodology
P25
2020
2019
2018
Option A*
51:1
65:1
70:1
P50
38:1
48:1
52:1
P75
26:1
32:1
34:1
* Total remuneration less vesting of long-term incentive awards.
Percentage change in remuneration of CEO
Salary
Benefits
Annual bonus
Emma Walmsley
UK Employees
% change
% change
8.0%
(26.6)%
(33.4)%
2.5%
0.0%
1.1%
2020
£000
1,199
141
1,169
For the wider UK employee population, the salary increase
includes the annual salary review as well as any additional
changes in the year, e.g. on promotion. UK employee benefits
are unchanged on the previous year as there have been no
changes to our benefit policies or levels. It does not reflect any
changes to the level of benefits an individual may have received
as a result of a change in role, e.g. on promotion. The UK
employee population was considered to be the most relevant
comparison as it most closely reflects the economic environment
encountered by the CEO.
Historic CEO remuneration
Emma Walmsley
Total remuneration
Annual bonus award(2) (% of maximum)
Vesting of LTI awards (% of maximum)
Sir Andrew Witty
Total remuneration
£000
2020
2019 2018 2017
7,031 8,094 5,8874,883(1)
49% 79% 93% 77%
67% 67% 59% 69%
£000
2017 2016 2015 2014 2013 2012
715(2) 6,830 6,661 3,902 7,207 4,386
Annual bonus award(2) (% of maximum)
0%(2) 97% 100% 42% 88% 44%
Vesting of LTI awards (% of maximum)
0%(3) 33% 38% 14% 31% 24%
(1) Emma Walmsley’s total remuneration includes her pay for the period 1 January
to 31 March 2017, before she became CEO.
(2) Sir Andrew Witty received a pro-rata payment for 2017 in lieu of a variable bonus
opportunity, in accordance with the 2014 Remuneration policy.
(3) PSP and DABP awards for Sir Andrew Witty granted in 2015 did not vest until April
2018, in accordance with the terms of the Executive financial recoupment policy.
GSK Annual Report 2020 123
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Annual report on remuneration continued
Directors’ pay in a wider setting continued
Percentage change in remuneration of Directors
2020 percentage change
Salary/fee
UK Employees
Executive Directors(1)
Emma Walmsley
Iain Mackay(2)
Dr Hal Barron
Non-Executive Directors(1,3,4,5)
Sir Jonathan Symonds(6)
Charles Bancroft (7)
Vindi Banga
Dr Vivienne Cox
Lynn Elsenhans
Dr Laurie Glimcher
Dr Jesse Goodman
Judy Lewent
Urs Rohner
%
2.5
8.0
5.6
2.5
201.7
–
23.6
55.4
(12.3)
(18.2)
(12.5)
(17.6)
16.3
Benefits
%
0.0
(26.6)
11.5
(91.2)
0.0
–
(50.0)
(75.0)
(73.3)
(55.3)
(65.2)
(85.4)
(69.2)
Bonus
%
1.1
(33.4)
(31.6)
(34.9)
–
–
–
–
–
–
–
–
–
(1) Percentage changes have been calculated based on the 2020 Total remuneration
table on page 115 for Executive Directors and the 2020 Total fees table on page 129
for Non-Executive Directors.
(2)
Iain Mackay joined the Board on 14 January 2019 whereas in 2020 he received his
full base salary for the year.
All-employee share plans
UK Executive Directors may participate in HMRC approved
all-employee share plans with the wider UK workforce, i.e.
Share Save and Share Reward plans.
Participants of the Share Save plan may save up to £250 a
month for three years and at the end of the period have the
option to buy GSK shares at a 20% discount to the share price
at the start of the savings contract. Participants of the Share
Reward plan contribute up to £125 a month to purchase GSK
shares which the company then matches.
For further details see page 130.
Dilution limits
All awards are made under plans which incorporate dilution
limits consistent with the guidelines published by the Investment
Association. These limits are 10% in any rolling ten-year period
for all plans and 5% in any rolling ten-year period for executive
share plans (granted to senior executives). Estimated dilution
from existing awards made over the last ten years up to 31
December 2020 is as follows:
All GSK employee share plans
(3) Fees of Non-Executive Directors include fees received as cash and in the form of
shares or ADS under the terms of the Non-Executive Directors’ share allocation plan.
1.04%
(4) The reduction in fees of US-based Non-Executive Directors is due to a reduction in
intercontinental travel fees during the year relating to virtual attendance at Board and
Committee meetings due to COVID-19.
(5) Benefits of Non-Executive Directors decreased significantly during the year due to a
reduction in travel and subsistence costs incurred in relation to virtual attendance at
Board and Committee meetings due to COVID-19.
(6) Sir Jonathan Symonds was appointed to the Board on 1 September 2019.
(7) Charles Bancroft was appointed to the Board on 1 May 2020.
0
02
04
06
08
Executive share plans
0.72%
5%
Actual
Limit
10%
10%
10
Relative importance of spend on pay
The table shows total employee pay and the Group’s dividends
paid to shareholders.
0
02
04
Total employee pay
Dividends paid in the year
Change
%
4.0
0.6
2020
£m
10,249
3,977
2019
£m
9,855
3,953
The figures in the table above, which reflect payments made
during each year and the impact of movements in exchange
rates, are as set out on pages 171 and 178. However, dividends
declared in respect of 2020 were £3,984 million (2019 –
£3,966 million) an increase of 0.45%.
Total employee pay is based on 95,884 employees, the average
number of people employed during 2020 (2019 – 97,214).
There were no share repurchases made by the company
during 2020 and 2019.
124 GSK Annual Report 2020
Annual report on remuneration continued
Directors’ pay in a wider setting continued
External context
Comparator groups for pay and relative TSR
The Committee used two pay comparator groups when considering executive pay for 2020. The Global pharmaceutical comparator
group is also used to measure relative TSR performance. The primary groups used for each Executive Director were as follows:
Emma Walmsley
Iain Mackay
European cross-industry comparator group
Global pharmaceutical comparator group
Roche Holding AG
Novartis
LVMH
Anheuser-Busch Inbev
Unilever
SAP
L’Oreal
Novo Nordisk A/S
Airbus
Linde
Sanofi
AstraZeneca
Diageo
Siemens
Christian Dior
Inditex
BAT
Volkswagen
Deutsche Telekom
Kering
Heineken
BASF
Vinci
Adidas
Bayer
Safran
Reckitt Benckiser
Dr Hal Barron
France
Sanofi
Switzerland
Novartis
Roche Holdings
UK
AstraZeneca
US
AbbVie(1)
Amgen(1)
Bristol-Myers Squibb
Eli Lilly
Johnson & Johnson
Merck & Co
Pfizer
(1)
AbbVie and Amgen are included for remuneration benchmarking, but are not included in the relative TSR comparator group.
2020 CEO total remuneration positioning
When reviewing the CEO’s remuneration, the Committee has
also referenced pay for the Global pharmaceutical group.
Performance graph
The following graph sets out the performance of the company
relative to the FTSE 100 index and to the pharmaceutical
performance comparator group for the ten-year period to 31
December 2020. These indices were selected for comparison
purposes as they reflect both the primary index of which GSK is
a constituent and the industry in which it operates.
European
cross-industry
group
Global
pharmaceutical
group
(£m)
4
6
8
10
12
14
Lower quartile
to median
Median to upper
quartile
Emma Walmsley’s
current position
Remuneration includes salary and the expected value of incentives based on the
Committee’s agreed benchmarking methodology.
400
350
300
250
200
150
100
31.12.10 31.12.11 31.12.12 31.12.13 31.12.14 31.12.15 31.12.16 31.12.17 31.12.18 31.12.19 31.12.20
GSK Total Return
FTSE 100
Total Return Index
* This index comprises AstraZeneca, Bristol-Myers Squibb, Eli Lilly, Johnson &
Johnson, Merck & Co, Novartis, Pfizer, Roche Holdings and Sanofi.
GSK Pharma Peers
Total Return Index*
GSK Annual Report 2020 125
Investor informationFinancial statementsStrategic reportGovernance and remuneration Annual report on remuneration continued
Implementation of Remuneration policy for 2021
Fixed Pay
Pay for performance
Salary
The Committee considered the average increases being
awarded to employees below the level of Executive Directors
in the UK and US. After due consideration, it was agreed that
it was appropriate to award increases in line with the wider
workforce to the CEO, CFO and CSO to ensure the
competitiveness of their remuneration could be maintained.
Annual bonus
There are no changes to the operation of the Annual bonus plan.
For full details of the policy in relation to the Annual bonus plan,
please refer to the details on page 142 of the 2020 Remuneration
policy report of the 2019 Annual Report.
Base salary
Wider workforce(1)
Emma Walmsley
Iain Mackay
Dr Hal Barron
2021
–
£1,223,160
£888,675
$1,821,781
% change
2
Emma Walmsley
Iain Mackay
Dr Hal Barron
Bonus opportunity
% of salary
Weighting of
performance measures %
Target
Maximum
Adjusted
Group
PBIT
Scorecard
of individual
objectives
100
200
70
30
(1) Based on the average increase budget for employees below the level of CET in the
UK and US.
Benefits
No significant changes to the provision of benefits are proposed
for 2021. For full details of the policy in relation to benefits,
please refer to the details in the 2020 Remuneration policy
report on pages 141 to 150 of the 2019 Annual Report,
available at gsk.com in the Investors section.
Pension
The table below provides an overview of the pension
arrangements for each ongoing Executive Director in 2021.
The Committee has previously committed to reduce existing
UK Executive Directors’ pensions to align with the wider UK
workforce by 1 January 2023. The Committee has also
determined that the pension contributions of the CSO will also
be aligned with the wider US workforce by 1 January 2023. Any
new UK-based or US-based Executive Director’s pension will
be aligned to the appropriate wider workforce on appointment.
Emma Walmsley
Iain Mackay
Dr Hal Barron
2021 Pension contribution
20% of base salary and matching contributions of 5%
on the first £13,333 of salary in accordance with the
terms of the plan open to all employees, and 20% of
base salary in lieu of pension on salary in excess
of £13,333
38% of base salary, less a contribution to the 401(k) and
ESSP equivalent to 5% of total base salary and bonus
(net of the bonus deferred under the DABP). In addition,
in line with the wider US workforce, from 1 January
2021, a combined contribution rate under the 401(k)
and ESSP plans of 11% (7% core contribution plus a
match of up to 4%) of total base salary and bonus (net
of the bonus deferred under the DABP).
In setting and assessing performance levels of the Executive
Directors, the Committee considers performance against the
company’s Trust business priority (see page 33) which reflects
the Group’s approach to ESG factors.
Inevitably, targets linked directly to the financial and strategic
plan are commercially sensitive. The Committee does not
consider it appropriate to disclose Annual bonus targets during
the year, as it may result in competitive harm. However, details
of the performance targets, as usual, will be disclosed on a
retrospective basis in the 2021 Annual Report.
Deferred Annual Bonus Plan (DABP) 2021 awards
The table below provides details of the mandatory deferral into
the DABP of 50% of 2020 Annual bonus payments and the
associated awards granted. The shares awarded have no
performance conditions, but must be held for three years,
regardless of continued employment.
Total bonus deferred
into shares %
50
Shares
45,779
31,725
Emma Walmsley
Iain Mackay
Dr Hal Barron
DABP awards
ADS
24,355
Performance Share Plan (PSP) 2021 awards
The table below provides details of awards granted under the
PSP:
Emma Walmsley
Iain Mackay
Dr Hal Barron(2)
% of salary
575
400
500
Shares
550,757
278,363
PSP award(1)
ADSs
254,794
(1) The awards were granted on 10 February 2021 at a price of £12.77 per share and
$35.75 per ADS.
(2) The Board is engaging with shareholders on the potential to provide a one-off
additional performance incentive award to the CSO. This aims to support continuity
of management and delivery of our Biopharma R&D pipeline, thereby proactively
addressing one of the principal risks to the creation of sustainable shareholder value
over the next few years. These discussions are ongoing and any resulting proposal
would, of course, be set out in full ahead of a specific vote at the 2021 AGM.
126 GSK Annual Report 2020
Annual report on remuneration continued
Implementation of Remuneration policy for 2021 continued
LTI performance measures
The measures and weighting for the 2021 LTI awards remain
unchanged from those used for the 2020 awards. The
weightings for the four LTI measures are:
Measure
Weighting
LTI measure
Innovation
Performance
Innovation
The Innovation sales measure recognises the importance
of launching new products successfully and driving their
performance is key to our commercial success.
The Pipeline progress measure further increases our
emphasis on Innovation and seeks to reward acceleration and
strengthening of the pipeline. This is based on two equally
weighted elements of our key assets or indications measured
over a three-year performance period.
Performance
Relative TSR will continue to be measured against GSK’s
Global pharmaceutical comparator group (see page 125).
The targets for the Adjusted free cash flow measure for the
2021 grant are:
Innovation sales
Pipeline progress
Relative TSR
Adjusted free cash flow
20%
20%
30%
30%
Maximum
Threshold
Target £bn
9.50
9.08
8.26
8.01
% vesting
100
75
50
25
Trust – business priority
When setting targets and reviewing performance against all
LTI measures, the Committee considers and reflects on the
company’s Trust business priority. Our Trust priority reflects
the company’s approach to ESG factors (see page 33).
Shareholdings versus Share Ownership Requirement
(SOR)
SOR
% of salary
650
300
300
Value of holdings as % of salary
3 March 2021 31 December 2020
858
55
444
669
32
232
Points are allocated for successful assets in each sub-measure
based upon their forecast commercial value (peak year sales) at
the end of the performance period.
Emma Walmsley
Iain Mackay
Dr Hal Barron
The sub-measures for the 2021 award will vest as follows:
Pivotal Trial Starts
Focuses mainly on phase III registrational trial starts, but may
also include phase II starts (eg in oncology).
Performance level
Below Threshold
Threshold
Maximum
Major Regulatory Approvals
Performance level
Below Threshold
Threshold
Maximum
Points
<12
12
14
15
17
Points
<13
13
15
17
19
Payout
Nil
25%
50%
75%
100%
Payout
Nil
25%
50%
75%
100%
The targets for Innovation sales and Pipeline progress measures
are of their nature commercially sensitive at the time of grant. At
the end of the performance period we will provide full disclosure
of what has been achieved.
Shares subject to performance conditions are excluded from
each Executive Director’s SOR calculation until the end of the
performance period. These vested shares are then included as
part of the Director’s SOR to the extent that the performance
conditions are met. The value of the holdings has been
calculated on a post-tax basis.
For Dr Hal Barron, ADS contributing to his SOR include his
investments under the GSK 401(k) plan and the ESSP. During
the year, he re-allocated his funds in both plans to the GSK
Stock Fund.
Emma Walmsley and Dr Barron currently exceed their SOR.
Iain Mackay, who joined the Board in early 2019, is currently
working towards satisfying his SOR.
The company has processes in place to ensure that each
Executive Director’s SOR will continue to be satisfied after
leaving GSK, including the monitoring of nominee accounts.
Each Executive Director also agrees to the terms of the SORs
within their service contract.
GSK Annual Report 2020 127
Investor informationFinancial statementsStrategic reportGovernance and remuneration Annual report on remuneration continued
Remuneration governance
Committee role and membership
These details are available on page 96 and are incorporated
by reference to this Report. The Chairman, CEO, Heads of HR
and Reward, Group Financial Controller and the Company
Secretary assisted the Committee during the year.
Adviser to the Committee
PricewaterhouseCoopers LLP (PwC) has been the
independent adviser to the Committee since it was appointed
in 2018 after a full commercial tender exercise was concluded
by the company. PwC is a member of the Remuneration
Consultants’ Group and, as such, voluntarily operates under
the code of conduct in relation to executive remuneration
consulting in the UK. The code of conduct can be found at
www.remunerationconsultantsgroup.com.
During the year, PwC did not have any other connection with
the Committee members or other Board Directors. However,
it did provide other consulting and assurance services to the
company. In line with the protocols agreed and set by the
Committee Chair under which PwC provided their advice,
the Committee is satisfied that such advice has been objective
and independent. PwC has provided independent commentary
on matters under consideration by the Committee and updates
on market practice and legislative requirements. PwC’s fees for
advice during the year, which were charged on both a fixed and
a time and materials basis, were £170,975.
Willis Towers Watson provided additional market data to the
Committee.
Shareholder votes on remuneration matters
Total votes
cast (billion)
Total votes
for (%)
Total votes
against (%)
Remuneration report
2020 AGM
Remuneration policy
2020 AGM
3.4
2.7
94.5
5.5
24.5
88.2
11.8
620.1
Service contracts and letters of appointment
The table below sets out the dates of the Executive Directors’
service contracts, which are available for review at the company’s
registered office and on gsk.com. Each Executive Director’s
service contract contains a 12-month notice period.
Date of contract
Effective date
Expiry date
Emma Walmsley
Iain Mackay
Dr Hal Barron
29.03.17
18.09.18
16.12.17
01.04.17
14.01.19
01.01.18
30.06.34
n/a
31.12.24
The Non-Executive Directors (NED) have letters of appointment,
which are available to view at the company’s registered office.
Each NED is expected to serve on the Board until the end of the
AGM following the third anniversary of their appointment. This is
subject to election and subsequent annual re-election. Subject
to mutual agreement, they are each expected to serve a further
three years, and normally up to nine years from appointment in
line with the provisions of the 2018 Code, subject to annual
re-election.
128 GSK Annual Report 2020
Committee focus during 2020
Remuneration policy
The Committee sets the broad structure for the Remuneration policy
and determines the remuneration of the Executive Directors, the
Chairman and other corporate officers.
Items discussed:
– Proposed 2020 Remuneration policy
– Remuneration impact of major Group restructuring
– Engagement with shareholders and consideration of feedback
Salary review
The Committee periodically reviews and considers the remuneration
environment of Executive Directors and CET, approving annual
adjustments as necessary having regard to the remuneration of the
wider workforce.
Items discussed:
– Review of remuneration environment (including wider employee
trends)
– Executive Director and CET benchmarking, competitiveness and
GSK comparator groups
– CET and Company Secretary salary review and recommendations
for 2020
– Executive Director salary review and recommendations for 2021
Annual bonus
The Committee is responsible for setting specific performance
measures for the Annual bonus and for assessments of performance.
Items discussed:
CEO, Executive Directors and CET 2019 bonus recommendations
and 2020 CEO bonus objectives
Votes
withheld
(million)
LTI plans
The Committee is responsible for approving LTI plan rule changes,
grants, assessments of performance, and the vesting of LTI awards for
the Executive Directors, CET and below (including interim awards).
Items discussed:
– LTI performance outcomes and vesting of LTI awards for CET and
below
– Confirmation of LTI grants for CET and below
– Implementation and embedding of new Pipeline progress measure
Governance and other areas of focus
The Committee adheres to a robust remuneration governance
framework, ensuring alignment between internal actions and external
reporting/compliance requirements.
Items discussed:
– Review of Terms of Reference
– Committee evaluation annual review
– 2019 Remuneration report and proposal of 2020 Remuneration
Policy
– Confirmation of 2020 Group Budget for remuneration purposes
– Remuneration considerations and committee programme for 2020
– AGM and Remuneration report feedback, the external
remuneration environment and performance target disclosure for
incentive plans
– 2020 Remuneration report disclosures, including CEO pay ratio
– Annual governance meeting and key Committee messages
– Committee Chair consultation with employee representatives
on setting pay and wider workforce pay practices
Annual report on remuneration continued
Non-Executive Directors’ fees
Chairman and other Non-Executive Directors
The company aims to provide the Chairman and other Non-
Executive Directors with fees that are competitive with those
paid by other companies of equivalent size and complexity,
subject to the limits contained in its Articles of Association.
Chairman’s fees
The Chairman is paid a fee of £700,000 per annum, of which
he takes 25% in GSK shares. The Chairman’s fees were
reviewed on the appointment of the new Chair. It was
concluded they remained appropriate.
2020 Non-Executive Directors’ fees
The Non-Executive Directors’ fees that applied during 2020 are
set out in the table below:
Standard annual fee
Supplemental fees
Chair of the Audit & Risk Committee
Senior Independent Director
Scientific & Medical Experts
Chairs of the Remuneration, Corporate
Responsibility and Science Committees
Workforce Engagement Director
Non-Executive Director undertaking intercontinental
travel to meetings
Per annum
£95,000
£80,000
£50,000
£30,000
£40,000
£7,500 per meeting
Non-Executive Directors will continue to be required to invest at least 25% of their total net fees in GSK shares or ADS.
Implementation of Non-Executive Directors’ policy in 2020
Following a review and engagement with shareholders, Non-Executive Directors’ standard fees and fees payable to the Senior
Independent Director and other Committee Chairs (including the Remuneration, Corporate Responsibility and Science
Committees) were last increased with effect from 1 January 2020.
As part of shareholder approval of the 2020 Remuneration policy:
– a supplemental fee was introduced with effect from 1 January 2020, payable to the Workforce Engagement Director; and
– payment to a Non-Executive Director of up to the amount paid to a Committee Chair for undertaking additional duties in
exceptional or unforeseen circumstances requiring a significant additional time commitment was authorised.
No changes were made to the fees payable to the Chair of the Audit & Risk Committee or Scientific & Medical Experts. We do not
expect to make any other increases to the fees payable to Non-Executive Directors during the new policy period. The increases
described above reflect the time commitments of these roles.
2020 Total fees (audited)
The audited table below sets out the value of fees and benefits received by the Non-Executive Directors in the form of cash and
shares or ADS. Further details of the Non-Executive Directors’ share allocation plan are set out on page 131. Non-Executive
Directors’ fees that are paid in a currency other than Sterling are converted using an average exchange rate that is reviewed from
time to time. The average exchange rates were updated in 2020. Benefits comprise the grossed up cash value of travel and
subsistence costs incurred in the normal course of business, in relation to attendance at Board and Committee meetings. For
overseas-based Directors, this includes travel to meetings in the UK.
Non-Executive Directors’
emoluments (000) (audited)
Fixed fees
Fixed fees
Cash
Shares/ADS
Benefits
Total pay
Cash
Shares/ADS
Benefits
Total pay
2020
2019
Sir Jonathan Symonds
Vindi Banga
Charles Bancroft
Dr Vivienne Cox
Lynn Elsenhans
Dr Laurie Glimcher
Dr Jesse Goodman
Judy Lewent
Urs Rohner
£525
£114
–
£107
$93
–
$174
$183
£107
£175
£38
$82
£36
$100
$180
$58
$61
£36
£2
£2
–
£2
$20
$34
$23
$12
£4
£702
£154
$82
£145
$213
$214
$255
$256
£147
£174
£92
–
£69
$24
–
$199
$222
£92
£58
£31
–
£23
$196
$220
$66
$74
£31
£2
£4
–
£8
$75
$76
$66
$82
£13
£234
£127
–
£100
$295
$296
$331
$378
£136
GSK Annual Report 2020 129
Investor informationFinancial statementsStrategic reportGovernance and remuneration Annual report on remuneration continued
Directors’ interests in shares (audited)
Executive Directors’ interests in shares
The interests of the Executive Directors of the company in office during 2020 and their persons closely associated (PCA) are
shown in the table below:
As at 31 December 2020
Unvested share plan interests
Total directors’ interests as at
Beneficial
interests
Not subject to performance
Subject to
performance
3 March 2021(1) 31 December 2020(1)
Shares/ADS(2)
Shares/ADS(3,6)
Options(4,7)
Shares/ADS(5)
1,150,620
68,879
787,639
36,655
316,761
–
281,324
–
189,554
36,655
1,372,409
461,587
359,809
232,193
160,001
72,192
–
716,327
Shares
Emma Walmsley
Iain Mackay
ADS
Dr Hal Barron
1) Total directors’ interests include beneficial interests and unvested share plan interests not subject to performance. The balance as at 3 March 2021
includes shares/ADS awarded in 2018 under the Performance Share Plan (PSP) and the Deferred Annual Bonus Plan (DABP) which vested in February and
March 2021 respectively less those sold to satisfy tax liabilities on the vested amounts. Executive Directors’ shareholdings versus their SOR are outlined on
page 127.
2) Beneficial interests include shares/ADS held by the Executive Directors and their PCAs. For Emma Walmsley, this includes 2,044 shares purchased
through the GlaxoSmithKline Share Reward Plan. Iain Mackay does not currently participate in the Share Reward Plan. As a US employee, Dr Hal Barron
is not eligible to participate in the Share Reward Plan which is only open to UK employees. Dr Barron’s beneficial interests include ADS and notional ADS
held by way of his investments in the GSK 401(k) plan and the Executive Supplemental Savings Plan (ESSP). During the year, Dr Barron re-allocated his
funds in both plans to the GSK Stock Fund. Further details on Dr Barron’s membership of the plans can be found on page 117.
3) Unvested shares/ADS not subject to performance represent PSP shares which have vested but are subject to an additional two-year holding period for
Emma Walmsley. Unvested ADS not subject to performance for Dr Barron represent bonus deferrals (as described in note 6 below).
4) Unvested options not subject to performance represent bonus deferrals under the DABP which are awarded as nil-cost options (as described in note 6
below). This figure excludes the 744 Share Save options held by Emma Walmsley.
5) Unvested shares/ADS subject to performance represent unvested PSP awards.
6) DABP: The table below shows bonus deferrals and subsequent reinvestment of dividends under the DABP. The amounts represent the gross shares/ADS
balances prior to the sale of any shares/ADS to satisfy tax liabilities on vesting.
Deferred Annual Bonus Plan (Bonus deferrals)
Shares
Emma Walmsley
Iain Mackay
ADS
Dr Hal Barron
3 March 2021
31 December 2020
1 January 2020
169,201
68,879
189,554
36,655
165,445
–
97,509
72,192
38,499
As UK employees, bonus deferrals under the DABP are granted as nil-cost options to Emma Walmsley and Iain Mackay and the following table sets out
details of nil-cost options exercised. There are no outstanding DABP matching awards following this exercise.
DABP
Emma Walmsley
Deferral award
Matching award
Date of grant
Number of shares
under option
Date of
exercise
Grant price
Market price
at exercise
Gain on exercise
(000)
15.02.17
15.02.17
37,221
24,815
17.02.20
17.02.20
£0.00
£0.00
£16.61
£16.61
£618
£412
In respect of nil-cost options awarded in 2017 under the DABP, the bonus which is deferred by the Executive Director was recorded as remuneration (under
Annual bonus) in the Total remuneration table in respect of 2016. Number of shares under option includes the initial award amount together with reinvested
dividends accrued to the date of exercise.
For the matching element of the DABP awarded in 2017, the remuneration of the Executive Director was recorded in the Total remuneration table in respect
of 2019 (the year that the performance period ended). The Remuneration Committee granted the last matching award in 2017.
130 GSK Annual Report 2020
Annual report on remuneration continued
Directors’ interests in shares (audited) continued
Non-Executive Directors’ interests in shares
The interests of the Non-Executive Directors of the company in office during 2020 and their persons closely associated (PCA) are
shown in the table below:
Total directors’ interests as at(1)
Share allocation plan for Non-Executive Directors
Number of shares/ADS
3 March 2021
31 December
2020
Beneficial
interests at 31
December 2020(2)
Dividends
reinvested after
year end
31 December
2020
Elected &
allocated during
the year(3)
1 January 2020
51,246
101,940
8,190
14,069
2,211
43,863
18,503
8,853
30,437
47,608
99,693
7,203
12,754
1,367
41,135
16,614
8,086
29,058
35,757
71,800
–
–
–
1,000
–
–
10,166
423
1,581
366
695
26
2,147
813
412
1,003
11,851
27,893
7,203
12,754
1,367
40,135
16,614
8,086
18,892
11,017
3,345
2,264
2,583
1,367
4,506
5,122
1,734
2,278
834
24,548
4,939
10,171
–
35,629
11,492
6,352
16,614
Shares
Sir Jonathan Symonds
Vindi Banga
Dr Vivienne Cox
Urs Rohner
ADS
Charles Bancroft
Lynn Elsenhans
Dr Laurie Glimcher
Dr Jesse Goodman
Judy Lewent
1) Total directors’ interests include beneficial interests and any shares/ADS received as all or part of their fees under the Non-Executive Directors’
share allocation plan. Dividends received on shares/ADS under the plan during the year and in January 2021 were converted into shares/ADS as at
3 February 2021.
2) Beneficial interests includes shares/ADS held by the Non-Executive Directors and their PCAs.
3) Shares/ADS allocated during the year under the Non-Executive Directors’ share allocation plan includes dividends reinvested during the year.
Directors and Senior Management
Further information is provided on compensation and interests of Directors and Senior Management as a group (the group).
For this purpose, the group is defined as the Executive and Non-Executive Directors, other members of the CET and the Company
Secretary. For the financial year 2020, the following table sets out aggregate remuneration for the group for the periods during
which they served in that capacity.
Remuneration for 2020
£
Total compensation paid
Aggregate increase in accrued pension benefits (net of inflation)
Aggregate payments to defined contribution schemes
23,279,531
105,252
1,280,970
During 2020, members of the group were awarded shares and ADS under the company’s various LTI plans, as set out in the table
below. To align the interests of Senior Management with those of shareholders, Executive Directors and CET members are required
to build and maintain significant holdings of shares in GSK over time. CET members are required to hold shares to an equivalent
multiple of two times their base salary, and must continue to satisfy these share ownership requirements for a minimum of 12
months after leaving GSK.
Awarded during 2020
Deferred Annual Bonus Plan (matching awards)
Performance Share Plan
Deferred Investment Awards (1,2)
Share Value Plan(2)
Shares
–
1,682,807
–
16,380
1) Notional shares and ADS.
Awards
ADS
–
377,238
–
–
Shares
956
240,354
–
–
Dividend reinvestment awards
ADS
99
64,739
–
–
2) Executive Directors are not eligible to receive Deferred Investment Awards or participate in the Share Value Plan.
GSK Annual Report 2020 131
Investor informationFinancial statementsStrategic reportGovernance and remuneration Annual report on remuneration continued
Directors and Senior Management continued
At 3 March 2021, the group and their PCAs had the following interests in shares and ADS of the company. Interests awarded
under the various LTI plans are described in Note 44 to the financial statements, ‘Employee share schemes’ on page 231.
Interests at 3 March 2021
Shares
ADS
Owned
Unexercised options
Deferred Annual Bonus Plan
Performance Share Plan
Deferred Investment Awards (1,2)
Share Value Plan (2)
2,031,335
8,030
484,413
6,310,974
374,964
49,560
467,144
–
140,738
1,480,220
–
–
(1) Notional shares.
(2) Executive Directors are not eligible to receive Deferred Investment Awards or participate in the Share Value Plan.
Fees in respect of Executive Directors’ external appointments
CEO
Emma Walmsley is an independent non-executive director of Microsoft Corporation. During 2020, she received $325,000, of
which $125,123 was delivered as cash and $199,877 as stock options under the Microsoft Corporation’s Deferred Compensation
Plan for its non-employee directors.
CSO
Dr Hal Barron is a non-executive director of GRAIL Inc (a private company). During 2020, he earned $40,000 in fees.
Payments to past Directors (audited)
Sir Andrew Witty and Dr Moncef Slaoui left the Board on 31 March 2017 by mutual agreement. Dr Patrick Vallance and Simon
Dingemans left the Board on 31 March 2018 and 8 May 2019 as voluntary leavers. The vesting of the DABP awards is governed
by the Remuneration policy prevailing at the time each past Director left the Board. The table below reflects the value of the deferred
bonuses and accrued dividends to the point of release.
Sir Andrew Witty
2017 DABP
Dr Moncef Slaoui
2017 DABP
Dr Patrick Vallance
2017 DABP
2018 DABP
Simon Dingemans(1)
2017 DABP
2018 DABP
Date of vesting
17 February 2020
Date of vesting
18 February 2020
Date of vesting
17 February 2020
1 March 2021
Date of vesting
9 May 2020
1 March 2021
Number of shares vested
40,031
Number of ADS vested
12,498
Number of shares vested
25,200
50,301
Number of shares vested
34,314
48,628
1) Mr Simon Dingemans’ 2017 DABP award vested in May 2020 in accordance with the delayed vesting terms of the Recoupment Policy.
Other benefits: the grossed up costs predominantly for Simon Dingemans’ post-employment home security were £6,243.
Payments for loss of office (audited)
No loss of office payments were made in 2020 or 2019.
132 GSK Annual Report 2020
2020 Remuneration policy summary
The company’s Remuneration policy was approved on 6 May 2020 at GSK’s Annual General Meeting and has operated as
intended since its approval. The full policy is available at gsk.com in the Investors section.
Executive Director remuneration policy
Salary
To provide a core reward for the role. Set at a level appropriate to secure and retain high calibre
individuals needed to deliver the Group’s strategic priorities.
Operation
Individual’s role, experience, performance and independently
sourced data for relevant comparator groups considered when
determining salary levels.
Opportunity
There is no formal maximum limit and, ordinarily, salary increases
will be broadly in line with the average increases for the wider
GSK workforce.
Salary increases typically take effect in the first quarter of
each year.
Salaries are normally paid in the currency of the Executive
Director’s home country.
However, increases may be higher to reflect a change in the
scope of the individual’s role, responsibilities or experience.
Salary adjustments may also reflect wider market conditions in
the geography in which the individual operates.
Details of current salary levels are set out in the Annual report
on remuneration.
Performance measures
The overall performance of the individual is a key consideration
when determining salary increases.
Benefits
Levels are set to recruit and retain high calibre individuals to execute the business strategy.
Operation
Executive Directors are eligible to receive benefits in line with
the policy for other employees which may vary by location.
These include, but are not limited to, car allowances, healthcare,
life assurance/death in service (where not provided as part of
the individual’s pension arrangements), personal financial advice
and contractual post-retirement benefits. In line with the policy
for other employees, Executive Directors may be eligible to
receive overseas relocation allowances and international
transfer-related benefits when required. Executive Directors
in the UK are also eligible to participate in all-employee share
schemes (e.g. Share Save and Share Reward Plan), under
which they are subject to the same terms as all other
employees.
In order to recognise the high business travel requirements of
the role, Executive Directors are also entitled to car travel and
exceptionally may be accompanied by their spouse/partner on
business trips. Other benefits include expenses incurred in the
ordinary course of business, which are deemed to be taxable
benefits on the individual.
Where an Executive Director is based outside the UK, but is
required to travel to the UK to fulfil the responsibilities of their
role and to attend Board Meetings, they may be subject to tax
on their business travel expenses to and from the UK and on the
provision of any accommodation in the UK. Although in reality it
represents a business expense, the tax treatment requires that
their travel and accommodation expenses are then included as
benefits. Because of the business context, the tax liabilities will
be covered by the company on a grossed-up basis.
Benefit provision is tailored to reflect market practice in the
geography in which the Executive Director is based and
different policies may apply if current or future Executive
Directors are based in a different country.
Opportunity
There is no formal maximum limit as benefits costs can fluctuate
depending on changes in provider cost and individual
circumstances.
Details of current benefits and costs are set out in the Annual
report on remuneration.
Performance measure
None
GSK Annual Report 2020 133
Investor informationFinancial statementsStrategic reportGovernance and remuneration 2020 Remuneration policy summary continued
Executive Director remuneration policy continued
Pension
Pension arrangements provide a competitive level of retirement income.
Pension arrangements provide a competitive level of retirement
income.
Operation
Pension arrangements are structured in accordance with the
plans operated in the country in which the individual is likely to
retire. Where the individual chooses not to become a member
of the pension plan, cash in lieu of the relevant pension
contribution is paid instead. Executive Directors in the UK are
entitled either to join the defined contribution pension plan or
to receive a cash payment in lieu of pension contribution.
Where an individual is a member of a GSK legacy defined
benefit plan, a defined contribution plan or an alternative
pension plan arrangement and is subsequently appointed
to the Board, he or she may remain a member of that plan.
Opportunity
The policy for all current Executive Directors is:
UK:
– 20% of base salary contribution to defined contribution plan
and further 5% in matched contributions subject to any
relevant cap and in line with implementation principles for
other members of the plan; and
– 20% of base salary as a cash payment in lieu of pension
contribution for the portion above the relevant cap;
or
– 20% of base salary as a cash payment in lieu of pension
contribution.
From 1 January 2023, any current UK Executive Directors who
are still in role will have their pension arrangements aligned to
new Executive Directors’ arrangements as follows.
Any new Executive Directors in the UK will receive from date
of appointment:
– 7% of base salary contribution to defined contribution plan
and further 3% in matched contributions subject to any
relevant cap and in line with implementation principles for
other members of the plan; and
– 7% of base salary as a cash payment in lieu of pension
contribution for the portion above the relevant cap;
or
– 7% of base salary as a cash payment in lieu of pension
contribution.
US(1):
– Cash Balance and Supplemental Cash Balance pension
plans, providing annual contributions of 38% of base salary,
split between the two plans as appropriate.
– GSK 401(k) plan and the Executive Supplemental Savings Plan
(ESSP) with core contributions of 2% of salary and bonus(2)
and matched contributions of 4% of salary and bonus(2).
Any new Executive Directors in the US will receive:
– Cash Balance and Supplemental Cash Balance pension
plans, providing annual contributions of 5% of base salary
and bonus, split between the two plans as appropriate.
– GSK 401(k) plan and the ESSP with core contributions of
2% of salary and bonus(2) and matched contributions of 4%
of salary and bonus(2).
Global:
– Eligible for appropriate equivalent arrangement not in excess
of the US/UK arrangements.
Performance measures
None.
(1)
In the event of any change to the plans operated in the US, a similar value would be
provided under any successor arrangements introduced within the market.
Less bonus deferred under the DABP.
(2)
Annual bonus
To incentivise and recognise execution of the business strategy on an annual basis. Rewards the
achievement of stretching annual financial and strategic business targets and delivery of personal
objectives.
Operation
Financial, operational and business targets are set at the start of
the year by the Committee and bonus levels are determined by
the Committee based on performance against those targets.
The Committee may apply judgement in making appropriate
adjustments to bonus outcomes to ensure they reflect underlying
business performance. Clawback and/or malus provisions apply
as described on page 144 of the 2019 Annual Report.
Individual objectives are set at the start of the year by the
Committee and performance against those objectives is
assessed by the Committee.
Executive Directors are required to defer 50% of any bonus
earned into shares, or ADS as appropriate, for three years.
Deferred bonus shares are eligible for dividend equivalents
up to the date of vesting.
134 GSK Annual Report 2020
Opportunity
The maximum bonus opportunity for Executive Directors is
200% of salary. For threshold performance, the bonus pay-out
on the financial measure will be nil. For target performance,
the bonus payout will be 50% of the maximum opportunity.
Performance measures
Based on a combination of financial targets and individual/
strategic performance objectives, with the majority of the bonus
assessed against the financial measures. The weighting
between different measures will be determined each year
according to business priorities. Further details, including the
measures to be used in the financial year, are provided in the
Annual report on remuneration.
2020 Remuneration policy summary continued
Executive Director remuneration policy continued
Selection of annual bonus measures
The annual bonus is designed to drive the achievement of
GSK’s annual financial and strategic business targets and
the delivery of personal objectives.
The annual bonus financial targets are set by reference to
internal budget and external consensus targets.
The majority of the annual bonus opportunity is based on a
formal review of performance against stretching financial
targets with the remainder of the bonus subject to a balanced
scorecard of strategic and individual targets which are aligned
to the company’s key objectives for that financial year.
Performance
Share Plan (PSP)
To incentivise and recognise delivery of the longer term business priorities, financial growth and
increases in shareholder value compared to other pharmaceutical companies. In addition, to
provide alignment with shareholder interests, a retention element, to encourage long-term
shareholding and discourage excessive risk taking.
Operation
Conditional awards are made annually with vesting dependent
on the achievement of performance conditions over three years
and are subject to an additional two-year holding period. PSP
targets are set by reference to internal budget and external
consensus targets.
Awards are eligible for dividend equivalents up to the date of
vesting and release.
The Committee may adjust the formulaic vesting outcome
(either up or down) to ensure that the overall outcome reflects
underlying business performance over the vesting period.
Clawback and/or malus provisions apply as described on
page 144 of the 2019 Annual Report.
Share Ownership Requirements
To align the interests of Executive Directors with those of
shareholders, they are required to build and maintain
significant holdings of shares in GSK over time. The
requirements for each Executive Director are as follows:
CEO
Other Executive Directors
% salary
650
300
Opportunity
The normal maximum award limits that may be granted under
the PSP to an individual in any one year are set out in the table
below:
CEO
CFO
Other Executive Directors
% of salary
600
400
500
Performance measures
Based on a combination of financial, share price related and
strategic performance conditions which are aligned to the
company’s strategic plan. For all measures*, 25% of awards
will vest at threshold performance. Further details, including
the performance targets attached to the PSP in respect of each
year, and the weightings of the targets for the 2020 PSP awards
are provided in the Annual report on remuneration.
* We announced in the 2018 Annual Report, that we were reducing the
threshold vesting level for our TSR measure to 25%, in order to align it
with our other performance measures.
As a minimum, Executive Directors are required to maintain
100% of their share ownership requirements to the end of
the first year following retirement from the company and 50%
to the end of the second year.
For details of our policy on clawback/malus, recruitment remuneration, loss of office and termination payments, please refer to
the full 2020 Remuneration policy report on pages 140 to 149 of the 2019 Annual Report, available at gsk.com in the Investors
section.
GSK Annual Report 2020 135
Investor informationFinancial statementsStrategic reportGovernance and remuneration 2020 Remuneration policy summary continued
Scenarios for future total remuneration
The charts opposite provide illustrations of the future total
remuneration for each of the Executive Directors in respect of
the remuneration opportunity granted to each of them in 2021
under the approved 2020 Remuneration policy. A range of
potential outcomes is provided for each Executive Director and
the underlying assumptions are set out below.
All scenarios:
– 2021 base salary has been used.
– 2020 benefits figures have been used, i.e. based on actual
amounts received in 2020, and for Dr Hal Barron the 2020
pension figures.
– Pensions for Emma Walmsley and Iain Mackay are based
upon their 2021 salaries.
– The amounts shown under value of PSP awards are based
upon the relevant multiples for 2021. They do not include
amounts in respect of dividends reinvested and do not factor
in changes in share price over the vesting period (except as
described below).
Fixed:
– Excludes Pay for performance, i.e. no Annual bonus would be
paid and PSP awards would not vest.
Expected:
– Includes Fixed pay.
– For the Annual bonus, it is assumed that target performance
is achieved.
– For PSP awards, amounts reflect 50% vesting levels.
Maximum:
– It is assumed that the Annual bonus would be payable at the
maximum level and that the awards under the PSP would vest
in full.
Maximum with 50% share price increase:
– All elements are the same as Maximum but assuming a 50%
increase in share price.
136 GSK Annual Report 2020
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
Emma Walmsley (£000)
£14.61m
24%
£11.09m
63%
48%
£6.35m
56%
£1.61m
100%
19%
25%
22%
17%
15%
11%
Fixed
Expected
Maximum
Maximum with
share price
increase
Iain Mackay (£000)
10,000
8,000
6,000
4,000
2,000
0
£8.33m
21%
43%
£6.55m
54%
£3.89m
46%
46%
23%
31%
£1.22m
100%
27%
19%
21%
15%
Fixed
Expected
Maximum
Maximum with
share price
increase
Dr Hal Barron ($000)
20,000
16,000
12,000
8,000
4,000
0
$20.43m
22%
$15.88m
57%
45%
$9.50m
48%
19%
33%
$3.13m
100%
23%
20%
18%
15%
Fixed
Expected
Maximum
Maximum with
share price
increase
Fixed pay
Annual bonus
PSP
50% share price increase
2020 Remuneration policy summary continued
Non-Executive Director remuneration policy 2020
The company’s remuneration policy report was approved on Wednesday 6 May 2020 at GSK’s Annual General Meeting. The full
policy is available in the Investor section of gsk.com. The following is a summary of this policy.
Non-Executive Directors’ fees
Element
Purpose and link to strategy
Operation
Chairman’s fees
To provide an inclusive flat rate fee that is
competitive with those paid by other
companies of equivalent size and
complexity subject to the limits contained
in GSK’s Articles of Association.
There is no formal maximum. However, fees are reviewed annually and set by reference
to a review of the Chairman’s performance and independently sourced market data.
The Committee is responsible for evaluating and making recommendations to the Board
on the fees payable to the Chairman. The Chairman does not participate in discussions in
respect of his fees.
Basic fees
As above
Supplemental
fees
To compensate Non-Executive Directors
(other than the Chairman) for taking on
additional Board responsibilities or
undertaking intercontinental travel.
Benefits
To facilitate execution of responsibilities
and duties required by the role.
Fees are paid in cash. The Chairman is required to invest at least 25% of his total net
fees in shares or ADS of the company.
There is no formal maximum. As with the Chairman, fees are reviewed annually and set by
reference to independently sourced data.
The Chairman and CEO are responsible for evaluating and making recommendations to
the Board on the fees payable to the company’s Non-Executive Directors.
Fees are paid in cash. Directors are required to invest at least 25% of their total net fees
in shares or ADS of the company. The shares or ADS are delivered or released following
retirement from the Board.
Additional fees for the Senior Independent Director, Committee Chairs, Scientific and
Medical Experts, the Workforce Engagement Director role and intercontinental travel.
The company has the authority to pay an additional fee, up to the equivalent of the
Committee Chair supplement (£40,000 with effect from 1 January 2020) to a
Non-Executive Director, should the company require significant additional time
commitment in exceptional or unforeseen circumstances.
Travel and subsistence costs for Non-Executive Directors are incurred in the normal
course of business in relation to meetings on Board and Committee matters and other
GSK-hosted events. For overseas-based Non-Executive Directors, this includes travel to
meetings in the UK. In the event it is necessary for business purposes, whilst not normal
practice, Non-Executive Directors may be accompanied by their spouse or partner to
these meetings or events. The costs associated with the above are all met by the
company and, in some instances, they are deemed to be taxable and therefore treated
as benefits for the Non-Executive Director.
Approach to recruitment remuneration
The following policy and principles apply to the roles of
Chairman and Non-Executive Director.
Chairman
Fees will be set at a level that is competitive with those paid by
other companies of equivalent size and complexity. Fees will be
paid partly in shares.
Non-Executive Directors
Fee levels for new Non-Executive Directors will be set on the
same basis as for existing Non-Executive Directors of the
company. Subject to local laws and regulations, fees will be
paid partly in shares.
In the event of a Non-Executive Director with a different role and
responsibilities being appointed, fee levels will be benchmarked
and set by reference to comparable roles in companies of
equivalent size and complexity.
Loss of office
The Chairman and other Non-Executive Directors are not entitled to receive any payments in respect of fees for loss of office when
they retire or step down from the Board.
GSK Annual Report 2020 137
Investor informationFinancial statementsStrategic reportGovernance and remuneration 2020 Remuneration policy summary continued
Operation and scope of Remuneration policy
The Remuneration policy (Policy) is set out on pages 141 to 150
of the 2019 Annual Report and it is intended that the Policy for
GSK’s Executive and Non-Executive Directors will operate for a
period of three years from the date of approval at the company’s
Annual General Meeting on 6 May 2020.
The Committee wrote the Policy principally in relation to the
remuneration arrangements for the Executive Directors, whilst
taking into account the possible recruitment of a replacement
or an additional Executive Director during the operation of the
Policy. The Committee intends the Policy to operate for the
period set out above in its entirety. However, it may after due
consideration seek to change the Policy during this period,
but only if it believes it is appropriate to do so for the long-term
success of the company, after consultation with shareholders
and having sought shareholder approval at a general meeting.
The Committee reserves the right to make any remuneration
payments and/or payments for loss of office (including
exercising any discretions available to it in connection with
such payments) notwithstanding that they are not in line with
the Policy where the terms of the payment were agreed:
(i) before the AGM on 7 May 2014 (the date the company’s
first shareholder-approved Directors’ remuneration policy came
into effect);
(ii) before the Policy came into effect, provided that the terms
of the payment were consistent with the shareholder-approved
Remuneration policy in force at the time they were agreed; or
(iii) at a time when the relevant individual was not a Director of
the company and, in the opinion of the Committee, the payment
was not in consideration for the individual becoming a Director
of the company. For these purposes ‘payments’ includes the
Committee satisfying awards of variable remuneration and,
in relation to an award over shares or ADS, the terms of the
payment are ‘agreed’ at the time the award is granted.
Performance Share Plan (PSP) awards are subject to the
terms of the PSP plan rules under which the award has been
granted. The Committee may adjust or amend awards only in
accordance with the provisions of the plan rules. This includes
making adjustments to reflect one-off corporate events, such
as a change in the company’s capital structure.
The Committee may also make minor amendments to the Policy
(for regulatory, exchange control, tax or administrative purposes
or to take account of a change in legislation) without obtaining
shareholder approval for such amendments.
Statement of consideration of shareholder views
The Committee engages in regular dialogue with shareholders
and holds annual meetings with GSK’s largest investors to
discuss and take feedback on its Remuneration policy practices
and governance matters.
The Annual report on remuneration has been approved
by the Board of Directors and signed on its behalf by:
Urs Rohner
Remuneration Committee Chairman
8 March 2021
Basis of preparation
The Annual report on remuneration has been prepared in
accordance with the Companies Act 2006 and The Large
and Medium-sized Companies and Groups (Accounts and
Reports) (Amendment) Regulations 2013 (the Regulations).
In accordance with the Regulations, the following parts of
the Annual report on remuneration are subject to audit: total
remuneration figures for Executive Directors including further
details for each element of remuneration (salary, benefits,
pension, annual bonus and long-term incentive awards);
Non-Executive Directors’ fees and emoluments received in the
year; Directors’ interests in shares, including interests in GSK
share plans; payments to past Directors; payments for loss
of office; and share ownership requirements and holdings,
for which the opinion thereon is expressed on page 150. The
remaining sections of the Annual report on remuneration are
not subject to audit nor are the pages referred to from within
the audited sections.
138 GSK Annual Report 2020
Strategic report
Governance and remuneration
Financial statements
Investor information
Financial
statements
In this section
Directors’ statement of responsibilities
Independent Auditor’s report
Financial statements
Notes to the financial statements
Financial statements of GlaxoSmithKline plc
prepared under UK GAAP
140
142
154
158
238
GSK Annual Report 2020 139
GSK Annual Report 2020 139
Investor informationFinancial statementsStrategic reportGovernance and remuneration Directors’ statement of responsibilities
The Directors are responsible for preparing the Annual Report,
the Remuneration report and the Group and parent company
financial statements in accordance with applicable law and
regulations.
UK company law requires the Directors to prepare financial
statements for each financial year. The Directors are required
to prepare the Group consolidated financial statements in
accordance with International Financial Reporting Standards
(IFRS), as adopted pursuant to Regulation (EC) No 1606/2002
as it applies in the European Union. In preparing the Group
consolidated financial statements, the Directors have also
elected to comply with IFRS as issued by the International
Accounting Standards Board (IASB). The Directors have
elected to prepare the parent company financial statements in
accordance with United Kingdom Accounting Standards and
applicable law (United Kingdom Generally Accepted
Accounting Practice). Under company law the Directors must
not approve the financial statements unless they are satisfied
that they give a true and fair view of the state of affairs of the
Group and its profit or loss for that period.
In preparing the financial statements, the Directors are
required to:
– select suitable accounting policies and then apply them
consistently;
– make judgements and accounting estimates that are
reasonable and prudent;
– state that the Group financial statements comply with IFRS,
as adopted pursuant to Regulation (EC) No 1606/2002 as
it applies in the European Union, and IFRS as issued by
the IASB, subject to any material departures disclosed and
explained in the Group financial statements;
– state with regard to the parent company financial statements
that applicable UK Accounting Standards have been
followed, subject to any material departures disclosed and
explained in the parent company financial statements; and
– prepare the financial statements on a going concern basis
unless it is inappropriate to presume that the Group and the
parent company will continue in business.
The Directors are responsible for keeping adequate accounting
records that are sufficient to show and explain the company’s
transactions and disclose with reasonable accuracy at any time
the financial position of the Group and to enable them to ensure
that the Group financial statements and the Remuneration
report comply with the Companies Act 2006 and Article 4 of
the IAS Regulation. They are also responsible for safeguarding
the assets of the Group and hence for taking reasonable steps
for the prevention and detection of fraud and other irregularities.
The Group financial statements for the year ended
31 December 2020, comprising principal statements and
supporting notes, are set out in the ‘Financial statements’
on pages 154 to 237 of this report. The parent company
financial statements for the year ended 31 December 2020,
comprising the balance sheet and the statement of changes in
equity for the year ended 31 December 2020 and supporting
notes, are set out on pages 238 to 242.
The responsibilities of the auditor in relation to the financial
statements are set out in the Independent Auditor’s report on
pages 142 to 153.
The financial statements for the year ended 31 December 2020
are included in the Annual Report, which is published in printed
form and made available on our website. The Directors are
responsible for the maintenance and integrity of the Annual
Report on our website in accordance with UK legislation
governing the preparation and dissemination of financial
statements. Access to the website is available from outside
the UK, where comparable legislation may be different.
Each of the current Directors, whose names and functions are
listed in the Corporate Governance section of the Annual
Report 2020 confirms that, to the best of his or her knowledge:
– the Group financial statements, which have been prepared
in accordance with IFRS, as adopted pursuant to Regulation
(EC) No 1606/2002 as it applies in the European Union,
and IFRS as issued by the IASB, give a true and fair view of
the assets, liabilities, financial position and profit of the
Group; and
– the Strategic report and risk sections of the Annual Report,
which represent the management report, include a fair review
of the development and performance of the business and the
position of the company and the Group taken as a whole,
together with a description of the principal risks and
uncertainties that it faces.
140 GSK Annual Report 2020
Directors’ statement of responsibilities continued
Disclosure of information to auditor
The Directors in office at the date of this Annual Report have
each confirmed that:
– so far as he or she is aware, there is no relevant audit
information of which the company’s auditor is unaware; and
– he or she has taken all the steps that he or she ought to have
taken as a Director to make himself or herself aware of any
relevant audit information and to establish that the company’s
auditor is aware of that information.
This confirmation is given and should be interpreted in
accordance with the provisions of section 418 of the
Companies Act 2006.
Going concern basis
Pages 51 to 76 contain information on the performance of
the Group, its financial position, cash flows, net debt position
and borrowing facilities. Further information, including Treasury
risk management policies, exposures to market and credit risk
and hedging activities, is given in Note 43 to the financial
statements, ‘Financial instruments and related disclosures’.
Having assessed the principal risks and other matters
considered in connection with the viability statement, the
Directors considered it appropriate to adopt the going concern
basis of accounting in preparing the financial statements.
Internal control
The Board, through the Audit & Risk Committee, has reviewed
the assessment of risks and the internal control framework that
operates in GSK and has considered the effectiveness of the
system of internal control in operation in the Group for the year
covered by this Annual Report and up to the date of its approval
by the Board of Directors.
The 2018 UK Corporate Governance Code
The Board considers that GlaxoSmithKline plc applies the
principles and complies with the provisions of the UK Corporate
Governance Code maintained by the Financial Reporting
Council, as described in the Corporate Governance section
on pages 77 to 110. The Board further considers that the
Annual Report, taken as a whole, is fair, balanced and
understandable, and provides the information necessary for
shareholders to assess the Group’s position and performance,
business model and strategy.
As required by the Financial Conduct Authority’s Listing Rules,
the auditor has considered the Directors’ statement of
compliance in relation to those points of the UK Corporate
Governance Code which are specified for their review.
Annual Report
The Annual Report for the year ended 31 December 2020,
comprising the Report of the Directors, the Remuneration
report, the Financial statements and Additional information
for investors, has been approved by the Board of Directors
and signed on its behalf by
Sir Jonathan Symonds
Chairman
8 March 2021
GSK Annual Report 2020 141
Investor informationFinancial statementsStrategic reportGovernance and remuneration Independent Auditor’s report to the members
of GlaxoSmithKline plc
Report on the audit of the financial statements
1. Opinion
In our opinion:
– The financial statements of GlaxoSmithKline plc (the ‘Parent
company’) and its subsidiaries (the ‘Group’) give a true and
fair view of the state of the Group’s and of the Parent
company’s affairs as at 31 December 2020 and of the
Group’s profit for the year then ended;
– The Group financial statements have been properly prepared
in accordance with international accounting standards in
conformity with the requirements of the Companies Act
2006, International Financial Reporting Standards (IFRSs) as
adopted by the European Union and IFRSs as issued by the
International Accounting Standards Board (IASB);
– The Parent company financial statements have been properly
prepared in accordance with United Kingdom Generally
Accepted Accounting Practice including FRS 101 “Reduced
Disclosure Framework”; and
– The financial statements have been prepared in accordance
with the requirements of the Companies Act 2006 and, as
regards the Group financial statements, Article 4 of the IAS
Regulation.
We have audited the financial statements which comprise the:
Group
– Consolidated balance sheet as at 31 December 2020;
– Consolidated income statement for the year then ended;
2. Basis for opinion
We conducted our audit in accordance with International
Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our
responsibilities under those standards are further described in
the auditor’s responsibilities for the audit of the financial
statements section of our report.
We are independent of the Group and the Parent company in
accordance with the ethical requirements that are relevant to
our audit of the financial statements in the UK, including the
Financial Reporting Council’s (the ‘FRC’s’) Ethical Standard as
applied to listed public interest entities, and we have fulfilled our
other ethical responsibilities in accordance with these
requirements. We confirm that the non-audit services prohibited
by the FRC’s Ethical Standard were not provided to the Group
or the Parent company, as noted in the Audit & Risk Committee
report within the Corporate Governance section of the Annual
Report on page 101.
We believe that the audit evidence we have obtained is
sufficient and appropriate to provide a basis for our opinion.
3. Audit scope and execution
We structured our approach to the audit to reflect how the
Group is organised as well as ensuring our audit was both
effective and risk focused. Our audit approach can be
summarised into the following areas that enabled us to obtain
the evidence required to form an opinion on the Group and
Parent company financial statements:
– Consolidated statement of comprehensive income for the
– Risk assessment and audit planning at a Group level.
year then ended;
– Consolidated statement of changes in equity for the year
then ended;
– Consolidated cash flow statement for the year then ended;
and
– Notes 1 to 46 to the financial statements, which includes the
accounting principles and policies.
Parent company
– Balance sheet as at 31 December 2020;
– Statement of changes in equity for the year then ended; and
– Notes A to M to the financial statements, which includes the
accounting principles and policies.
The financial reporting framework that has been applied in the
preparation of the Group financial statements is applicable law
and international accounting standards in conformity with the
requirements of the Companies Act 2006 and IFRSs as
adopted by the European Union and as issued by the IASB.
The financial reporting framework that has been applied in the
preparation of the Parent company financial statements is
applicable law and United Kingdom Accounting Standards,
including FRS 101 “Reduced Disclosure Framework” (United
Kingdom Generally Accepted Accounting Practice).
142 GSK Annual Report 2020
The central control and common systems throughout most of
the Group enabled us to structure our audit centrally. The use
of data analytic tools allowed for a more detailed understanding
of the flow of transactions, enabling us to focus our risk
assessment and design targeted audit testing procedures.
Our risk assessment procedures considered the impact of the
global pandemic on the account balances, disclosures and
company practices. In addition to appointing partners for each
of the three businesses, we also had partners coordinate the
component and legal entity audits in each country. These
global business partners met regularly with the relevant
management to understand strategy and matters which arose
throughout the year that could have impacted the financial
reporting. The regular meetings we had with members of the
Internal Audit, the internal Legal Counsel and the Global Ethics
& Compliance teams allowed us to understand their work and
to review their reports to enhance our risk assessment;
– Audit work performed at global shared service centres.
A significant amount of the Group’s operational processes that
cover financial reporting are undertaken in shared service
centres. Our Group audit team that included senior individuals
responsible for each of the global processes, coordinated our
audit work at the shared service centres in scope for the Group
audit, to ensure we developed a good understanding of the
end-to-end view of the key processes that supported material
account balances, classes of transactions and disclosures
within the Group financial statements.
Independent Auditor’s report continued
Report on the audit of the financial statements continued
We then evaluated the effectiveness of internal controls over
financial reporting for these processes and considered the
implications for the remainder of our audit work;
– Audit work executed at component level and individual
legal entities. The following components were subject to
audit procedures as well as the assessment of the internal
controls over financial reporting: Australia; Belgium; Canada;
China; France; Germany; Italy; Japan; Spain; Switzerland;
United Kingdom and United States. The Group audit team
was in active dialogue throughout the audit with the
component audit teams responsible for the audit work under
the direction and supervision of the Group audit team. This
included determining whether the work was planned and
performed in accordance with the overall Group audit
strategy and the requirements of our Group audit instructions
to the components. Due to restrictions on overseas travel we
did not visit the components this year, as we did in the prior
year. To satisfy ourselves that our oversight and supervision
was appropriate we have performed remote reviews over
videoconferencing, we have increased the frequency and
length of those reviews depending on the significance and
risk of the component and we have continued to attend the
planning and clearance meetings of components to engage
with local management;
– Audit procedures undertaken at a Group level and on the
Parent company. In addition to the above, we also performed
audit work on the Group and Parent company financial
statements, including but not limited to the consolidation of
the Group’s results, the preparation of the financial
statements, certain disclosures within the directors’
remuneration report, litigation provisions and exposures in
addition to management’s entity level and oversight controls
relevant to financial reporting. All components or legal entities
with annual revenue greater than 1.8% of the total Group
revenue were included in our audit scope. The components or
legal entities not covered by our audit scope are subject to
analytical procedures to confirm our conclusion that there
were no significant risks of material misstatement in the
aggregated financial information; and
– Internal controls testing approach. We tested internal
controls over financial reporting across all in-scope entities
and entity level controls at the Group level. Common systems
allowed for relevant IT controls to be tested centrally across all
components. We were able to place reliance on controls
where planned and it was more efficient. Notwithstanding the
IT controls deficiencies disclosed in the key audit matters
section of this report, mitigating controls existed which allowed
us to continue to take reliance on controls where planned.
Our audit scope addressed 74% of the Group’s revenue,
74% of the Group’s profit before tax and 89% of the Group’s
total assets.
4. Our application of materiality
We define materiality as the magnitude of misstatement in the
financial statements that makes it probable that the economic
decisions of a reasonably knowledgeable person would be
changed or influenced. We use materiality both in planning the
scope of our audit work and in evaluating the results of our
work.
Based on our professional judgement, we determined
materiality for the financial statements as a whole as follows:
Materiality
Basis for
determining
materiality
Rationale
for the
benchmark
applied
Group financial statements
£290 million
(2019 – £275 million)
In determining our benchmark
for materiality we considered
the metrics used by investors
and other readers of the financial
statements. In particular, we
considered: Statutory profit
before tax, Adjusted profit before
tax, Revenue and Net cash flows
from operations.
Using professional judgement we
have determined materiality to be
£290 million.
Metric
%
Statutory profit before tax
4.2%
Adjusted profit before tax* 3.6%
Revenue
0.9%
Net cash inflow from
operating activities
3.4%
* A reconciliation between the Statutory
profit before tax and Adjusted profit
before tax is detailed in the Adjusting
Items section of the strategic report.
Given the importance of the above
metrics used by investors and other
readers of the financial statements,
we concluded statutory profit
before tax to be the primary
benchmark with adjusted profit
before tax, revenue and net cash
inflow from operating activities the
supporting benchmarks.
The component materiality allocated
to the in-scope components ranged
between £87 million and
£203 million.
The range of materiality allocated
across components in the audit of
the prior year’s Group financial
statements was between
£82.5 million and £192.5 million.
Parent company
financial statements
£68 million
(2019 – £68 million)
Materiality was
determined using the
total assets benchmark.
The Parent company
holds the Group’s
investments and is not
in itself profit-oriented.
The strength of the
balance sheet is the key
measure of financial
health that is important
to shareholders since
the primary concern for
the Parent company is
the payment of
dividends. Using a
benchmark of total
assets is therefore the
appropriate metric.
GSK Annual Report 2020 143
Investor informationFinancial statementsStrategic reportGovernance and remuneration Based on the work we have performed, we have not identified
any material uncertainties relating to events or conditions that,
individually or collectively, may cast significant doubt on the
Group’s and Parent company’s ability to continue as a going
concern for a period of at least twelve months from when the
financial statements are authorised for issue.
In relation to the reporting on how the Group has applied the
UK Corporate Governance Code, we have nothing material to
add or draw attention to in relation to the directors’ statement in
the financial statements about whether the directors considered
it appropriate to adopt the going concern basis of accounting.
Our responsibilities and the responsibilities of the directors with
respect to going concern are described in the relevant sections
of this report.
Independent Auditor’s report continued
Report on the audit of the financial statements continued
We set performance materiality at a level lower than materiality
to reduce the probability that, in aggregate, uncorrected and
undetected misstatements exceed the materiality for the
financial statements as a whole. Group and Parent company
performance materiality was set at 70% of Group and Parent
materiality respectively for the 2020 audit (2019: 70%). In
determining performance materiality, we considered factors
including:
– Our risk assessment, including our assessment of the
Group’s overall control environment and that we consider
it appropriate to rely on controls over a number of business
processes; and
– Our past experience of the audit, which has indicated a
low number of corrected and uncorrected misstatements
identified in prior periods.
We agreed with the Audit & Risk Committee that we would
report to the Committee all audit differences in excess of
£10 million (2019 – £10 million) as well as any differences
below this threshold, which in our view, warranted reporting
on qualitative grounds. We also report to the Audit & Risk
Committee on disclosure matters that we identified when
assessing the overall presentation of the financial statements.
5. Conclusions relating to going concern
In auditing the financial statements, we have concluded that the
directors’ use of the going concern basis of accounting in the
preparation of the financial statements is appropriate.
Our evaluation of the directors’ assessment of the Group’s and
Parent company’s ability to continue to adopt the going concern
basis of accounting included:
– Enquiring of management regarding the assumptions used in
the going concern models;
– Evaluating the Group’s existing access to sources of
financing, including undrawn committed bank facilities;
– Reading analyst reports, industry data and other external
information to determine if it provided corroborative or
contradictory evidence in relation to management’s
assumptions;
– Comparing forecasted sales to recent historical financial
information;
– Testing the underlying data generated to prepare the forecast
scenarios and determined whether there was adequate
support for the assumptions underlying the forecast; and
– Evaluating the Group’s disclosures on going concern against
the requirements of IAS 1.
144 GSK Annual Report 2020
Independent Auditor’s report continued
6. Key audit matters
Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial
statements of the current period and include the most significant assessed risks of material misstatement (whether or not due to
fraud) that we identified. These matters included those which had the greatest effect on: the overall audit strategy; the allocation of
resources in the audit; and directing the efforts of the engagement team.
These matters were addressed in the context of our audit of the financial statements as a whole, and in forming our opinion thereon,
and we do not provide a separate opinion on these matters.
Key audit matter description
How the scope of our audit responded to the key audit matter
Valuation of the ViiV Healthcare Shionogi contingent
consideration liability
In recent years the Group has completed a number of significant
transactions which resulted in the recognition of material
contingent consideration liabilities, which are a key source of
estimation uncertainty. The most significant of these liabilities
was the ViiV Healthcare Shionogi Contingent Consideration
Liability (“ViiV CCL”).
The Group completed the acquisition of the remaining 50%
interest in the Shionogi-ViiV Healthcare joint venture in 2012.
Upon completion, the Group recognised a contingent
consideration liability for the fair value of the expected future
payments to be made to Shionogi. As at 31 December 2020
the liability was valued at £5,359 million.
We identified the ViiV CCL as a key audit matter because of
the significant estimates and assumptions management makes
related to the sales forecasts used in valuing the ViiV CCL and
the sensitivity of the valuation to these inputs. The most
significant of these relate to sales forecasts in the United States
(US) on certain products in the treatment portfolio. Such
forecasts are based on management’s assessment of the
expected launch dates, the ability to shift market practice and
prescriber behaviour towards 2-drug regimens, and subsequent
sales volumes and pricing. The forecasts also required
significant audit effort to perform appropriate audit procedures
to challenge and evaluate the reasonableness of those
forecasts.
Contingent consideration liabilities, including the ViiV CCL, are
disclosed as a key source of estimation uncertainty in Note 3 of
the Group financial statements with further disclosures provided
in Notes 28, 32 and 43. The matter is also discussed in the
Audit & Risk Committee report within the Corporate
Governance section of the Annual Report.
Audit procedures performed
We performed the following audit procedures, amongst others,
related to the sales forecasts:
– Challenged management’s evidence through enquiries of key
individuals from the senior leadership team, commercial strategy
team and key personnel involved in the budgeting and
forecasting process, and obtained objective evidence with
respect to key inputs and assumptions;
– Challenged the US volume assumptions made by management
to estimate sales forecasts. This involved benchmarking market
share data against external data, such as total prescription
volumes and new patient prescription volumes, in order to assess
for any sources of contradictory evidence;
– Challenged the reasonableness of US pricing assumptions made
by management, by comparing the forecasted Returns and
Rebates rate by product against the current rate, and assessing
the forecasted Returns and Rebates against comparable
products and expected changes in payer policy;
– Reviewed the results of clinical studies undertaken in the year
by management and key competitors in order to assess whether
these are corroborative or contradictory to management’s
assumptions on the treatment product portfolio sales forecasts
in the US;
– Benchmarked management’s sales forecasts against those
included in reports from 16 analysts and considered sales
forecasts on both a total ViiV basis and an individual product
basis; and
– Tested the controls over the key inputs and assumptions used in
the valuation of the contingent consideration liability, including
management review controls over the sales forecasts of the
treatment product portfolio used to value the ViiV CCL.
Key observations communicated to the Audit & Risk Committee
The underlying sales forecasts used in the valuation are reasonable
and in line with both internal supporting data and external evidence
such as analyst forecasts. We are satisfied that the sales forecasts
have been updated in the year to reflect appropriately both actual
performance in 2020 and changes in the overall HIV treatment
market.
The approach to valuing the ViiV CCL was consistent with prior
periods and overall we are satisfied that the valuation liability is
reasonable and consistent with IFRS.
GSK Annual Report 2020 145
Investor informationFinancial statementsStrategic reportGovernance and remuneration Independent Auditor’s report continued
Report on the audit of the financial statements continued
Key audit matter description
How the scope of our audit responded to the key audit matter
Audit procedures performed
We performed the following audit procedures, amongst others,
related to management estimates in the RAR accruals:
– Challenged management’s assumptions for a selection of
utilisation rates, focusing on certain products where we
concluded the accrual is most sensitive to these assumptions.
Our challenge included comparison to historical utilisation rates,
consideration of historical accuracy and drivers of market
changes such as the impact of ongoing generic competition and
the macroeconomic impacts from the COVID-19 pandemic;
– Supplemented this with substantive analytical procedures by
developing an independent expectation of the accrual balance
for each of the key segments, based on historical claims received
adjusted to reflect market changes in the period including an
assessment of the time lag between the initial point of sale and
the claim receipt. We then compared this independent
expectation to those of management to evaluate the
appropriateness of management’s ending accrual position;
– Considered the historical accuracy of management’s estimates
and evaluated whether management had appropriately updated
their forecast assumptions in a selection of cases where the
actual rebate claims differed to the amount accrued;
– Challenged the appropriateness of, and completeness of,
period-end adjustments to the liability made by management as
part of the ongoing review of the estimated accrual; and
– Tested the key controls over the estimation of RAR accruals
including the controls associated with the forecasting of
utilisation rates process and the month-end accrual review
controls.
Key observations communicated to the Audit & Risk Committee
We are satisfied that management’s estimated liability of the RAR
accruals at the year end are appropriate. We observed prudence
when assessing certain key assumptions against our own
independent expectations and the historical accuracy of prior year
estimates against actual rebates but were satisfied that these are
reasonable and in accordance with the requirements of ‘IFRS 15
Revenue from contracts with customers’.
Valuation of US Returns and Rebates (RAR) accruals
In the US the Group sells to customers under various commercial
and government mandated contracts and reimbursement
arrangements that include rebates, chargebacks and a right of
return for certain pharmaceutical products. As such, revenue
recognition reflects gross-to-net sales adjustments. These
adjustments are known as the Returns and Rebates (“RAR”)
accruals and are a source of significant estimation uncertainty
which could have a material impact on reported revenue.
The three most significant payer channels (also referred to as
buying groups) within the RAR accrual are managed healthcare
organisations, Medicaid and Medicare Part D.
The two main causes of significant estimation uncertainty are:
– The utilisation rate, which is the portion of total sales that will be
made into each payer channel, estimated by management in
recording the accruals. The utilisation assumption is the most
challenging of the key assumptions used to derive the accrual
given that it is influenced by market demand and other factors
outside the control of the Group; and
– The time lag between the point of sale and the point at which
exact rebate amounts are known to the Group upon receipt of
a claim. Those payer channels with the longest time lag result
in a greater accrued period, and therefore, a greater level of
estimation uncertainty in estimating the period end accrual.
The level of estimation uncertainty is also impacted by significant
shifts in channel mix often driven by changes in the competitive
landscape, including competitor and generic product launches
and other macroeconomic factors. As such, we focus on the
utilisation assumptions for those products where we deem the
level of estimation uncertainty to be the most significant.
Furthermore, auditing standards presume that a significant fraud
risk exists in revenue recognition. In line with this presumption,
we also focus on the period-end adjustments management made
to the RAR accruals. These adjustments reflected updates made
by management to the initial assumptions included within the
forecasted RAR rates and, in our view, present the greatest
opportunity for fraud in revenue recognition (notwithstanding the
existence of internal controls).
In the US Pharmaceuticals business in 2020 $17,343 million of
RAR deductions were made to gross revenue of $31,744 million,
resulting in net revenue of $14,401 million. The balance sheet
accrual at 31 December 2020 for the combined US
Pharmaceuticals and Vaccines businesses amounted to
$6,394 million.
US Pharmaceuticals returns and rebates are disclosed as a key
source of estimation uncertainty in Note 3 of the Group financial
statements with further disclosures provided in Note 28. The
matter is also discussed in the Audit & Risk Committee report
within the Corporate Governance section of the Annual Report.
146 GSK Annual Report 2020
Independent Auditor’s report continued
Report on the audit of the financial statements continued
Key audit matter description
How the scope of our audit responded to the key audit matter
Valuation of other intangible assets
As at 31 December 2020, the Group held £28,771 million of
other intangible assets (including licences, patents, trademarks
and brand names, but excluding goodwill and computer
software). The recoverable amount of these other intangible
assets relies on certain assumptions and estimates of future
trading performance which create estimation uncertainty.
The assets most at risk of material impairment were identified
using sensitivity analysis on key assumptions and a review of
potential triggering events that could be indicative of an
impairment in the carrying value of associated assets. As a
result of this analysis, we performed additional audit procedures
on certain indefinite life Consumer Healthcare intangible assets
acquired from Pfizer in 2019.
Key assumptions applied by management in determining the
recoverable amount include the future sales growth rates and
profit margin levels, as well as the likelihood of successful new
product innovations. Changes in these assumptions could lead
to an impairment of the carrying value of the other intangible
assets.
We identified the valuation of other intangible assets as a key
audit matter due to the inherent judgements involved in
estimating future cash flows. During the year there was
increased uncertainty brought about by the COVID-19
pandemic and associated lockdowns. Auditing such estimates
required extensive audit effort to challenge and evaluate the
reasonableness of forecasts.
The disclosures relating to other intangible assets are included
in Note 20 and 40 of the Group financial statements. The matter
is also discussed in the Audit & Risk Committee report within
the Corporate Governance section of the Annual Report.
Audit procedures performed
We performed the following audit procedures, amongst others,
related to the future sales growth, likelihood of successful new
product innovations and profit margin levels used in the assessment
of other intangible assets for impairment:
– Met with the key individuals from the senior leadership team,
product category leads and key personnel involved in the
forecasting process to discuss and evaluate management’s
evidence to support future sales growth rates and profitability
assumptions;
– Challenged the business assumptions applied by management
in estimating sales forecasts, including the macroeconomic
impacts resulting from the ongoing COVID-19 pandemic.
This involved benchmarking of sales forecasts and product
compound annual growth rates to external data for the specific
market segments;
– Evaluated independent market research to corroborate expected
category growth rates and assessed any sources of
contradictory evidence;
– Compared the forecast sales to the plan data (asset by asset
internal forecasts) approved by senior management and the
Board of directors;
– Assessed the historical accuracy of management’s forecasts
including consumption data and estimates of new sales from
innovation;
– Considered whether events or transactions that occurred after
the balance sheet date but before the reporting date affect the
conclusions reached on the carrying values of the assets and
associated disclosures; and
– Tested management review controls over the key inputs and
assumptions used in the valuation of other intangible assets,
including controls over review of the revenue growth rates and
profit margins.
Key observations communicated to the Audit & Risk Committee
Our audit challenged the future forecast performance of consumer
healthcare products, including the potential adverse impact of the
COVID-19 pandemic, and we concluded that the assumptions
underpinning the impairment review of intangible assets were
reasonable and in accordance with IFRS.
GSK Annual Report 2020 147
Investor informationFinancial statementsStrategic reportGovernance and remuneration Independent Auditor’s report continued
Report on the audit of the financial statements continued
Key audit matter description
How the scope of our audit responded to the key audit matter
Valuation of uncertain tax positions, including transfer
pricing
The Group operates in numerous jurisdictions and there are
open tax and transfer pricing matters and exposures with UK,
US and overseas tax authorities that give rise to uncertain tax
positions. There is a range of possible outcomes for provisions
and contingencies and management are required to make
certain judgements in respect of estimates of tax exposures
and contingencies in order to assess the adequacy of tax
provisions, which are sometimes complex as a result of the
considerations required over multiple tax laws and regulations.
At 31 December 2020, the Group has recorded provisions of
£856 million in respect of uncertain tax positions.
Valuation of uncertain tax positions is disclosed as a key source
of estimation uncertainty in Note 3 of the Group financial
statements with further disclosures included in Note 14. The
matter is also discussed in the Audit & Risk Committee report
within the Corporate Governance section of the Annual Report.
Audit procedures performed
With the support of tax specialists, we assessed the
appropriateness of the uncertain tax provisions by performing the
following audit procedures amongst others:
– Assessed and challenged provisions for uncertain tax positions,
and focused our work on those jurisdictions where the Group
has the greatest potential exposure and where the highest level
of judgement is required;
– Assessed management’s policies for recognition and
measurement of uncertain tax positions for compliance with
the guidance per IFRIC 23;
– Involved our transfer pricing specialists to review the transfer
pricing methodology of the Group and associated approach
to provisioning;
– Involved our UK, US and international tax and transfer pricing
specialists to challenge the conclusions reached by
management, both in relation to the expected outcome and the
financial impact;
– Considered evidence such as the actual results from the recent
tax authority audits and enquiries, third-party tax advice where
obtained and our tax specialists’ own knowledge of market
practice in relevant jurisdictions; and
– Tested key controls over preparation, review and reporting of
judgmental tax balances and transactions, which include
provisions for uncertain tax provisions.
Key observations communicated to the Audit & Risk Committee
We are satisfied that management’s estimates in relation to
uncertain tax positions and the related disclosures are in
accordance with IFRS. From our work we concluded that
management have applied a consistent approach to estimating
uncertain tax provisions, the judgements continue to be prudent
and are appropriately recorded.
148 GSK Annual Report 2020
Independent Auditor’s report continued
Report on the audit of the financial statements continued
Key audit matter description
How the scope of our audit responded to the key audit matter
IT systems which impact financial reporting
The IT systems within the Group form a critical component of
the Group’s financial reporting activities and impact all account
balances.
We identified the IT systems that impact financial reporting as
a key audit matter because of the:
– Pervasive reliance on complex technology that is integral to
the operation of key business processes and financial
reporting;
– Reliance on technology which continues to increase in line
with the business strategy, such as the increase in the use
of automation across the Group;
– Importance of the IT controls in maintaining an effective
control environment. A key interdependency exists between
the ability to rely on IT controls and the ability to rely on
financial data, system configured automated controls and
system reports;
Audit procedures performed
Our IT audit scope is driven by the level of reliance placed on
Technology to obtain assurance within a business process. The
Technology deemed relevant to the audit is based on the financial
data, system configured automated controls and/or key financial
reports that reside within it. We utilised IT specialists to support our
evaluation of the risks associated with Technology and with the
testing of the design and operation of IT controls.
Testing over the in scope Technology was performed to address
the group’s control objectives and financial reporting risks and
included testing in the following areas:
– General IT Controls , including user access and change
management controls;
– Key financial reports and system configured automated controls;
– Controls to provide assurance over the completeness and
accuracy of relevant data migrations; and
– Testing of management’s remediation of previously identified
– Continued remediation of IT controls supporting the in scope
deficiencies.
application systems; and;
– The implementation of application systems in key business
areas during the year.
IT controls, in the context of our scope for the financial audit,
primarily relate to user access security and change control. The
Group continue to implement their programme of remediation
across the IT landscape of deficiencies identified in prior years,
which has been extended into 2021.
IT systems which impact financial reporting are discussed in
the Audit & Risk Committee report within the Corporate
Governance section of the Annual Report.
Our risk assessment procedures included an assessment of the
impact of all unremediated IT control deficiencies to determine the
impact on our audit plan. Where relevant, the audit plan was
adjusted to include the testing of additional manual business
process controls to mitigate the unaddressed IT risk.
Key observations communicated to the Audit & Risk Committee
We are satisfied that IT controls impacting the Group’s financial
reporting activities are designed and operating effectively or control
deficiencies identified were remediated by year end or mitigated by
compensating controls.
Management continue to make significant progress in the year in
remediating control deficiencies relating to user access and
change management. The Group has many layers of business
process controls to mitigate the risk associated with the IT control
deficiencies.
GSK Annual Report 2020 149
Investor informationFinancial statementsStrategic reportGovernance and remuneration Independent Auditor’s report continued
Report on the audit of the financial statements continued
7. Other information
The other information comprises the information included in the Annual Report, other than the financial statements and our auditor’s
report thereon. The directors are responsible for the other information contained within the Annual Report.
Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in
our report, we do not express any form of assurance conclusion thereon.
Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent
with the financial statements or our knowledge obtained in course of the audit or otherwise appears to be materially misstated.
If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise
to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there
is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard
We summarise below our work in relation to areas of the other information including those areas upon which we are specifically
required to report:
Matters we are specifically required to report
Our responsibility
Principal risks and viability statement
Review the confirmation and description in the light of the knowledge
gathered during the audit, such as through considering the directors’
processes to support the statements made, challenging management’s key
judgements and estimates, consideration of historical forecasting accuracy
and evaluating macro-economic assumptions.
Consider if the statements are aligned with the relevant provisions of
the Code.
Directors’ Remuneration report
Report whether the part of the directors’ remuneration report to be audited
is properly prepared and the disclosures specified by the Companies Act
have been made.
Strategic report and directors’ report
Report whether they are consistent with the audited financial statements
and are prepared in accordance with applicable legal requirements.
Report if we have identified any material misstatements in either report in
the light of the knowledge and understanding of the Group and of the
Parent company and their environment obtained in the course of the audit.
Our reporting
As set out in the section “Corporate governance
statement”, we have nothing material to report, add or
draw attention to in respect of these matters.
As set out in the section “Opinions on other matters
prescribed by the Companies Act 2006”, in our opinion,
the part of the directors’ remuneration report to be
audited has been prepared in accordance with the
Companies Act 2006.
As set out in the section “Opinions on other matters
prescribed by the Companies Act 2006”, in our opinion,
based on the work undertaken in the course of the audit,
the information in these reports is consistent with the
audited financial statements and has been prepared in
accordance with applicable legal requirements.
150 GSK Annual Report 2020
Independent Auditor’s report continued
Report on the audit of the financial statements continued
Other reporting on other information
Our responsibility
Alternative performance measures (APMs)
APMs are measures that are not defined by generally accepted accounting
practice (GAAP) and therefore are not typically included in the financial
statement part of the Annual Report. The Group use APMs, such as adjusted
profit, free cash flow and constant currency growth rates in some of its
quarterly and annual reporting of financial performance.
We have reviewed and assessed management’s calculation and reporting of
these metrics to assess consistency with the Group’s published definitions
and policies for these items.
We have also considered and assessed whether the use of APMs in the
Group’s reporting results is consistent with the guidelines produced by
regulators such as the European Securities and Markets Authority (“ESMA”)
guidelines on the use of APMs and the FRC Alternative Performance Measures
Thematic Review published in November 2017.
We also considered whether there was an appropriate balance between the
use of statutory metrics and APMs, in addition to whether clear definitions
and reconciliation for APMs used in financial reporting have been provided.
Our reporting
In our opinion:
– the use, calculation and disclosure of APMs is
consistent with the Group’s published definitions and
policies;
– the use of APMs in the Group’s reporting results is
consistent with the guidelines produced by ESMA and
FRC; and
– there is an appropriate balance between the use of
statutory metrics and APMs, together with clear
definitions and reconciliation for APMs used in financial
reporting.
Dividends and distribution policy
Consider whether the dividends policy is transparent and the dividends
paid are consistent with the policy as outlined in the strategic report on
page 63.
In our opinion, the dividends policy is appropriately
disclosed and dividends paid are consistent with the
policy.
8. Responsibilities of directors
As explained more fully in the directors’ responsibilities
statement, the directors are responsible for the preparation of
the financial statements and for being satisfied that they give a
true and fair view, and for such internal control as the directors
determine is necessary to enable the preparation of financial
statements that are free from material misstatement, whether
due to fraud or error.
In preparing the financial statements, the directors are
responsible for assessing the Group’s and the Parent
company’s ability to continue as a going concern, disclosing as
applicable, matters related to going concern and using the
going concern basis of accounting unless the directors either
intend to liquidate the Group or the Parent company or to cease
operations, or have no realistic alternative but to do so.
9. Auditor’s responsibilities for the audit of the
financial statements
Our objectives are to obtain reasonable assurance about
whether the financial statements as a whole are free from
material misstatement, whether due to fraud or error, and to
issue an auditor’s report that includes our opinion. Reasonable
assurance is a high level of assurance, but is not a guarantee
that an audit conducted in accordance with ISAs (UK) will
always detect a material misstatement when it exists.
Misstatements can arise from fraud or error and are considered
material if, individually or in the aggregate, they could reasonably
be expected to influence the economic decisions of users taken
on the basis of these financial statements.
A further description of our responsibilities for the audit of the
financial statements is located on the FRC’s website at:
www.frc.org.uk/auditorsresponsibilities. This description forms
part of our auditor’s report.
GSK Annual Report 2020 151
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Independent Auditor’s report continued
Report on the audit of the financial statements continued
10. Extent to which the audit was considered
capable of detecting irregularities, including fraud
Irregularities, including fraud, are instances of non-compliance
with laws and regulations. We design procedures in line with
our responsibilities, outlined above, to detect material
misstatements in respect of irregularities, including fraud. The
extent to which our procedures are capable of detecting
irregularities, including fraud is detailed below.
Audit response to risks identified
As a result of performing the above, we identified the Valuation
of US Returns and Rebates accruals as a key audit matter
related to the potential risk of fraud. The key audit matters
section of our report explains the matter in more detail and also
describes the specific procedures in response to that key audit
matter. In common with all audits under ISAs (UK), we are also
required to perform specific procedures to respond to the risk
of management override.
Identifying and assessing potential risks related to
irregularities
In identifying and assessing the risks of material misstatement in
respect of irregularities, including fraud and non-compliance
with laws and regulations, we considered the following:
– The nature of the industry and sector, control environment
and business performance including the design of the
Group’s remuneration policies, key drivers for directors’
remuneration, bonus levels and performance targets;
– Enquiring of management, internal audit and the Audit & Risk
Committee, including obtaining and reviewing supporting
documentation, concerning the Group’s policies and
procedures relating to:
– Identifying, evaluating and complying with laws and
regulations and whether they were aware of any instances
of non-compliance;
– Detecting and responding to the risks of fraud and whether
they have knowledge of any actual, suspected or alleged
fraud;
– The internal controls established to mitigate risks related
to fraud or non-compliance with laws and regulations.
– Discussing among the engagement team including significant
component audit teams and involving relevant internal
specialists, including tax, valuations, pensions, IT and industry
specialists regarding how and where fraud might occur in the
financial statements and any potential indicators of fraud; and;
– Obtaining an understanding of the legal and regulatory
frameworks that the Group operates in, focusing on those
laws and regulations that had a direct effect on the financial
statements, such as provisions of the UK Companies Act,
pensions legislation and tax legislation or that had a
fundamental effect on the operations of the Group, including
the Good Clinical Practice, the FDA regulations, General
Data Protection requirements, Anti-bribery and corruption
policy and the Foreign Corrupt Practices Act.
In addition to the above, our procedures to respond to risks
identified included the following:
– Reviewing the financial statement disclosures and testing
to supporting documentation to assess compliance with
provisions of relevant laws and regulations described as
having a direct effect on the financial statements;
– Enquiring of management, the Audit & Risk Committee and
in-house and external legal counsel concerning actual and
potential litigation and claims;
– Performing analytical procedures to identify any unusual or
unexpected relationships that may indicate risks of material
misstatement due to fraud; and
– Reading minutes of meetings of those charged with
governance, reviewing internal audit reports and
correspondence with regulators.
– In addressing the risk of fraud through management override
of controls, testing the appropriateness of journal entries and
other adjustments; assessing whether the judgements made
in making accounting estimates are indicative of a potential
bias; and evaluating the business rationale of any significant
transactions that are unusual or outside the normal course of
business.
We also communicated relevant identified laws and regulations
and potential fraud risks to all engagement team members and
significant component audit teams, and remained alert to any
indications of fraud or non-compliance with laws and
regulations throughout the audit.
Report on other legal and regulatory requirements
11. Opinions on other matters prescribed by
the Companies Act 2006
In our opinion, the part of the directors’ remuneration report to
be audited has been properly prepared in accordance with the
Companies Act 2006.
In our opinion, based on the work undertaken in the course of
the audit:
– The information given in the strategic report and the directors’
report for the financial year for which the financial statements
are prepared is consistent with the financial statements; and
– The strategic report and the directors’ report have been
prepared in accordance with applicable legal requirements.
152 GSK Annual Report 2020
Independent Auditor’s report continued
Report on the audit of the financial statements continued
In the light of the knowledge and understanding of the Group
and of the Parent company and their environment obtained in
the course of the audit, we have not identified any material
misstatements in the strategic report or the directors’ report.
12. Corporate governance statement
The Listing Rules require us to review the directors’ statement in
relation to going concern, longer-term viability and that part of
the corporate governance statement relating to the Group’s
compliance with the provisions of the UK corporate governance
code specified for our review.
Based on the work undertaken as part of our audit, we have
concluded that each of the following elements of the Corporate
Governance Statement is materially consistent with the financial
statements and our knowledge obtained during the audit:
– the directors’ statement with regards to the appropriateness
of adopting the going concern basis of accounting and any
material uncertainties identified set out on page 141;
– the directors’ explanation as to its assessment of the Group’s
prospects, the period this assessment covers and why the
period is appropriate is set out on page 48;
– the directors’ statement on fair, balanced and understandable
Annual Report set out on page 102;
– the board’s confirmation that it has carried out a robust
assessment of the emerging and principal risks set out on
pages 43 to 45;
– the section of the Annual Report that describes the review
of effectiveness of risk management and internal control
systems set out on pages 98 to 99; and
– the section describing the work of the audit & risk committee
set out on pages 97 to 102.
13. Matters on which we are required to report by
exception
Adequacy of explanations received and accounting records
Under the Companies Act 2006 we are required to report to
you if, in our opinion:
– We have not received all the information and explanations
we require for our audit;
– Adequate accounting records have not been kept by the
Parent company, or returns adequate for our audit have not
been received from branches not visited by us; or
– The Parent company financial statements are not in
agreement with the accounting records and returns.
We have nothing to report in respect of these matters.
Directors’ remuneration
Under the Companies Act 2006 we are also required to report
if in our opinion certain disclosures of directors’ remuneration
have not been made or the part of the directors’ remuneration
report to be audited is not in agreement with the accounting
records and returns.
We have nothing to report in respect of these matters.
14. Other matters which we are required to
address
Auditor tenure
Following the recommendation of the Audit & Risk Committee,
with effect from 1 January 2018 we were appointed by the
Board of Directors to audit the financial statements for the year
ended 31 December 2018 and subsequent financial periods.
The period of total uninterrupted engagement of the firm is
3 years.
Consistency of the audit report with the additional report to
the Audit & Risk Committee
Our audit opinion is consistent with the additional report to the
Audit & Risk Committee we are required to provide in
accordance with ISAs (UK).
15. Use of our report
This report is made solely to the Parent company’s members,
as a body, in accordance with Chapter 3 of Part 16 of the
Companies Act 2006. Our audit work has been undertaken so
that we might state to the Parent company’s members those
matters we are required to state to them in an auditor’s report
and for no other purpose. To the fullest extent permitted by law,
we do not accept or assume responsibility to anyone other than
the Parent company and the Parent company’s members as a
body, for our audit work, for this report, or for the opinions we
have formed.
The Parent company has passed a resolution in accordance
with section 506 of the Companies Act 2006 that the senior
statutory auditor’s name should not be stated.
Deloitte LLP
Statutory Auditor
London, United Kingdom
8 March 2021
GSK Annual Report 2020 153
Investor informationFinancial statementsStrategic reportGovernance and remuneration Consolidated income statement
for the year ended 31 December 2020
Turnover
Cost of sales
Gross profit
Selling, general and administration
Research and development
Royalty income
Other operating income/(expense)
Operating profit
Finance income
Finance expense
Profit on disposal of interest in associates
Share of after tax profits of associates and joint ventures
Profit before taxation
Taxation
Profit after taxation for the year
Profit attributable to non-controlling interests
Profit attributable to shareholders
Basic earnings per share (pence)
Diluted earnings per share (pence)
Notes
6
7
8
11
12
13
14
15
15
2020
£m
34,099
(11,704)
22,395
(11,456)
(5,098)
318
1,624
7,783
44
(892)
–
33
6,968
(580)
6,388
639
5,749
6,388
115.5p
114.1p
2019
£m
33,754
(11,863)
21,891
(11,402)
(4,568)
351
689
6,961
98
(912)
–
74
6,221
(953)
5,268
623
4,645
5,268
93.9p
92.6p
2018
£m
30,821
(10,241)
20,580
(9,915)
(3,893)
299
(1,588)
5,483
81
(798)
3
31
4,800
(754)
4,046
423
3,623
4,046
73.7p
72.9p
Consolidated statement of comprehensive income
for the year ended 31 December 2020
Profit for the year
Other comprehensive income/(expense) for the year
Items that may be subsequently reclassified to income statement:
Exchange movements on overseas net assets and net investment hedges
Reclassification of exchange movements on liquidation or disposal of overseas subsidiaries
Fair value movements on cash flow hedges
Tax on fair value movements on cash flow hedges
Reclassification of cash flow hedges to income statement
Deferred tax reversed on reclassification of cash flow hedges
Items that will not be reclassified to income statement:
Exchange movements on overseas net assets of non-controlling interests
Fair value movements on equity investments
Tax on fair value movements on equity investments
Remeasurement (losses)/gains on defined benefit plans
Tax on remeasurement of defined benefit plans
Other comprehensive income/(expense) for the year
Total comprehensive income for the year
Total comprehensive income for the year attributable to:
Shareholders
Non-controlling interests
Total comprehensive income for the year
154 GSK Annual Report 2020
37
37
37
37
2020
£m
6,388
2019
£m
5,268
2018
£m
4,046
(59)
36
(19)
(18)
54
–
(6)
(34)
1,348
(220)
(187)
69
976
970
7,358
6,753
605
7,358
(832)
(75)
(20)
16
3
–
(908)
(75)
372
(95)
(1,050)
189
(659)
(1,567)
3,701
3,153
548
3,701
(480)
–
140
(22)
(175)
20
(517)
(1)
180
10
728
(146)
771
254
4,300
3,878
422
4,300
Consolidated balance sheet
as at 31 December 2020
Non-current assets
Property, plant and equipment
Right of use assets
Goodwill
Other intangible assets
Investments in associates and joint ventures
Other investments
Deferred tax assets
Derivative financial instruments
Other non-current assets
Total non-current assets
Current assets
Inventories
Current tax recoverable
Trade and other receivables
Derivative financial instruments
Liquid investments
Cash and cash equivalents
Assets held for sale
Total current assets
Total assets
Current liabilities
Short-term borrowings
Contingent consideration liabilities
Trade and other payables
Derivative financial instruments
Current tax payable
Short-term provisions
Total current liabilities
Non-current liabilities
Long-term borrowings
Corporation tax payable
Deferred tax liabilities
Pensions and other post-employment benefits
Other provisions
Derivative financial instruments
Contingent consideration liabilities
Other non-current liabilities
Total non-current liabilities
Total liabilities
Net assets
Equity
Share capital
Share premium account
Retained earnings
Other reserves
Shareholders’ equity
Non-controlling interests
Total equity
Notes
2020
£m
2019
£m
17
18
19
20
21
22
14
43
23
24
14
25
43
29
26
27
29
32
28
43
14
31
29
14
14
30
31
43
32
33
36
36
37
37
10,176
830
10,597
29,824
364
3,060
4,287
5
1,041
60,184
5,996
671
6,952
152
78
6,292
106
20,247
80,431
10,348
966
10,562
30,955
314
1,837
4,096
103
1,020
60,201
5,947
262
7,202
421
79
4,707
873
19,491
79,692
(3,725)
(765)
(6,918)
(755)
(15,840)
(14,939)
(221)
(545)
(1,052)
(22,148)
(188)
(629)
(621)
(24,050)
(23,425)
(23,590)
(176)
(3,600)
(3,650)
(707)
(10)
(5,104)
(803)
(37,475)
(59,623)
20,808
1,346
3,281
6,755
3,205
14,587
6,221
20,808
(189)
(3,810)
(3,457)
(670)
(1)
(4,724)
(844)
(37,285)
(61,335)
18,357
1,346
3,174
4,530
2,355
11,405
6,952
18,357
The financial statements on pages 154 to 237 were approved by the Board on 8 March 2021 and signed on its behalf by
Sir Jonathan Symonds
Chairman
GSK Annual Report 2020 155
Investor informationFinancial statementsStrategic reportGovernance and remuneration Consolidated statement of changes in equity
for the year ended 31 December 2020
Shareholders’ equity
At 31 December 2017
Implementation of IFRS 15
Implementation of IFRS 9
Share
capital
£m
1,343
–
–
Share
premium
£m
3,019
–
–
Retained
earnings
£m
(6,477)
(4)
277
At 31 December 2017, as adjusted
1,343
3,019
(6,204)
Profit for the year
Other comprehensive income for the year
Total comprehensive income for the year
Distributions to non-controlling interests
Contribution from non-controlling interests
Derecognition of non-controlling interests in Consumer
Healthcare Joint Venture
Dividends to shareholders
Realised profits on disposal of equity investments
Share of associates and joint ventures realised profits
on disposal of equity investments
Shares issued
Write-down of shares held by ESOP Trusts
Share-based incentive plans
Tax on share-based incentive plans
At 31 December 2018, as reported
Adjustment to non-controlling interest
At 31 December 2018, as revised
Implementation of IFRS 16
At 31 December 2018, as adjusted
Profit for the year
Other comprehensive income for the year
Total comprehensive income for the year
Distributions to non-controlling interests
Changes in non-controlling interests
Dividends to shareholders
Recognition of interest in Consumer Healthcare JV
Realised losses on disposal of equity investments
Shares issued
Shares acquired by ESOP Trusts
Write-down of shares held by ESOP Trusts
Share-based incentive plans
Tax on share-based incentive plans
At 31 December 2019
Profit for the year
Other comprehensive (expense)/income for the year
Total comprehensive income for the year
Distributions to non-controlling interests
Contributions from non-controlling interests
Changes in non-controlling interests
Dividends to shareholders
Realised profits on disposal of equity investments
Share of associates and joint ventures realised profits
on disposal of equity investments
Shares issued
Shares acquired by ESOP Trusts
Write-down of shares held by ESOP Trusts
Share-based incentive plans
Tax on share-based incentive plans
At 31 December 2020
–
–
–
–
–
–
–
–
–
2
–
–
–
–
–
–
–
–
–
–
–
–
72
–
–
–
1,345
–
1,345
–
1,345
3,091
–
3,091
–
3,091
–
–
–
–
–
–
–
–
1
–
–
–
–
–
–
–
–
–
–
–
–
50
33
–
–
–
1,346
3,174
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1,346
–
–
–
–
–
–
–
–
–
29
78
–
–
–
3,281
3,623
124
3,747
–
–
4,056
(3,927)
56
38
–
(265)
360
2
(2,137)
(579)
(2,716)
(93)
(2,809)
4,645
(1,766)
2,879
–
–
(3,953)
8,082
(4)
–
295
(344)
365
19
4,530
5,749
(133)
5,616
–
–
–
(3,977)
163
44
–
531
(529)
381
(4)
6,755
* an analysis of Other reserves is presented as part of Note 37 ‘Movements in equity’.
156 GSK Annual Report 2020
Total
£m
(68)
(4)
(11)
(83)
3,623
255
3,878
–
–
Non-controlling
interests
£m
3,557
–
–
3,557
423
(1)
422
(570)
21
Total
equity
£m
3,489
(4)
(11)
3,474
4,046
254
4,300
(570)
21
4,056
(3,927)
(4,118)
–
(62)
(3,927)
Other
reserves*
£m
2,047
–
(288)
1,759
–
131
131
–
–
–
–
(56)
(38)
–
265
–
–
2,061
–
2,061
–
2,061
–
274
274
–
–
–
–
4
–
(328)
344
–
–
–
–
74
–
360
2
4,360
(579)
3,781
(93)
3,688
4,645
(1,492)
3,153
–
–
(3,953)
8,082
–
51
–
–
365
19
–
–
–
–
–
–
(688)
579
(109)
–
(109)
623
(75)
548
(364)
(10)
–
6,887
–
–
–
–
–
–
2,355
11,405
6,952
–
1,137
1,137
–
–
–
–
(163)
(44)
–
(609)
529
–
–
3,205
5,749
1,004
6,753
–
–
–
(3,977)
–
–
29
–
–
381
(4)
14,587
639
(34)
605
(1,208)
3
(131)
–
–
–
–
–
–
–
–
6,221
–
–
74
–
360
2
3,672
–
3,672
(93)
3,579
5,268
(1,567)
3,701
(364)
(10)
(3,953)
14,969
–
51
–
–
365
19
18,357
6,388
970
7,358
(1,208)
3
(131)
(3,977)
–
–
29
–
–
381
(4)
20,808
Consolidated cash flow statement
for the year ended 31 December 2020
Cash flow from operating activities
Profit after taxation for the year
Adjustments reconciling profit after tax to operating cash flows
Cash generated from operations
Taxation paid
Net cash inflow from operating activities
Cash flow from investing activities
Purchase of property, plant and equipment
Proceeds from sale of property, plant and equipment
Purchase of intangible assets
Proceeds from sale of intangible assets
Purchase of equity investments
Proceeds from sale of equity investments
Contingent consideration paid
Purchase of businesses, net of cash acquired
Disposal of businesses
Investments in associates and joint ventures
Proceeds from disposal of interests in associates
(Increase)/decrease in liquid investments
Interest received
Dividends from associates, joint ventures and equity investments
Net cash inflow/(outflow) from investing activities
Cash flow from financing activities
Issue of share capital
Purchase of non-controlling interests
Increase in long-term loans
Repayment of short-term Notes
(Repayment of)/increase in other short-term loans
Repayment of lease liabilities
Interest paid
Dividends paid to shareholders
Distributions to non-controlling interests
Contributions from non-controlling interests
Other financing cash flows
Net cash outflow from financing activities
Notes
41
2020
£m
2019
£m
2018
£m
6,388
3,708
10,096
(1,655)
8,441
5,268
4,264
9,532
(1,512)
8,020
4,046
5,701
9,747
(1,326)
8,421
40
40
40
40
36
(1,226)
(1,265)
(1,344)
68
(1,013)
1,255
(411)
3,269
(120)
15
259
(4)
–
(1)
39
31
95
(898)
404
(258)
69
(113)
(3,571)
104
(11)
–
1
82
7
168
(452)
256
(309)
151
(153)
–
26
(10)
3
–
72
39
2,161
(5,354)
(1,553)
29
–
3,298
(3,738)
(3,567)
(227)
(864)
(3,977)
(1,208)
3
119
(10,132)
51
(7)
4,794
(4,160)
3,095
(214)
(895)
(3,953)
(364)
–
(187)
(1,840)
74
(9,320)
10,138
(2,067)
81
(28)
(766)
(3,927)
(570)
21
(25)
(6,389)
Increase in cash and bank overdrafts
42
470
826
479
Cash and bank overdrafts at beginning of year
Exchange adjustments
Increase in cash and bank overdrafts
Cash and bank overdrafts at end of year
Cash and bank overdrafts at end of year comprise:
Cash and cash equivalents
Cash and cash equivalents reported in assets held for sale
Overdrafts
4,831
(39)
470
5,262
6,292
–
6,292
(1,030)
5,262
4,087
(82)
826
4,831
4,707
507
5,214
(383)
4,831
3,600
8
479
4,087
3,874
485
4,359
(272)
4,087
GSK Annual Report 2019 157
Investor informationFinancial statementsStrategic reportGovernance and remuneration Notes to the financial statements
1. Presentation of the financial statements
Description of business
GSK is a major global healthcare group which is engaged
in the creation and discovery, development, manufacture and
marketing of pharmaceutical products, vaccines, over-the-
counter (OTC) medicines and health-related consumer
products. GSK’s principal pharmaceutical products include
medicines in the following therapeutic areas: respiratory, HIV,
immuno-inflammation, oncology, anti-virals, central nervous
system, cardiovascular and urogenital, metabolic, anti-bacterials
and dermatology.
Compliance with applicable law and IFRS
The financial statements have been prepared in accordance
with international accounting standards in conformity with the
requirements of the Companies Act 2006 and the International
Financial Reporting Standards adopted pursuant to Regulation
(EC) No 1606/2002 as it applies in the European Union.
The financial statements have also been prepared in
accordance with International Financial Reporting Standards
as issued by the IASB.
Composition of financial statements
The consolidated financial statements are drawn up in Sterling,
the functional currency of GlaxoSmithKline plc, and in
accordance with IFRS accounting presentation. The financial
statements comprise:
– Consolidated income statement
– Consolidated statement of comprehensive income
– Consolidated balance sheet
– Consolidated statement of changes in equity
– Consolidated cash flow statement
– Notes to the financial statements.
2. Accounting principles and policies
Consolidation
The consolidated financial statements include:
– the assets and liabilities, and the results and cash flows, of
the company and its subsidiaries, including ESOP Trusts
– the Group’s share of the results and net assets of associates
and joint ventures
– the Group’s share of assets, liabilities, revenue and expenses
of joint operations.
The financial statements of entities consolidated are made up
to 31 December each year.
Entities over which the Group has the power to direct the
relevant activities so as to affect the returns to the Group,
generally through control over the financial and operating
policies, are accounted for as subsidiaries.
158 GSK Annual Report 2019
Composition of the Group
A list of the subsidiaries and associates which, in the opinion
of the Directors, principally affected the amount of profit or net
assets of the Group is given in Note 45, ‘Principal Group
companies’.
Financial period
These financial statements cover the financial year from
1 January to 31 December 2020, with comparative figures for
the financial years from 1 January to 31 December 2019 and,
where appropriate, from 1 January to 31 December 2018.
Accounting principles and policies
The financial statements have been prepared using the
historical cost convention modified by the revaluation of certain
items, as stated in the accounting policies, and on a going
concern basis.
The financial statements have been prepared in accordance
with the Group’s accounting policies approved by the Board
and described in Note 2, ‘Accounting principles and policies’.
Information on the application of these accounting policies,
including areas of estimation and judgement is given in Note 3,
‘Key accounting judgements and estimates’.
The preparation of the financial statements in conformity with
generally accepted accounting principles requires management
to make estimates and assumptions that affect the reported
amounts of assets and liabilities and disclosure of contingent
assets and liabilities at the date of the financial statements and
the reported amounts of revenues and expenses during the
reporting period. Actual results could differ from those estimates.
Parent company financial statements
The financial statements of the parent company,
GlaxoSmithKline plc, have been prepared in accordance with
UK GAAP and with UK accounting presentation. The company
balance sheet is presented on page 238 and the accounting
policies are given on pages 239 and 240.
Where the Group has the ability to exercise joint control over,
and rights to, the net assets of entities, the entities are
accounted for as joint ventures. Where the Group has the ability
to exercise joint control over an arrangement, but has rights to
specified assets and obligations for specified liabilities of the
arrangement, the arrangement is accounted for as a joint
operation. Where the Group has the ability to exercise
significant influence over entities, they are accounted for as
associates. The results and assets and liabilities of associates
and joint ventures are incorporated into the consolidated
financial statements using the equity method of accounting.
The Group’s rights to assets, liabilities, revenue and expenses
of joint operations are included in the consolidated financial
statements in accordance with those rights and obligations.
Interests acquired in entities are consolidated from the date the
Group acquires control and interests sold are de-consolidated
from the date control ceases.
Notes to the financial statements continued
2. Accounting principles and policies continued
Transactions and balances between subsidiaries are eliminated
and no profit before tax is taken on sales between subsidiaries
until the products are sold to customers outside the Group.
The relevant proportion of profits on transactions with joint
ventures, joint operations and associates is also deferred until
the products are sold to third parties. Transactions with non-
controlling interests are recorded directly in equity. Deferred
tax relief on unrealised intra-Group profit is accounted for only
to the extent that it is considered recoverable.
Business combinations
Business combinations are accounted for using the acquisition
accounting method. Identifiable assets, liabilities and contingent
liabilities acquired are measured at fair value at acquisition date.
The consideration transferred is measured at fair value and
includes the fair value of any contingent consideration.
The fair value of contingent consideration liabilities are
reassessed at each balance sheet date with changes
recognised in the income statement. Payments of contingent
consideration reduce the balance sheet liability and as a result
are not recorded in the income statement.
The part of each payment relating to the original estimate of
the fair value of the contingent consideration on acquisition is
reported within investing activities in the cash flow statement
and the part of each payment relating to the increase in the
liability since the acquisition date is reported within operating
cash flows.
Where the consideration transferred, together with the non-
controlling interest, exceeds the fair value of the net assets,
liabilities and contingent liabilities acquired, the excess is
recorded as goodwill. The costs of effecting an acquisition
are charged to the income statement in the period in which
they are incurred.
Goodwill is capitalised as a separate item in the case of
subsidiaries and as part of the cost of investment in the case
of joint ventures and associates. Goodwill is denominated in
the currency of the operation acquired.
Where the cost of acquisition is below the fair value of the net
assets acquired, the difference is recognised directly in the
income statement.
Where not all of the equity of a subsidiary is acquired the
non-controlling interest is recognised either at fair value or
at the non-controlling interest’s share of the net assets of the
subsidiary, on a case-by-case basis. Changes in the Group’s
ownership percentage of subsidiaries are accounted for
within equity.
Foreign currency translation
Foreign currency transactions are booked in the functional
currency of the Group company at the exchange rate ruling
on the date of transaction. Foreign currency monetary assets
and liabilities are retranslated into the functional currency at
rates of exchange ruling at the balance sheet date. Exchange
differences are included in the income statement.
On consolidation, assets and liabilities, including related
goodwill, of overseas subsidiaries, associates and joint
ventures, are translated into Sterling at rates of exchange
ruling at the balance sheet date. The results and cash flows
of overseas subsidiaries, associates and joint ventures are
translated into Sterling using average rates of exchange.
Exchange adjustments arising when the opening net assets
and the profits for the year retained by overseas subsidiaries,
associates and joint ventures are translated into Sterling, less
exchange differences arising on related foreign currency
borrowings which hedge the Group’s net investment in these
operations, are taken to a separate component of equity.
When translating into Sterling the assets, liabilities, results
and cash flows of overseas subsidiaries, associates and joint
ventures which are reported in currencies of hyper-inflationary
economies, adjustments are made where material to reflect
current price levels. Any loss on net monetary assets is charged
to the consolidated income statement.
Revenue
Turnover
The Group receives revenue for supply of goods to external
customers against orders received. The majority of contracts
that GSK enters into relate to sales orders containing single
performance obligations for the delivery of pharmaceutical,
vaccine and consumer healthcare products. The average
duration of a sales order is less than 12 months.
Product revenue is recognised when control of the goods is
passed to the customer. The point at which control passes is
determined by each customer arrangement, but generally
occurs on delivery to the customer.
Product revenue represents net invoice value including fixed
and variable consideration. Variable consideration arises on the
sale of goods as a result of discounts and allowances given and
accruals for estimated future returns and rebates. Revenue is
not recognised in full until it is highly probable that a significant
reversal in the amount of cumulative revenue recognised will
not occur. The methodology and assumptions used to estimate
rebates and returns are monitored and adjusted regularly in
the light of contractual and legal obligations, historical trends,
past experience and projected market conditions. Once the
uncertainty associated with the returns and rebates is resolved,
revenue is adjusted accordingly.
Other operating income and royalty income
GSK enters into development and marketing collaborations
and out-licences of the Group’s compounds or products to
other parties. These contracts give rise to fixed and variable
consideration from upfront payments, development milestones,
sales-based milestones and royalties.
Income dependent on the achievement of a development
milestone is recognised when it is highly probable that a
significant reversal in the amount of cumulative revenue
recognised will not occur, which is usually when the related event
occurs. Sales-based milestone income is recognised when it is
highly probable that the sales threshold will be reached.
GSK Annual Report 2020 159
Investor informationFinancial statementsStrategic reportGovernance and remuneration Notes to the financial statements continued
2. Accounting principles and policies continued
Sales-based royalties on a licence of intellectual property are
not recognised until the relevant product sale occurs.
For all revenue, if the time between the recognition of revenue
and payment from the customer is expected to be more than
one year and the impact is material, the amount of consideration
is discounted using appropriate discount rates.
Value added tax and other sales taxes are excluded from revenue.
Expenditure
Expenditure is recognised in respect of goods and services
received when supplied in accordance with contractual terms.
Provision is made when an obligation exists for a future liability
in respect of a past event and where the amount of the
obligation can be reliably estimated. Manufacturing start-up
costs between validation and the achievement of normal
production are expensed as incurred.
Advertising and promotion expenditure is charged to the income
statement as incurred.
Shipment costs on inter-company transfers are charged to cost
of sales; distribution costs on sales to customers are included in
selling, general and administrative expenditure.
Restructuring costs are recognised and provided for, where
appropriate, in respect of the direct expenditure of a business
reorganisation where the plans are sufficiently detailed and well
advanced, and where appropriate communication to those
affected has been undertaken.
Research and development
Research and development expenditure is charged to the
income statement in the period in which it is incurred.
Development expenditure is capitalised when the criteria for
recognising an asset are met, usually when a regulatory filing
has been made in a major market and approval is considered
highly probable. Property, plant and equipment used for
research and development is capitalised and depreciated
in accordance with the Group’s policy.
Environmental expenditure
Environmental expenditure related to existing conditions
resulting from past or current operations and from which no
current or future benefit is discernible is charged to the income
statement. The Group recognises its liability on a site-by-site
basis when it can be reliably estimated. This liability includes
the Group’s portion of the total costs and also a portion of other
potentially responsible parties’ costs when it is probable that
they will not be able to satisfy their respective shares of the
clean-up obligation. Recoveries of reimbursements are
recorded as assets when virtually certain.
Legal and other disputes
Provision is made for the anticipated settlement costs of legal or
other disputes against the Group where an outflow of resources
is considered probable and a reliable estimate can be made of
the likely outcome. In respect of product liability claims related
to certain products, provision is made when there is sufficient
history of claims made and settlements to enable management
to make a reliable estimate of the provision required to cover
unasserted claims.
160 GSK Annual Report 2020
In certain cases, an incurred but not reported (IBNR) actuarial
technique is used to determine this estimate. In addition,
provision is made for legal or other expenses arising from
claims received or other disputes.
The Group may become involved in legal proceedings, in
respect of which it is not possible to make a reliable estimate
of the expected financial effect, if any, that could result from
ultimate resolution of the proceedings. In these cases,
appropriate disclosure about such cases would be included
but no provision would be made.
Costs associated with claims made by the Group against third
parties are charged to the income statement as they are
incurred.
Pensions and other post-employment benefits
The costs of providing pensions under defined benefit schemes
are calculated using the projected unit credit method and spread
over the period during which benefit is expected to be derived from
the employees’ services, consistent with the advice of qualified
actuaries.
Pension obligations are measured as the present value of
estimated future cash flows discounted at rates reflecting the
yields of high-quality corporate bonds. Pension scheme assets are
measured at fair value at the balance sheet date.
The costs of other post-employment liabilities are calculated in
a similar way to defined benefit pension schemes and spread
over the period during which benefit is expected to be derived
from the employees’ services, in accordance with the advice of
qualified actuaries. The service cost of providing retirement
benefits to employees during the year, together with the cost of
any curtailment, is charged to operating profit in the year.
Actuarial gains and losses and the effect of changes in actuarial
assumptions are recognised in the statement of comprehensive
income in the year in which they arise.
The Group’s contributions to defined contribution plans are
charged to the income statement as incurred.
Employee share plans
Incentives in the form of shares are provided to employees
under share option and share award schemes.
The fair values of these options and awards are calculated at their
grant dates using a Black-Scholes option pricing model and
charged to the income statement over the relevant vesting periods.
The Group provides finance to ESOP Trusts to purchase
company shares to meet the obligation to provide shares when
employees exercise their options or awards. Costs of running the
ESOP Trusts are charged to the income statement. Shares held
by the ESOP Trusts are deducted from other reserves. A transfer
is made between other reserves and retained earnings over the
vesting periods of the related share options or awards to reflect
the ultimate proceeds receivable from employees on exercise.
Property, plant and equipment
Property, plant and equipment (PP&E) is stated at the cost of
purchase or construction, less provisions for depreciation and
impairment. Financing costs are capitalised within the cost of
qualifying assets in construction.
Notes to the financial statements continued
2. Accounting principles and policies continued
Depreciation is calculated to write off the cost less residual
value of PP&E, excluding freehold land, using the straight-line
basis over the expected useful life. Residual values and lives are
reviewed, and where appropriate adjusted annually. The normal
expected useful lives of the major categories of PP&E are:
Freehold buildings
20 to 50 years
Leasehold land and buildings
Lease term or 20 to 50 years
Plant and machinery
Equipment and vehicles
10 to 20 years
3 to 10 years
On disposal of PP&E, the cost and related accumulated
depreciation and impairments are removed from the financial
statements and the net amount, less any proceeds, is taken
to the income statement.
Leases (applicable from 1 January 2019)
The Group recognises right of use assets under lease
arrangements in which it is the lessee. Rights to use assets
owned by third parties under lease agreements are capitalised
at the inception of the lease and recognised on the consolidated
balance sheet.
The corresponding liability to the lessor is recognised as a lease
obligation within short and long-term borrowings. The carrying
amount is subsequently increased to reflect interest on the
lease liability and reduced by lease payments made.
For calculating the discounted lease liability on leases with
annual payments of £2 million or more, the implicit rate in the
lease is used. If this is not available, the incremental borrowing
rate with a lease specific adjustment is used. If neither of these
is available, and for leases with annual payments of less than
£2 million, the incremental borrowing rate is used. The
incremental borrowing rate is calculated at the rate of interest
at which GSK would have been able to borrow for a similar term
and with a similar security the funds necessary to obtain a
similar asset in a similar market.
Finance costs are charged to the income statement so as to
produce a constant periodic rate of charge on the remaining
balance of the obligations for each accounting period.
Variable rents are not part of the lease liability and the right
of use asset. These payments are charged to the income
statement as incurred. Short-term and low-value leases are
not capitalised and lease rentals are also charged to the income
statement as incurred.
Non-lease components are accounted for separately from the
lease components in plant and equipment leases but are not
separately accounted for in land and buildings or vehicle leases.
If modifications or reassessments occur, the lease liability and
right of use asset are re-measured.
Right of use assets where title is expected to pass to GSK at
a point in the future are depreciated on a basis consistent with
similar owned assets. In other cases, right of use assets are
depreciated over the shorter of the useful life of the asset or
the lease term.
Leases (applicable up to 31 December 2018)
Leasing agreements which transfer to the Group substantially
all the benefits and risks of ownership of an asset are treated
as finance leases, as if the asset had been purchased outright.
The assets are included in PP&E or computer software and the
capital elements of the leasing commitments are shown as
obligations under finance leases. Assets held under finance
leases are depreciated on a basis consistent with similar owned
assets or the lease term, if shorter. The interest element of the
lease rental is included in the income statement. All other leases
are operating leases and the rental costs are charged to the
income statement on a straight-line basis over the lease term.
Goodwill
Goodwill is stated at cost less impairments. Goodwill is
deemed to have an indefinite useful life and is tested for
impairment at least annually.
Where the fair value of the interest acquired in an entity’s
assets, liabilities and contingent liabilities exceeds the
consideration paid, this excess is recognised immediately
as a gain in the income statement.
Other intangible assets
Intangible assets are stated at cost less provisions for
amortisation and impairments.
Licences, patents, know-how and marketing rights separately
acquired or acquired as part of a business combination are
amortised over their estimated useful lives, generally not
exceeding 20 years, using the straight-line basis, from the
time they are available for use. The estimated useful lives for
determining the amortisation charge take into account patent
lives, where applicable, as well as the value obtained from
periods of non-exclusivity. Asset lives are reviewed, and where
appropriate adjusted, annually.
Contingent milestone payments are recognised at the point
that the contingent event becomes probable. Any development
costs incurred by the Group and associated with acquired
licences, patents, know-how or marketing rights are written off
to the income statement when incurred, unless the criteria for
recognition of an internally-generated intangible asset are met,
usually when a regulatory filing has been made in a major market
and approval is considered highly probable.
Acquired brands are valued independently as part of the fair value
of businesses acquired from third parties where the brand has a
value which is substantial and long-term and where the brands
either are contractual or legal in nature or can be sold separately
from the rest of the businesses acquired. Brands are amortised
over their estimated useful lives of up to 20 years, except where it
is considered that the useful economic life is indefinite.
The costs of acquiring and developing computer software for
internal use and internet sites for external use are capitalised as
intangible fixed assets where the software or site supports a
significant business system and the expenditure leads to the
creation of a durable asset. ERP systems software is amortised
over seven to ten years and other computer software over three
to five years.
GSK Annual Report 2020 161
Investor informationFinancial statementsStrategic reportGovernance and remuneration Notes to the financial statements continued
2. Accounting principles and policies continued
Impairment of non-current assets
The carrying values of all non-current assets are reviewed for
impairment, either on a stand-alone basis or as part of a larger
cash generating unit, when there is an indication that the assets
might be impaired. Additionally, goodwill, intangible assets with
indefinite useful lives and intangible assets which are not yet
available for use are tested for impairment annually. Any
provision for impairment is charged to the income statement
in the year concerned.
Impairments of goodwill are not reversed. Impairment losses on
other non-current assets are only reversed if there has been a
change in estimates used to determine recoverable amounts
and only to the extent that the revised recoverable amounts do
not exceed the carrying values that would have existed, net of
depreciation or amortisation, had no impairments been
recognised.
Investments in associates, joint ventures and joint
operations
Investments in associates and joint ventures are carried in the
consolidated balance sheet at the Group’s share of their net
assets at date of acquisition and of their post-acquisition
retained profits or losses together with any goodwill arising
on the acquisition. The Group recognises its rights to assets,
liabilities, revenue and expenses of joint operations.
Inventories
Inventories are included in the financial statements at the lower
of cost (including raw materials, direct labour, other direct costs
and related production overheads) and net realisable value.
Cost is generally determined on a first in, first out basis.
Pre-launch inventory is held as an asset when there is a high
probability of regulatory approval for the product. Before that
point a provision is made against the carrying value to its
recoverable amount; the provision is then reversed at the point
when a high probability of regulatory approval is determined.
Financial instruments
Financial assets
Financial assets are measured at amortised cost, fair value
through other comprehensive income (FVTOCI) or fair value
through profit or loss (FVTPL). The measurement basis is
determined by reference to both the business model for
managing the financial asset and the contractual cash flow
characteristics of the financial asset. For financial assets
other than trade receivables a 12-month expected credit loss
(ECL) allowance is recorded on initial recognition. If there is
subsequent evidence of a significant increase in the credit risk
of an asset, the allowance is increased to reflect the full lifetime
ECL. If there is no realistic prospect of recovery, the asset is
written off.
Expected credit losses are recognised in the income statement
on financial assets measured at amortised cost and at fair value
through other comprehensive income apart from equity
investments.
162 GSK Annual Report 2020
Other investments
Other investments comprise equity investments and
investments in limited life funds. The Group has elected to
designate equity investments as measured at FVTOCI. They
are initially recorded at fair value plus transaction costs and
then remeasured at subsequent reporting dates to fair value.
Unrealised gains and losses are recognised in other
comprehensive income.
On disposal of the equity investment, gains and losses that have
been deferred in Other comprehensive income are transferred
directly to retained earnings. Investments in limited life funds are
measured at FVTPL. They are initially recorded at fair value and
then remeasured at subsequent reporting dates to fair value.
Unrealised gains and losses are recognised in the income
statement.
Dividends on equity investments and distributions from funds
are recognised in the income statement when the Group’s right
to receive payment is established.
Purchases and sales of Other investments are accounted for
on the trade date.
Trade receivables
Trade receivables are measured in accordance with the
business model under which each portfolio of trade receivables
is held. The Group has portfolios in each of the three business
models under IFRS 9 due to factoring arrangements in place: to
collect the contractual cash flows (measured at amortised cost),
to sell the contractual cash flows (measured at FVTPL), and both
to collect and to sell the contractual cash flows (measured at
FVTOCI). Trade receivables measured at amortised cost are
carried at the original invoice amount less allowances for
expected credit losses.
Expected credit losses are calculated in accordance with the
simplified approach permitted by IFRS 9, using a provision matrix
applying lifetime historical credit loss experience to the trade
receivables. The expected credit loss rate varies depending
on whether, and the extent to which, settlement of the trade
receivables is overdue and it is also adjusted as appropriate to
reflect current economic conditions and estimates of future
conditions. For the purpose of determining credit loss rates,
customers are classified into groupings that have similar loss
patterns. The key drivers of the loss rate are the nature of the
business unit and the location and type of customer.
When a trade receivable is determined to have no reasonable
expectation of recovery it is written off, firstly against any
expected credit loss allowance available and then to the
income statement.
Subsequent recoveries of amounts previously provided for or
written off are credited to the income statement. Long-term
receivables are discounted where the effect is material.
Notes to the financial statements continued
2. Accounting principles and policies continued
Cash and cash equivalents
Cash held in deposit accounts is measured at amortised cost.
Investments in money market funds are held at fair value through
profit or loss because the funds fail the solely payments of
principal and interest (SPPI) test.
Borrowings
All borrowings are initially recorded at the amount of proceeds
received, net of transaction costs. Borrowings are subsequently
carried at amortised cost, with the difference between the
proceeds, net of transaction costs, and the amount due on
redemption being recognised as a charge to the income
statement over the period of the relevant borrowing.
Derivative financial instruments
Derivative financial instruments are used to manage exposure
to market risks. The principal derivative instruments used by
GSK are foreign currency swaps, interest rate swaps, foreign
exchange forward contracts and options. The Group does not
hold or issue derivative financial instruments for trading or
speculative purposes.
Derivative financial assets and liabilities, including derivatives
embedded in host contracts which have been separated from
the host contract, are classified as held-for-trading and are
measured at fair value. Changes in the fair value of any derivative
instruments that do not qualify for hedge accounting are
recognised immediately in the income statement.
Hedge accounting
Derivatives designated as hedging instruments are classified
at inception of hedge relationship as cash flow hedges, net
investment hedges or fair value hedges.
Changes in the fair value of derivatives designated as cash flow
hedges are recognised in other comprehensive income to the
extent that the hedges are effective. Ineffective portions are
recognised in profit or loss immediately. Amounts deferred in
other comprehensive income are reclassified to the income
statement when the hedged item affects profit or loss.
Net investment hedges are accounted for in a similar way to
cash flow hedges.
Changes in the fair value of derivatives designated as fair value
hedges are recorded in the income statement, together with the
changes in the fair value of the hedged asset or liability.
Taxation
Current tax is provided at the amounts expected to be paid,
applying tax rates that have been enacted or substantively
enacted by the balance sheet date.
Deferred tax is provided in full, on temporary differences arising
between the tax bases of assets and liabilities and their carrying
amounts in the financial statements. Deferred tax assets are
recognised to the extent that it is probable that future taxable
profits will be available against which the temporary differences
can be utilised. Deferred tax is provided on temporary
differences arising on investments in subsidiaries, associates
and joint ventures, except where the timing of the reversal of the
temporary difference can be controlled and it is probable that
the temporary difference will not reverse in the foreseeable
future. Deferred tax is provided using rates of tax that have been
enacted or substantively enacted by the balance sheet date.
Where an uncertain tax position is identified, management will
make a judgement as to what the probable outcome will be,
assuming the relevant tax authority has full knowledge of the
situation. Where it is assessed that an economic outflow is
probable to arise, a provision is made for the best estimate of
the liability. In estimating any such liability GSK applies a
risk-based approach which takes into account, as appropriate,
the probability that the Group would be able to obtain
compensatory adjustments under international tax treaties.
These estimates take into account the specific circumstances
of each dispute and relevant external advice.
Discounting
Where the time value of money is material, balances are
discounted to current values using appropriate discount rates.
The unwinding of the discounts is recorded in finance income
and finance expense.
3. Key accounting judgements and estimates
In preparing the financial statements, management is required
to make judgements about when or how items should be
recognised in the financial statements and estimates and
assumptions that affect the amounts of assets, liabilities,
revenue and expenses reported in the financial statements.
Actual amounts and results could differ from those estimates.
The following are considered to be the critical accounting
judgements and key sources of estimation uncertainty.
Turnover
Reported Group turnover for 2020 was £34,099 million
(2019 – £33,754 million).
Estimates
Gross turnover is reduced by rebates, discounts, allowances
and product returns given or expected to be given, which
vary by product arrangements and buying groups. These
arrangements with purchasing organisations are dependent
upon the submission of claims some time after the initial
recognition of the sale. Accruals are made at the time of sale
for the estimated rebates, discounts or allowances payable or
returns to be made, based on available market information and
historical experience.
GSK Annual Report 2020 163
Investor informationFinancial statementsStrategic reportGovernance and remuneration Notes to the financial statements continued
3. Key accounting judgements and estimates continued
The US Pharmaceuticals business has the largest and most
complex arrangements for rebates, discounts and allowances.
The US Pharmaceuticals turnover for 2020 of £7,451 million
(2019 – £7,402 million) was after recording deductions of
£12,584 million (2019 – £11,069 million) for rebates, discounts,
allowances and returns. The balance sheet accruals for rebates,
discounts, allowances and returns for the US Pharmaceuticals
and Vaccines businesses are managed on a combined basis.
At 31 December 2020, the total accrual amounted to
£4,686 million (2019 – £4,200 million). Because of the nature
of these accruals it is not practicable to give meaningful
sensitivity estimates due to the large volume of variables that
contribute to the overall rebates, chargebacks, returns and
other revenue accruals.
As there can be significant variability in final outcomes, the
group applies a constraint when measuring the variable element
within revenue, so that revenue is recognised at a suitably
cautious amount. The objective of the constraint is to ensure
that it is highly probable that a significant reversal of revenue will
not occur when the uncertainties are resolved. The constraint is
applied by making suitably cautious estimates of the inputs and
assumptions used in estimating the variable consideration.
Because the amounts are estimated they may not fully reflect
the final outcome, and the amounts are subject to change
dependent upon, amongst other things, the types of buying
group and product sales mix. The constraints applied in
recognising revenue mean that the risk of a material downward
adjustment to revenue in the next financial year is low.
The level of accrual for rebates and returns is reviewed and
adjusted regularly in the light of contractual and legal
obligations, historical trends, past experience and projected
market conditions. Market conditions are evaluated using
wholesaler and other third-party analyses, market research data
and internally-generated information. It is reasonably possible
that there could be a significant adjustment within the next 12
months to recognise additional revenue, if actual outcomes are
better than the cautious constrained estimates. Revenue is not
recognised in full until it is highly probable that a significant
reversal in the amount of cumulative revenue recognised will
not occur. The amount of turnover recognised in the year from
performance obligations satisfied in previous periods is set out
in Note 6, ‘Turnover and segment information’, and is an
indication of the level of sensitivity in the estimate.
Future events could cause the assumptions on which the
accruals are based to change, which could materially affect
the future results of the Group.
Taxation
The tax charge for the year was £580 million (2019 –
£953 million). At December 2020, current tax payable was
£545 million (2019 – £629 million), non-current corporation
tax payable was £176 million (2019 – £189 million) and current
tax recoverable was £671 million (2019 – £262 million).
164 GSK Annual Report 2020
Estimates
The Group has open tax issues with a number of revenue
authorities. Management makes a judgement of whether there is
sufficient information to be able to make a reliable estimate of
the outcome of the dispute. If insufficient information is available,
no provision is made.
If sufficient information is available, in estimating a potential tax
liability GSK applies a risk-based approach which takes into
account, as appropriate, the probability that the Group would
be able to obtain compensatory adjustments under international
tax treaties. These estimates take into account the specific
circumstances of each dispute and relevant external advice,
are inherently judgemental and could change substantially over
time as each dispute progresses and new facts emerge.
At 31 December 2020, the Group had recognised provisions
of £856 million in respect of uncertain tax positions (2019 –
£933 million). Due to the number of uncertain tax positions held
and the number of jurisdictions to which these relate, it is not
practicable to give meaningful sensitivity estimates.
Factors affecting the tax charge in future years are set out in
Note 14, ‘Taxation’. GSK continues to believe that it has made
adequate provision for the liabilities likely to arise from open
assessments. Where open issues exist, the ultimate liability
for such matters may vary from the amounts provided and is
dependent upon the outcome of negotiations with the relevant
tax authorities or, if necessary, litigation proceedings.
Legal and other disputes
Legal costs for the year were £231 million (2019 –
£363 million). At 31 December 2020 provisions for legal and
other disputes amounted to £320 million (2019 – £198 million).
Estimates
Management makes a judgement of whether there is sufficient
information to be able to make a reliable estimate of the likely
outcome of the dispute and the legal and other expenses arising
from claims against the Group. If insufficient information is
available, no provision is made and disclosure of the claim is
given.
The estimated provisions take into account the specific
circumstances of each dispute and relevant external advice, are
inherently judgemental and could change substantially over time
as each dispute progresses and new facts emerge. Details of
the status and various uncertainties involved in the significant
unresolved disputes are set out in Note 46, ‘Legal proceedings’.
The company’s Directors, having taken legal advice, have
established provisions after taking into account the relevant
facts and circumstances of each matter and in accordance with
accounting requirements. In respect of product liability claims
related to certain products, there is sufficient history of claims
made and settlements to enable management to make a reliable
estimate of the provision required to cover unasserted claims.
Notes to the financial statements continued
3. Key accounting judgements and estimates continued
The Group may become involved in legal proceedings, in respect
of which it is not possible to make a reliable estimate of the
expected financial effect, if any, or practicable to give a
meaningful range of outcomes that could result from ultimate
resolution of the proceedings. In these cases, appropriate
disclosure about such cases would be provided, but no provision
would be made and no contingent liability can be quantified.
The ultimate liability for legal claims may vary from the amounts
provided and is dependent upon the outcome of litigation
proceedings, investigations and possible settlement negotiations.
The position could change over time and, therefore, there can be
no assurance that any losses that result from the outcome of any
legal proceedings will not exceed the amount of the provisions
reported in the Group’s financial statements by a material amount.
Contingent consideration
The 2020 income statement charge for contingent
consideration was £1,275 million (2019 – £83 million).
At 31 December 2020, the liability for contingent consideration
amounted to £5,869 million (2019 – £5,479 million). Of this
amount, £5,359 million (2019 – £5,103 million) related to the
acquisition of the former Shionogi-ViiV Healthcare joint venture
in 2012.
Estimates
Any contingent consideration included in the consideration
payable for a business combination is recorded at fair value at
the date of acquisition. These fair values are generally based on
risk-adjusted future cash flows discounted using appropriate
post-tax discount rates. The fair values are reviewed on a
regular basis, at least annually, and any changes are reflected in
the income statement. See Note 32, ‘Contingent consideration
liabilities’.
4. New accounting requirements
During the year, the Group implemented an amendment to IFRS
3 ‘Business combinations’ which was issued in October 2018.
The amendment clarifies the definition of a business and
permits a simplified initial assessment of whether an acquired
set of activities and assets is a group of assets rather than a
business. The amendment did not have a material impact on
the results or financial position of the Group in 2020.
‘Covid-19-Related Rent Concessions (Amendment to IFRS 16)’
was issued in May 2020. It introduces a practical expedient to
IFRS 16 ‘Leases’ which permits a lessee to elect not to assess
whether a COVID-19-related concession in respect of rent
due for periods to 30 June 2021 is a lease modification. The
amendment is applicable for annual reporting periods beginning
on or after 1 June 2020 and earlier application is permitted.
Pensions and other post-employment benefits
Judgement
Where a surplus on a defined benefit scheme arises, or
there is potential for a surplus to arise from committed future
contributions, the rights of the Trustees to prevent the Group
obtaining a refund of that surplus in the future are considered
in determining whether it is necessary to restrict the amount of
the surplus that is recognised. Three UK schemes are in
surplus, with a combined surplus of £77 million at 31 December
2020 (2019 – £70 million). GSK has made the judgement that
these amounts meet the requirements of recoverability.
Estimates
The costs of providing pensions and other post-employment
benefits are assessed on the basis of assumptions selected by
management. These assumptions include future earnings and
pension increases, discount rates, expected long-term rates of
return on assets and mortality rates, and are disclosed in Note
30, ‘Pensions and other post-employment benefits’.
Discount rates are derived from AA rated corporate bond yields
except in countries where there is no deep market in corporate
bonds where government bond yields are used. A sensitivity
analysis is provided in Note 30, ‘Pensions and other post-
employment benefits’, a 0.5% reduction in the discount
rate would lead to an increase in the net pension deficit of
approximately £1,745 million and an increase in the annual
pension cost of approximately £27 million. Similarly, a 0.5%
increase in the discount rate would lead to a decrease in the net
pension deficit of approximately £1,550 million and a decrease
in the annual pension cost of approximately £39 million. The
selection of different assumptions could affect the future results
of the Group.
‘Interest Rate Benchmark Reform Phase 2 - Amendments
to IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 16’ was issued
in August 2020 and will be effective from 1 January 2021.
The Phase 2 amendments address issues that arise from
implementation of the reforms, including the replacement of
one benchmark with an alternative one. A practical expedient
is provided such that the change to contractual cash flows for
financial assets and liabilities (including lease liabilities) is
accounted for prospectively by revising the effective interest
rate. In addition, hedge accounting will not be discontinued
solely because of the IBOR reform.
The amendments are not expected to have a material impact
on the results or financial position of the Group.
GSK Annual Report 2020 165
Investor informationFinancial statementsStrategic reportGovernance and remuneration 5. Exchange rates
The Group uses the average of exchange rates prevailing during the period to translate the results and cash flows of overseas
subsidiaries, joint ventures and associates into Sterling and period end rates to translate the net assets of those entities. The
currencies which most influence these translations and the relevant exchange rates were:
Average rates:
US$/£
Euro/£
Yen/£
2020
2019
2018
Period end rates:
1.29
1.13
137
1.28
1.14
139
1.33
1.13
147
US$/£
Euro/£
Yen/£
2020
1.36
1.11
141
2019
2018
1.32
1.18
143
1.27
1.11
140
6. Turnover and segment information
Operating segments are reported based on the financial information provided to the Chief Executive Officer and the responsibilities
of the Corporate Executive Team (CET). GSK reports results under four segments: Pharmaceuticals; Pharmaceuticals R&D;
Vaccines and Consumer Healthcare, and individual members of the CET are responsible for each segment.
The Group’s management reporting process allocates intra-Group profit on a product sale to the market in which that sale is
recorded, and the profit analyses below have been presented on that basis.
Corporate and other unallocated turnover and costs includes the results of certain Consumer Healthcare products which are being
held for sale in a number of markets in order to meet anti-trust approval requirements, together with the costs of corporate functions.
Revenue recognised in the year from performance obligations satisfied in previous periods totalled £1,207 million (2019 –
£793 million) and included £649 million (2019 – £451 million) impacting turnover arising from changes to prior year estimates of
RAR (returns and rebates) accruals, £238 million (2019 – £15 million) of milestone income and £320 million (2019 – £328 million)
of royalty income recognised in the current year.
Turnover by segment
Pharmaceuticals
Vaccines
Consumer Healthcare
Segment turnover
Corporate and other unallocated turnover
Pharmaceuticals turnover by therapeutic area
Respiratory
HIV
Immuno-inflammation
Oncology
Established Pharmaceuticals
Vaccines turnover by category
Meningitis
Influenza
Shingles
Established Vaccines
166 GSK Annual Report 2020
2020
£m
17,056
6,982
10,033
34,071
28
34,099
2020
£m
3,749
4,876
727
372
7,332
17,056
2020
£m
1,029
733
1,989
3,231
6,982
2019
£m
17,554
7,157
8,995
33,706
48
2018
£m
17,269
5,894
7,658
30,821
–
33,754
30,821
2019
£m
3,081
4,854
613
230
8,776
17,554
2019
£m
1,018
541
1,810
3,788
7,157
2018
£m
2,612
4,722
472
–
9,463
17,269
2018
£m
881
523
784
3,706
5,894
Notes to the financial statements continued 6. Turnover and segment information continued
During 2020, the US operations of the Pharmaceuticals and Vaccines businesses made sales to three wholesalers of approximately
£2,928 million (2019 – £2,835 million, 2018 – £2,709 million), £3,085 million (2019 – £3,146 million, 2018 – £2,962 million) and
£2,795 million (2019 – £2,820 million, 2018 – £2,656 million) respectively, after allocating final-customer discounts to the
wholesalers.
GSK has reviewed the presentation of its Consumer Healthcare products and from 1 January 2020 has adopted a revised and more
detailed disclosure of category sales closely aligned to consumer healthcare industry standard definitions. Comparative information
has been revised onto a consistent basis.
Consumer Healthcare turnover by category
Oral health
Pain relief
Vitamins, minerals and supplements
Respiratory health
Digestive health and other
Brands divested/under review
Segment profit
Pharmaceuticals
Pharmaceuticals R&D
Pharmaceuticals, including R&D
Vaccines
Consumer Healthcare
Segment profit
Corporate and other unallocated costs
Other reconciling items between segment profit and operating profit
Operating profit
Finance income
Finance costs
Profit on disposal of interest in associates
Share of after-tax profits of associates and joint ventures
Profit before taxation
Taxation
Profit after taxation for the year
2020
£m
2,753
2,219
1,506
1,209
1,824
9,511
522
10,033
2020
£m
7,723
2019
(revised)
£m
2,673
1,781
611
1,186
1,646
7,897
1,098
8,995
2019
£m
7,964
(3,538)
(3,369)
4,185
2,713
2,213
9,111
(205)
(1,123)
7,783
44
(892)
–
33
6,968
(580)
6,388
4,595
2,966
1,874
9,435
(463)
(2,011)
6,961
98
(912)
–
74
6,221
(953)
5,268
2018
(revised)
£m
2,496
1,440
103
1,085
1,435
6,559
1,099
7,658
2018
£m
8,420
(2,676)
5,744
1,943
1,517
9,204
(459)
(3,262)
5,483
81
(798)
3
31
4,800
(754)
4,046
Other reconciling items between segment profit and operating profit comprise items not specifically allocated to segment profit.
These include impairment and amortisation of intangible assets; major restructuring costs, which include impairments of tangible
assets and computer software; transaction-related adjustments related to significant acquisitions; proceeds and costs of disposals
of associates, products and businesses, significant legal charges and expenses on the settlement of litigation and government
investigations, other operating income other than royalty income and other items, and separation costs.
Depreciation and amortisation by segment
Pharmaceuticals
Pharmaceuticals R&D
Pharmaceuticals, including R&D
Vaccines
Consumer Healthcare
Segment depreciation and amortisation
Corporate and other unallocated depreciation and amortisation
Other reconciling items between segment depreciation and amortisation and
total depreciation and amortisation
Total depreciation and amortisation
2020
£m
557
298
855
404
235
1,494
82
775
2,351
2019
£m
606
230
836
418
224
1,478
79
777
2,334
2018
£m
506
123
629
395
146
1,170
106
580
1,856
GSK Annual Report 2020 167
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 6. Turnover and segment information continued
PP&E, intangible asset and goodwill impairment by segment
Pharmaceuticals
Pharmaceuticals R&D
Pharmaceuticals, including R&D
Vaccines
Consumer Healthcare
Segment impairment
Corporate and other unallocated impairment
Other reconciling items between segment impairment and total impairment
Total impairment
PP&E and intangible asset impairment reversals by segment
Pharmaceuticals
Pharmaceuticals R&D
Pharmaceuticals, including R&D
Vaccines
Consumer Healthcare
Segment impairment reversals
Corporate and other unallocated impairment reversals
Other reconciling items between segment impairment reversals and total impairment reversals
Total impairment reversals
Net operating assets by segment
Pharmaceuticals
Pharmaceuticals R&D
Pharmaceuticals, including R&D
Vaccines
Consumer Healthcare
Segment net operating assets
Corporate and other unallocated net operating assets
Net operating assets
Net debt
Investments in associates and joint ventures
Derivative financial instruments
Current and deferred taxation
Assets held for sale (excluding cash and cash equivalents)
Net assets
2020
£m
38
37
75
49
5
129
5
680
814
(12)
(4)
(16)
(2)
–
(18)
(1)
(53)
(72)
2019
£m
137
16
153
33
–
186
19
621
826
(6)
–
(6)
(1)
–
(7)
(3)
(15)
(25)
2018
£m
51
15
66
5
4
75
14
261
350
(4)
(1)
(5)
–
–
(5)
–
(8)
(13)
2020
£m
789
3,345
4,134
8,995
25,176
38,305
2,250
40,555
2019
£m
1,722
4,503
6,225
8,828
26,328
41,381
1,446
42,827
(20,780)
(25,215)
364
(74)
637
106
314
335
(270)
366
20,808
18,357
The Pharmaceuticals segment includes the Shionogi-ViiV Healthcare contingent consideration liability of £5,359 million
(2019 – £5,103 million) and the Pfizer put option of £960 million (2019 – £1,011 million).
168 GSK Annual Report 2020
Notes to the financial statements continued 6. Turnover and segment information continued
Geographical information
The UK is regarded as being the Group’s country of domicile.
Turnover by location of customer
UK
US
Rest of World
External turnover
Non-current assets by location of subsidiary
UK
US
Rest of World
Non-current assets
2018
£m
923
11,982
17,916
30,821
2020
£m
980
14,556
18,563
34,099
2020
£m
6,279
17,899
27,712
51,890
2019
£m
942
13,890
18,922
33,754
2019
£m
6,116
19,483
27,696
53,295
Non-current assets by location excludes amounts relating to other investments, deferred tax assets, derivative financial instruments,
pension assets, amounts receivable under insurance contracts and certain other non-current receivables.
7. Other operating income/(expense)
Fair value remeasurements of equity investments
Disposal of businesses and assets
Fair value remeasurements on contingent consideration recognised in business combinations
Remeasurement of ViiV Healthcare put option liabilities and preferential dividends
Remeasurement of Consumer Healthcare put option liability
Fair value adjustments on derivative financial instruments
Other income/(expense)
2020
£m
(6)
2,779
(1,286)
52
–
20
65
1,624
2019
£m
(14)
541
(92)
234
–
–
20
689
2018
£m
20
258
(1,252)
58
(658)
(3)
(11)
(1,588)
Disposal of businesses and assets in 2020 included a net profit on disposal of the Horlicks and other Consumer Healthcare
nutritional brands and two subsidiaries in India and Bangladesh of £2,815 million, which reflected reversal of £240 million of
embedded derivative gains on the value of the shares taken in prior years. This was partly offset by the related £476 million loss
on the shares in Hindustan Unilever Limited, including fair value remeasurement losses between their acquisition as consideration
for the divestment of GSK Consumer Healthcare Limited in India and their subsequent disposal. Other operating income also
included an increase in profit and milestone income from a number of asset disposals.
In 2019, there was a profit on disposal of rabies and tick-borne encephalitis vaccines of £306 million and a gain arising from the
increase in value of the shares in Hindustan Unilever Limited subsequently received in 2020 of £143 million including fair value
movements on related derivatives.
Fair value remeasurements on contingent consideration recognised in business combinations included £1,114 million related to
the acquisition of the former Shionogi-ViiV Healthcare joint venture and £172 million related to the Vaccines acquisition from
Novartis, together with fair value movements on related hedging contracts.
GSK Annual Report 2020 169
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 8. Operating profit
The following items have been included in operating profit:
Employee costs (Note 9)
Advertising
Distribution costs
Depreciation of property, plant and equipment
Impairment of property, plant and equipment, net of reversals
Depreciation of right of use assets
Impairment of right of use assets
Amortisation of intangible assets
Impairment of intangible assets, net of reversals
Impairment of property, plant and equipment held for sale, net of reversals
Impairment of intangible assets held for sale, net of reversals
Impairment of goodwill allocated to a disposal group, net of reversals
Net foreign exchange losses/(gains)
Inventories:
Cost of inventories included in cost of sales
Write-down of inventories
Reversal of prior year write-down of inventories
Short-term lease charge
Low-value lease charge
Variable lease payments
Operating lease rentals:
Minimum lease payments
Contingent rents
Sub-lease payments
2020
£m
10,249
1,777
408
989
443
225
3
1,137
257
3
20
16
110
9,480
699
(274)
11
5
11
2019
£m
9,855
1,567
393
1,017
669
214
2
1,103
126
–
1
4
(37)
9,482
578
(230)
12
4
13
Fees payable to the company’s auditor and its associates in relation to the Group (see below)
29.9
30.4
2018
£m
9,440
1,376
389
954
203
902
134
7
–
–
81
8,713
695
(302)
188
12
5
29.8
The reversals of prior year write-downs of inventories principally arise from the reassessment of usage or demand expectations
prior to inventory expiration.
Net foreign exchange gains include a net loss of £36 million (2019 – £75 million gain; 2018 – £nil) arising on the reclassification
of exchange on liquidation or disposal of overseas subsidiaries.
Included within operating profit are Major restructuring charges of £1,532 million (2019 – £1,105 million; 2018 – £809 million),
see Note 10, ‘Major restructuring costs’.
Fees payable to the company’s auditor and its associates:
Audit of parent company and consolidated financial statements including attestation under s.404
of Sarbanes-Oxley Act 2002
Audit of the company’s subsidiaries
Total audit services
Taxation compliance
Audit related and other assurance services
All other services
Total audit-related and non-audit services
2020
£m
13.8
14.5
28.3
–
1.6
–
1.6
29.9
2019
£m
15.6
13.5
29.1
–
1.2
0.1
1.3
30.4
2018
£m
13.3
12.9
26.2
0.1
3.0
0.5
3.6
29.8
The other assurance services provided by the auditor related to agreed upon procedures and other assurance services outside of
statutory audit requirements. In addition to the above, fees paid to the auditor in respect of the GSK pension schemes were:
Audit
Other services
2020
£m
0.2
–
2019
£m
0.2
–
2018
£m
0.3
–
Fees of £0.2 million (2019 – £0.8 million, 2018 – £nil) were also paid to other auditors in respect of audits of certain of the
company’s subsidiaries acquired during the year.
170 GSK Annual Report 2020
Notes to the financial statements continued
9. Employee costs
Wages and salaries
Social security costs
Pension and other post-employment costs, including augmentations (Note 30)
Cost of share-based incentive plans
Severance and other costs from integration and restructuring activities
2020
£m
7,802
917
519
393
618
2019
£m
7,583
852
560
432
428
2018
£m
7,203
795
586
393
463
10,249
9,855
9,440
The increase in wages and salaries included the impact of movements in exchange rates. The Group provides benefits to
employees, commensurate with local practice in individual countries, including, in some markets, healthcare insurance,
subsidised car schemes and personal life assurance.
The cost of share-based incentive plans is analysed as follows:
Share Value Plan
Performance Share Plan
Share option plans
Cash settled and other plans
2020
£m
313
64
4
12
393
2019
£m
302
58
4
68
432
2018
£m
304
49
4
36
393
The average monthly number of persons employed by the Group (including Directors) during the year was:
Manufacturing
Selling, general and administration
Research and development
2020
Number
34,898
49,162
11,824
95,884
2019
Number
36,653
48,535
12,026
97,214
2018
Number
37,296
47,887
11,668
96,851
The average monthly number of Group employees excludes temporary and contract staff. The numbers of Group employees at the
end of each financial year are given in the financial record on page 251.
The compensation of the Directors and Senior Management (members of the CET) in aggregate, was as follows:
Wages and salaries
Social security costs
Pension and other post-employment costs
Cost of share-based incentive plans
2020
£m
23
4
3
25
55
2019
£m
28
4
3
27
62
2018
£m
29
3
3
20
55
Further information on the remuneration of the Directors is given in the sections of the annual report on remuneration labelled as
audited within pages 112 to 138.
GSK Annual Report 2020 171
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 10. Major restructuring costs
Within the Pharmaceuticals sector, the highly regulated manufacturing operations and supply chains and long lifecycle of the
business mean that restructuring programmes, particularly those that involve the rationalisation or closure of manufacturing or R&D
sites, are likely to take several years to complete.
Major restructuring costs are those related to specific Board-approved Major restructuring programmes, including integration costs
following material acquisitions, which are structural and are of a significant scale where the costs of individual or related projects
exceed £25 million.
The existing Combined restructuring and integration programme incorporates the previous Major Change programme, the
Pharmaceuticals restructuring programme and the restructuring and integration programme following the Novartis transaction in
2015. This programme is now substantially complete. In July 2018, the Board-approved a Major restructuring programme, designed
to significantly improve the competitiveness and efficiency of the Group’s cost base with savings delivered primarily through supply
chain optimisation and reductions in administrative costs. In February 2019, the Board approved a Major restructuring plan to
generate synergies from the integration of the Pfizer consumer healthcare business into GSK’s Consumer Healthcare business.
In January 2020, the Board approved a two-year Separation Preparation programme to prepare for the separation of GSK into two
companies.
The total restructuring costs of £1,532 million in 2020 were incurred in the following areas:
– Restructuring costs to prepare for separation of GSK into two companies
– Restructuring following the integration of the Pfizer consumer healthcare business into GSK Consumer Healthcare
– Continued implementation of the restructuring programme that started in July 2018, to simplify the operating models and improve
resource allocation of the Pharmaceutical and Consumer Healthcare supply chains
– Continued transformation of central functions, including GSK technology platforms and interfaces, to deliver greater digital
synergies, simplification of applications and staff reductions.
The analysis of the costs charged to operating profit under these programmes was as follows:
Increase in provision for Major restructuring programmes (see Note 31)
Amount of provision reversed unused (see Note 31)
Impairment losses recognised
Other non-cash charges
Other cash costs
2020
£m
746
(96)
361
104
417
2019
£m
345
(148)
521
99
288
1,532
1,105
2018
£m
450
(99)
130
72
256
809
Provision reversals of £96 million (2019 – £148 million, 2018 – £99 million) reflected provision releases mainly for the Combined
restructuring and integration programme. Asset impairments of £361 million and other non-cash charges of £104 million principally
comprised fixed asset write-downs of manufacturing facilities and accelerated depreciation where asset lives have been shortened
in the supply chain manufacturing network as a result of the Major restructuring programmes. All other charges have been or will be
settled in cash and include site closure costs, consultancy and project management costs.
The analysis of Major restructuring charges by programme was as follows:
Separation Preparation programme
Consumer Healthcare Joint Venture integration programme
2018 Major restructuring programme (including Tesaro)
Combined restructuring and integration programme
Consumer Healthcare Joint Venture integration programme
2018 Major restructuring programme (including Tesaro)
Combined restructuring and integration programme
172 GSK Annual Report 2020
Cash
£m
625
298
105
39
1,067
Cash
£m
248
227
10
485
Non-cash
£m
216
28
210
11
465
Non-cash
£m
4
572
44
620
2020
Total
£m
841
326
315
50
1,532
2019
Total
£m
252
799
54
1,105
Notes to the financial statements continued 10. Major restructuring costs continued
The analysis of Major restructuring charges by income statement line was as follows:
Cost of sales
Selling, general and administration
Research and development
Other operating expense
11. Finance income
Finance income arising from:
Financial assets measured at amortised cost
Financial assets measured at fair value through profit or loss
Net gains arising from the forward element of forward contracts in net investment hedge relationships
12. Finance expense
Finance expense arising on:
Financial liabilities at amortised cost
Derivatives at fair value through profit or loss
Net losses arising from:
Financial instruments mandatorily measured at fair value through profit or loss
Retranslation of loans
Reclassification of hedges from other comprehensive income
Unwinding of discounts on provisions
Finance expense arising on lease liabilities
Other finance expense
2020
£m
667
659
206
–
2019
£m
658
332
114
1
1,532
1,105
2018
£m
443
315
49
2
809
2020
£m
2019
£m
2018
£m
29
10
5
44
2020
£m
(813)
(7)
353
(357)
(2)
(3)
(40)
(23)
69
10
19
98
2019
£m
(832)
(6)
(425)
424
(2)
(8)
(39)
(24)
73
1
7
81
2018
£m
(677)
(38)
55
(52)
(2)
(15)
(2)
(67)
(892)
(912)
(798)
Finance expense arising on derivatives at fair value through profit or loss relates to swap interest expense. The 2018 figure in
finance expense arising on lease liabilities related to interest arising on finance leases under the previous leasing standard, IAS 17,
which was originally reported in ‘Other finance expense’. In 2018, other finance expense included a £39 million charge for interest
relating to historical income tax settlements.
GSK Annual Report 2020 173
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 13. Associates and joint ventures
The Group’s share of after-tax profits and losses of associates and joint ventures is set out below:
Share of after-tax profits of associates
Share of after-tax (losses)/profits of joint ventures
2020
£m
33
–
33
2019
£m
85
(11)
74
2018
£m
28
3
31
At 31 December 2020, the Group held one significant associate, Innoviva, Inc.
Summarised income statement information in respect of Innoviva is set out below. The Group’s 2020 share of after-tax profits of
associates and other comprehensive income includes a profit of £41 million and other comprehensive income of £nil in respect
of Innoviva.
The results of Innoviva included in the summarised income statement information below represent the estimated earnings of
Innoviva in the relevant periods, based on publicly available information at the balance sheet date. Innoviva’s turnover arises from
royalty income from GSK in relation to Relvar/Breo Ellipta, Anoro Ellipta and Trelegy Ellipta sales.
Turnover
Profit after taxation
Total comprehensive income
2020
£m
253
174
174
2019
£m
193
116
116
2018
£m
183
134
134
Aggregated financial information in respect of GSK’s share of other associated undertakings and joint ventures is set out below:
Share of turnover
Share of after-tax losses
Share of other comprehensive income
Share of total comprehensive income/(expense)
2020
£m
–
(8)
53
45
2019
£m
32
(5)
1
(5)
2018
£m
242
(2)
–
(2)
The Group’s sales to associates and joint ventures were £nil in 2020 (2019 – £11 million; 2018 – £43 million).
174 GSK Annual Report 2020
Notes to the financial statements continued 14. Taxation
The Group’s tax charge is the sum of the total current and deferred tax expense.
Taxation charge based on profits for the year
UK current year charge
Rest of World current year charge
Charge/(credit) in respect of prior periods
Current taxation
Deferred taxation
2020
£m
30
1,177
66
1,273
(693)
580
2019
£m
149
1,407
(420)
1,136
(183)
953
2018
£m
234
1,426
(492)
1,168
(414)
754
In 2020, GSK made payments of £235 million in UK corporation tax to HMRC. These amounts are for UK corporation tax only,
and do not include the various other business taxes borne in the UK by GSK each year.
The deferred tax credit in 2020 reflected the origination of current year expenses where offset against taxable profits in future
periods is probable. This relates primarily to the unwind of deferred tax liabilities on intangible assets, the recognition of current year
tax losses and the reversal of other temporary differences. In 2018, this also included an uplift in the tax carrying value of certain
Consumer Healthcare brands as a result of the acquisition of Novartis’ interest in the former Consumer Healthcare joint venture.
Significant prior year credits in 2019 and 2018 reflected the impact of the settlement of a number of open issues with tax
authorities in each period.
The following table reconciles the tax charge calculated at the UK statutory rate on the Group profit before tax with the actual tax
charge for the year.
Reconciliation of taxation on Group profits
Profit before tax
UK statutory rate of taxation
Differences in overseas taxation rates
Benefit of intellectual property incentives
R&D credits
Fair value remeasurement of non-taxable put options
Tax losses where no benefit is recognised
Permanent differences on disposals and acquisitions
Other permanent differences
Re-assessments of prior year estimates
Changes in tax rates
Tax charge/tax rate
2020
£m
6,968
1,324
552
(586)
(105)
(3)
18
(338)
98
(228)
(152)
580
2020
%
19.0
7.9
(8.4)
(1.5)
(0.0)
0.3
(4.9)
1.4
(3.3)
(2.2)
8.3
2019
£m
6,221
1,182
667
(691)
(119)
(45)
15
68
119
(364)
121
953
2019
%
19.0
10.7
(11.1)
(1.9)
(0.7)
0.2
1.1
1.9
(5.9)
2.0
15.3
2018
£m
4,800
912
635
(482)
(73)
221
24
(7)
53
(436)
(93)
754
2018
%
19.0
13.2
(10.0)
(1.5)
4.6
0.5
(0.1)
1.1
(9.1)
(1.9)
15.7
GSK has a substantial business presence in many countries around the globe. The impact of differences in overseas taxation rates
arose from profits being earned in countries with tax rates higher than the UK statutory rate, the most significant of which in 2020
were the US, Belgium, Germany, India and Japan. The adverse impact was partly offset by the benefit of intellectual property
incentives such as the UK Patent Box and Belgian Patent Income Deduction regimes, which provide a reduced rate of corporation
tax on profits earned from qualifying patents. We claim these incentives in the manner intended by the relevant statutory or
regulatory framework.
In 2020, ‘Changes in tax rates’ included credits in relation to the UK, where a reduction in the corporation tax rate from 19% to
17% was cancelled, and India, where the tax treatment of dividends changed with effect from 1 April 2020. The UK credit in 2020
partly reversed the expense in 2019 where a future benefit was provided at the formerly enacted corporation tax rate of 17%.
Permanent differences on disposals and acquisitions in 2020 reflects the tax impact of the disposal of Horlicks and other
Consumer Healthcare brands to Unilever and subsequent disposal of shares received in Hindustan Unilever.
The Group’s 2020 tax rate of 8.3% has also been influenced by the reassessment of open issues with tax authorities in various
jurisdictions. The re-assessment of prior year estimates includes both current and deferred tax.
Future tax charges, and therefore our effective tax rate, may be affected by factors such as acquisitions, disposals, restructurings,
the location of R&D activity, tax regime reforms and resolution of open matters as we continue to bring our tax affairs up to date
around the world.
GSK Annual Report 2020 175
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 14. Taxation continued
Tax on items charged to equity and statement of comprehensive income
Current taxation
Share-based payments
Defined benefit plans
Fair value movements on cash flow hedges
Fair value movements on equity investments
Deferred taxation
Share-based payments
Defined benefit plans
Fair value movements on cash flow hedges
Fair value movements on equity investments
Total credit/(charge) to equity and statement of comprehensive income
2020
£m
2019
£m
2018
£m
(14)
(18)
12
89
69
18
(51)
6
131
104
173
1
16
–
–
17
18
173
16
(95)
112
129
–
(2)
–
–
(2)
2
(144)
(2)
10
(134)
(136)
All of the above items have been charged to the statement of comprehensive income except for tax on share-based payments.
Issues relating to taxation
The integrated nature of the Group’s worldwide operations involves significant investment in research and strategic manufacture at
a limited number of locations, with consequential cross-border supply routes into numerous end-markets. In line with current OECD
guidelines we base our transfer pricing policy on the ‘arm’s length’ principle. However, different tax authorities may seek to attribute
further profit to activities being undertaken in their jurisdiction potentially resulting in double taxation. The Group also has open
items in several jurisdictions concerning such matters as the deductibility of particular expenses and the tax treatment of certain
business transactions. GSK applies a risk based approach to determine the transactions most likely to be subject to challenge and
the probability that the Group would be able to obtain compensatory adjustments under international tax treaties.
The calculation of the Group’s total tax charge therefore necessarily involves a degree of estimation and judgement in respect of
certain items whose tax treatment cannot be finally determined until resolution has been reached with the relevant tax authority or,
as appropriate, through a formal legal process. At 31 December 2020 the Group had recognised provisions of £856 million in
respect of such uncertain tax positions (2019 – £933 million). The decrease in recognised provisions during 2020 was driven by
the reassessment of estimates and the utilisation of provisions for uncertain tax positions following the settlement of a number of
open issues with tax authorities in various jurisdictions. Whilst the ultimate liability for such matters may vary from the amounts
provided and is dependent upon the outcome of agreements with the relevant tax authorities, or litigation where appropriate, the
Group continues to believe that it has made appropriate provision for periods which are open and not yet agreed by the tax
authorities.
A provision for deferred tax liabilities of £150 million as at 31 December 2020 (2019 – £198 million) has been made in respect of
taxation that would be payable on the remittance of profits by certain overseas subsidiaries. Whilst the aggregate amount of
unremitted profits at the balance sheet date was approximately £17 billion (2019 – £19 billion), the majority of these unremitted
profits would not be subject to tax (including withholding tax) on repatriation, as UK legislation relating to company distributions
provides for exemption from tax for most overseas profits, subject to certain exceptions. Deferred tax is not provided on temporary
differences of £974 million (2019 – £326 million) arising on unremitted profits as management has the ability to control any future
reversal and does not consider such a reversal to be probable.
Continued focus on tax reform is expected in 2021 and future years driven by the OECD’s project to address the tax challenges
arising from the digitalisation of the economy. This may result in significant changes to established tax principles and an increase
in tax authority disputes. In turn, this could adversely affect GSK’s effective tax rate or could result in higher cash tax liabilities.
176 GSK Annual Report 2020
Notes to the financial statements continued 14. Taxation continued
Movement in deferred tax assets and liabilities
At 1 January 2019
Exchange adjustments
Credit/(charge) to income statement
Credit/(charge) to statement of
comprehensive income and equity
Acquisitions and disposals
R&D credits utilisation
At 31 December 2019
Exchange adjustments
(Charge)/credit to income statement
Credit/(charge) to statement of
comprehensive income and equity
Acquisitions and disposals
R&D credits utilisation
At 31 December 2020
Accelerated
capital
allowances
£m
(295)
17
35
Intangible
assets
£m
(959)
88
(204)
Contingent
consideration
£m
834
–
(77)
Intra-Group
profit
£m
1,029
(8)
59
Pensions &
other post
employment
benefits
£m
694
(40)
9
–
1
–
(242)
(9)
(45)
–
–
–
(296)
–
(3,117)
–
(4,192)
41
194
–
(25)
–
(3,982)
–
–
–
757
–
86
–
–
–
843
–
40
–
1,120
(29)
(67)
–
–
–
1,024
186
15
–
864
4
(44)
50
–
–
874
Share
option
and award
schemes
£m
71
(1)
(7)
Other
net
temporary
differences
£m
950
55
143
18
–
–
81
(3)
(5)
(13)
–
–
60
(92)
(60)
(40)
956
(57)
454
(141)
–
(108)
1,104
Tax
losses
£m
447
(8)
225
–
278
–
942
(2)
120
–
–
–
1,060
Total
£m
2,771
103
183
112
(2,843)
(40)
286
(55)
693
(104)
(25)
(108)
687
Deferred tax liabilities provided in relation to intangible assets predominately relate to temporary differences arising on assets and
liabilities acquired as part of historic business combinations. Acquisitions and disposals in 2019 includes deferred tax liabilities of
£2,591 million related to the Pfizer consumer healthcare business acquisition and £252 million related to the Tesaro acquisition.
The Group continues to recognise deferred tax assets on future obligations in respect of contingent consideration amounts payable
to minority shareholders. These payments are tax deductible at the point in time at which payment is made.
A deferred tax asset is recognised on intra-Group profits arising on inter-company inventory which are eliminated within the
consolidated accounts. As intra-Group profits are not eliminated from the individual entities’ tax returns a temporary difference
arises that will reverse at the point in time inventory is sold externally.
The deferred tax asset of £1,060 million (2019 – £942 million) recognised on tax losses relates to trading losses. Such deferred tax
assets are only recognised where it is probable that future taxable profit will be available to utilise losses, as supported by product
level forecasts. Other net temporary differences included accrued expenses for which a tax deduction is only available on a paid basis.
Deferred tax asset and liabilities are recognised on the balance sheet as follows:
Deferred tax assets
Deferred tax liabilities
Unrecognised tax losses
Trading losses expiring:
Within 10 years
More than 10 years
Available indefinitely
At 31 December
Capital losses expiring:
Available indefinitely
At 31 December
2020
£m
4,287
(3,600)
687
2019
£m
4,096
(3,810)
286
2020
Unrecognised
deferred tax
asset
£m
2019
Unrecognised
deferred tax
asset
£m
Tax losses
£m
Tax losses
£m
962
414
265
1,641
2,287
2,287
181
51
47
279
419
419
556
838
159
1,553
2,148
2,148
117
108
27
252
355
355
GSK Annual Report 2020 177
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued
15. Earnings per share
Basic earnings per share
Diluted earnings per share
2020
pence
115.5
114.1
2019
pence
93.9
92.6
2018
pence
73.7
72.9
Basic earnings per share has been calculated by dividing the profit attributable to shareholders by the weighted average number of
shares in issue during the period after deducting shares held by the ESOP Trusts and Treasury shares. The trustees have waived
their rights to dividends on the shares held by the ESOP Trusts.
Diluted earnings per share has been calculated after adjusting the weighted average number of shares used in the basic calculation
to assume the conversion of all potentially dilutive shares. A potentially dilutive share forms part of the employee share schemes
where its exercise price is below the average market price of GSK shares during the period and any performance conditions
attaching to the scheme have been met at the balance sheet date.
The numbers of shares used in calculating basic and diluted earnings per share are reconciled below.
Weighted average number of shares in issue
Basic
Dilution for share options and awards
Diluted
16. Dividends
2020
millions
4,976
62
5,038
2019
millions
4,947
69
5,016
2018
millions
4,914
57
4,971
First interim
Paid/payable
9 July 2020
Second interim
8 October 2020
Third interim
14 January 2021
Fourth interim
Total
8 April 2021
Dividend
per share
(pence)
2020
Total
dividend
£m
Dividend
per share
(pence)
Paid
2019
Total
dividend
£m
Dividend
per share
(pence)
Paid
19
19
19
23
80
946
11 July 2019
946 10 October 2019
946
9 January 2020
1,146
3,984
9 April 2020
19
19
19
23
80
940
12 July 2018
941 11 October 2018
941 10 January 2019
1,144
3,966
11 April 2019
19
19
19
23
80
2018
Total
dividend
£m
934
934
935
1,137
3,940
Under IFRS, interim dividends are only recognised in the financial statements when paid and not when declared. GSK normally
pays a dividend two quarters after the quarter to which it relates and one quarter after it is declared. The 2020 financial statements
recognise those dividends paid in 2020, namely the third and fourth interim dividends for 2019, and the first and second interim
dividends for 2020.
The amounts recognised in each year were as follows:
Dividends to shareholders
2020
£m
3,977
2019
£m
3,953
2018
£m
3,927
178 GSK Annual Report 2020
Notes to the financial statements continued
17. Property, plant and equipment
Cost at 31 December 2018
Implementation of IFRS 16
At 31 December 2018, as adjusted
Exchange adjustments
Additions through business combinations
Other additions
Capitalised borrowing costs
Disposals and write-offs
Reclassifications
Transfer to assets held for sale
Cost at 31 December 2019
Exchange adjustments
Additions through business combinations
Other additions
Capitalised borrowing costs
Disposals and write-offs
Reclassifications
Transfer to assets held for sale
Cost at 31 December 2020
Depreciation at 31 December 2018
Implementation of IFRS 16
At 31 December 2018, as adjusted
Exchange adjustments
Charge for the year
Disposals and write-offs
Transfer to assets held for sale
Depreciation at 31 December 2019
Exchange adjustments
Charge for the year
Disposals and write-offs
Transfer to assets held for sale
Depreciation at 31 December 2020
Impairment at 31 December 2018
Implementation of IFRS 16
At 31 December 2018, as adjusted
Exchange adjustments
Disposals and write-offs
Impairment losses
Reversal of impairments
Transfer to assets held for sale
Impairment at 31 December 2019
Exchange adjustments
Disposals and write-offs
Impairment losses
Reversal of impairments
Transfer to assets held for sale
Impairment at 31 December 2020
Total depreciation and impairment at 31 December 2019
Total depreciation and impairment at 31 December 2020
Net book value at 1 January 2019
Net book value at 31 December 2019
Net book value at 31 December 2020
Land and
buildings
£m
7,811
(64)
7,747
(254)
149
42
–
(34)
243
(261)
7,632
106
–
29
–
(336)
189
(132)
7,488
(3,233)
30
(3,203)
74
(265)
19
159
(3,216)
(49)
(271)
154
72
(3,310)
(174)
–
(174)
13
2
(312)
2
90
(379)
(6)
190
(147)
13
49
(280)
(3,595)
(3,590)
4,404
4,037
3,898
Plant,
equipment
and vehicles
£m
12,537
(106)
12,431
(381)
177
154
–
(528)
919
(711)
12,061
121
5
147
–
(875)
840
(194)
12,105
Assets in
construction
£m
2,140
–
2,140
(70)
34
1,084
25
(11)
(1,231)
(65)
1,906
10
–
1,052
15
(29)
(1,058)
(6)
1,890
(7,534)
42
(7,492)
196
(752)
380
477
(7,191)
(77)
(718)
716
130
(7,140)
(421)
–
(421)
11
77
(329)
8
209
(445)
–
124
(303)
18
55
(551)
(7,636)
(7,691)
4,582
4,425
4,414
–
–
–
–
–
–
–
–
–
–
–
–
–
(68)
–
(68)
6
36
(38)
–
44
(20)
1
16
(27)
3
1
(26)
(20)
(26)
2,072
1,886
1,864
Total
£m
22,488
(170)
22,318
(705)
360
1,280
25
(573)
(69)
(1,037)
21,599
237
5
1,228
15
(1,240)
(29)
(332)
21,483
(10,767)
72
(10,695)
270
(1,017)
399
636
(10,407)
(126)
(989)
870
202
(10,450)
(663)
–
(663)
30
115
(679)
10
343
(844)
(5)
330
(477)
34
105
(857)
(11,251)
(11,307)
11,058
10,348
10,176
GSK Annual Report 2020 179
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued
17. Property, plant and equipment continued
The weighted average interest rate for capitalised borrowing costs in the year was 3% (2019 – 3%). Disposals and write-offs in
the year included a number of assets with nil net book value that are no longer in use in the business.
The impairment losses principally arose from decisions to rationalise facilities and were calculated based on fair value less costs
of disposal. The fair value less costs of disposal valuation methodology uses significant inputs which are not based on observable
market data, and therefore this valuation technique is classified as level 3 of the fair value hierarchy. These calculations determine
the net present value of the projected risk-adjusted, post-tax cash flows of the relevant asset or cash generating unit, applying a
discount rate of the Group post-tax weighted average cost of capital (WACC) of 7%, adjusted where appropriate for specific
segment, country and currency risk.
Assets that continue to be used by the Group are generally assessed as part of their associated cash generating unit on a value
in use basis. For value in use calculations, the post-tax cash flows do not include the impact of future uncommitted restructuring
plans or improvements. Where an impairment is indicated and a pre-tax cash flow calculation is expected to give a materially
different result, the test would be reperformed using pre-tax cash flows and a pre-tax discount rate. The Group WACC is
equivalent to a pre-tax discount rate of approximately 9%.
The net impairment losses have been charged to cost of sales: £398 million (2019 – £624 million), R&D: £3 million
(2019 – £1 million) and SG&A: £42 million (2019 – £44 million), and included £343 million (2019 – £502 million) arising from
the Major restructuring programmes.
Reversals of impairment arose from subsequent reviews of the impaired assets where the conditions which gave rise to the original
impairments were deemed no longer to apply. All of the reversals have been credited to cost of sales.
During 2020, £29 million (2019 – £69 million) of computer software was reclassified from assets in construction to intangible
assets on becoming ready for use.
18. Right of use assets
Net book value at 1 January 2019
Exchange adjustments
Additions through business combinations
Other additions
Depreciation
Disposals
Impairments
Reclassifications
Net book value at 31 December 2019
Exchange adjustments
Other additions
Depreciation
Disposals
Impairments
Reclassifications
Net book value at 31 December 2020
Land and
buildings
£m
907
Plant and
equipment
£m
27
Vehicles
£m
137
(28)
66
60
(145)
(37)
(2)
–
821
(11)
119
(152)
(73)
(3)
(2)
699
(2)
11
1
(8)
(20)
–
13
22
1
2
(5)
(2)
–
–
18
(6)
2
71
(61)
(7)
–
(13)
123
1
66
(68)
(9)
–
–
113
Total
£m
1,071
(36)
79
132
(214)
(64)
(2)
–
966
(9)
187
(225)
(84)
(3)
(2)
830
The total cash outflow for leases amounted to £227 million. There were no significant lease commitments for leases not
commenced at year-end.
An analysis of lease liabilities is set out in Note 29, ‘Net debt’.
180 GSK Annual Report 2020
Notes to the financial statements continued
19. Goodwill
Cost at 1 January
Exchange adjustments
Additions through business combinations (Note 40)
Transfer (to)/from assets held for sale
Cost at 31 December
Net book value at 1 January
Net book value at 31 December
Goodwill is allocated to the Group’s segments as follows:
Pharmaceuticals
Vaccines
Consumer Healthcare
Net book value at 31 December
2020
£m
10,562
(54)
124
(35)
2019
£m
5,789
(277)
5,023
27
10,597
10,562
10,562
5,789
10,597
10,562
2020
£m
4,245
1,295
5,057
2019
£m
4,316
1,280
4,966
10,597
10,562
The recoverable amounts of the cash generating units are assessed using a fair value less costs of disposal model. Fair value less
costs of disposal is calculated using a discounted cash flow approach, with a post-tax discount rate applied to the projected
risk-adjusted post-tax cash flows and terminal value.
The discount rate used is based on the Group WACC of 7%, as most cash generating units have integrated operations across
large parts of the Group. The discount rate is adjusted where appropriate for specific segment, country and currency risks. The
valuation methodology uses significant inputs which are not based on observable market data, therefore this valuation technique is
classified as level 3 in the fair value hierarchy.
Details relating to the discounted cash flow models used in the impairment tests of the Pharmaceuticals, Vaccines and Consumer
Healthcare cash generating units are as follows:
Valuation basis
Key assumptions
Determination of assumptions
Fair value less costs of disposal
Sales growth rates
Profit margins
Terminal growth rate
Discount rate
Taxation rate
Growth rates are internal forecasts based on both internal and external market information.
Margins reflect past experience, adjusted for expected changes.
Terminal growth rates based on management’s estimate of future long-term average growth rates.
Discount rates based on Group WACC, adjusted where appropriate.
Taxation rates based on appropriate rates for each region.
Period of specific projected cash flows
Five years
Terminal growth rate and discount rate
Terminal growth rate
Discount rate
Pharmaceuticals
Vaccines
Consumer Healthcare
1% p.a.
1% p.a.
2% p.a.
7.5%
7.5%
6%
The terminal growth rates do not exceed the long-term projected growth rates for the relevant markets, reflect the impact of future
generic competition and take account of new product launches.
Goodwill is monitored for impairment at the segmental level. In each case the valuations indicated sufficient headroom such that a
reasonably possible change to key assumptions is unlikely to result in an impairment of the related goodwill.
The Consumer Healthcare cash generating unit also comprises a collection of smaller cash generating units including brands with
indefinite lives with a carrying value of £18.4 billion (2019 – £19.6 billion).
Details of indefinite life brands are given in Note 20, ‘Other intangible assets’.
GSK Annual Report 2020 181
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued
20. Other intangible assets
Cost at 1 January 2019
Exchange adjustments
Capitalised development costs
Capitalised borrowing costs
Additions through business combinations
Other additions
Disposals and asset write-offs
Transfer to assets held for sale
Reclassifications
Cost at 31 December 2019
Exchange adjustments
Capitalised development costs
Additions through business combinations
Other additions
Disposals and asset write-offs
Transfer to assets held for sale
Reclassifications
Cost at 31 December 2020
Amortisation at 1 January 2019
Exchange adjustments
Charge for the year
Disposals and asset write-offs
Transfer to assets held for sale
Amortisation at 31 December 2019
Exchange adjustments
Charge for the year
Disposals and asset write-offs
Transfer to assets held for sale
Amortisation at 31 December 2020
Impairment at 1 January 2019
Exchange adjustments
Impairment losses
Reversal of impairments
Disposals and asset write-offs
Transfer to assets held for sale
Impairment at 31 December 2019
Exchange adjustments
Impairment losses
Reversal of impairments
Disposals and asset write-offs
Transfer to assets held for sale
Reclassification
Impairment at 31 December 2020
Total amortisation and impairment at 31 December 2019
Total amortisation and impairment at 31 December 2020
Net book value at 1 January 2019
Net book value at 31 December 2019
Net book value at 31 December 2020
Licences,
patents,
amortised
brands etc.
£m
16,166
(418)
239
–
3,091
465
(7)
(62)
242
19,716
(7)
313
–
494
(20)
(246)
572
20,822
(6,413)
123
(870)
4
42
(7,114)
28
(896)
8
42
(7,932)
(2,329)
70
(84)
10
3
5
(2,325)
39
(255)
38
–
55
(39)
(2,487)
(9,439)
(10,419)
7,424
10,277
10,403
Indefinite life
brands
£m
9,056
(1,037)
–
–
12,357
–
–
(227)
(255)
19,894
(74)
–
–
–
–
(635)
(572)
18,613
–
–
–
–
–
–
–
–
–
–
–
(324)
–
(3)
–
–
53
(274)
1
(11)
–
–
–
39
(245)
(274)
(245)
8,732
19,620
18,368
Computer
software
£m
2,365
(37)
–
1
31
197
(235)
(7)
82
2,397
(1)
–
2
240
(260)
(4)
29
2,403
(1,307)
19
(233)
215
4
(1,302)
(3)
(241)
221
3
(1,322)
(12)
3
(49)
–
19
2
(37)
–
(29)
–
38
–
–
(28)
(1,339)
(1,350)
1,046
1,058
1,053
Total
£m
27,587
(1,492)
239
1
15,479
662
(242)
(296)
69
42,007
(82)
313
2
734
(280)
(885)
29
41,838
(7,720)
142
(1,103)
219
46
(8,416)
25
(1,137)
229
45
(9,254)
(2,665)
73
(136)
10
22
60
(2,636)
40
(295)
38
38
55
–
(2,760)
(11,052)
(12,014)
17,202
30,955
29,824
The weighted average interest rate for capitalised borrowing costs in the year was 3% (2019 – 3%).
The net book value of computer software included £612 million (2019 – £560 million) of internally generated costs.
The carrying value at 31 December 2020 of intangible assets, for which impairments have been charged or reversed in the year,
following those impairments or reversals, was £272 million (2019 – £175 million).
The patent expiry dates of the Group’s most significant assets, where relevant, are set out on pages 258 and 259.
182 GSK Annual Report 2020
Notes to the financial statements continued
20. Other intangible assets continued
Amortisation and impairment losses, net of reversals, have been charged in the income statement as follows:
Cost of sales
Selling, general and administration
Research and development
Amortisation
Net impairment losses
2020
£m
779
167
191
1,137
2019
£m
781
163
159
1,103
2020
£m
21
17
219
257
2019
£m
34
43
49
126
Licences, patents, amortised brands etc. includes a large number of acquired licences, patents, know-how agreements and
marketing rights, which are either marketed or in use, or still in development. Note 40, ‘Acquisitions and disposals’ gives details
of additions through business combinations in the year. The book values of the largest individual items are as follows:
Tesaro Assets
Meningitis portfolio
Dolutegravir
Benlysta
Lamisil
Merck Assets
BMS Assets
Fluarix/FluLaval
Okairos
Stiefel trade name
Others
2020
£m
2,669
2,114
1,177
745
275
264
239
219
205
180
2,316
10,403
2019
£m
2,878
2,139
1,280
834
–
264
286
237
175
204
1,980
10,277
Tesaro assets comprise Zejula, the currently marketed monotherapy, as well as combination therapies. The Meningitis portfolio
includes Menveo, Bexsero, Men ABCWY and Menjugate. Lamisil has been moved into licences, patents, amortised brands etc.
following the decision to start amortisation during 2020. GSK has divested the Breathe Right brand during the year.
Indefinite life brands comprise a portfolio of Consumer Healthcare products primarily acquired with the acquisitions of Sterling
Winthrop, Inc. in 1994, Block Drug Company, Inc. in 2001, CNS, Inc. in 2006, the Novartis consumer healthcare business in 2015
and the Pfizer consumer healthcare business in 2019. The book values of the major brands are as follows:
Advil
Voltaren
Centrum
Caltrate
Otrivin
Preparation H
Robitussin
Nexium
Fenistil
Chapstick
Emergen-C
Theraflu
Panadol
Lamisil
Sensodyne
Breathe Right
Others
2020
£m
3,349
2,725
1,824
1,678
1,385
1,139
1,111
668
598
512
433
433
396
–
270
–
1,847
18,368
2019
£m
3,408
2,725
1,808
1,648
1,385
1,171
1,138
682
598
523
447
438
397
291
270
251
2,440
19,620
GSK Annual Report 2020 183
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 20. Other intangible assets continued
Each of these brands is considered to have an indefinite life, given the strength and durability of the brand and the level of
marketing support. The brands are in relatively similar stable and profitable market sectors, with similar risk profiles, and their
size, diversification and market shares mean that the risk of market-related factors causing a reduction in the lives of the brands
is considered to be relatively low. The Group is not aware of any material legal, regulatory, contractual, competitive, economic or
other factors which could limit their useful lives. Accordingly, they are not amortised.
Each brand is tested annually for impairment and other amortised intangible assets are tested when indicators of impairment arise.
This testing applies a fair value less costs of disposal methodology, generally using post-tax cash flow forecasts with a terminal
value calculation and a discount rate equal to the Group post-tax WACC of 7%, adjusted where appropriate for specific segment,
country and currency risks. This valuation methodology uses significant inputs which are not based on observable market data, and
therefore this valuation technique is classified as level 3 of the fair value hierarchy. The main assumptions include future sales price
and volume growth, product contribution, the future expenditure required to maintain the product’s marketability and registration
in the relevant jurisdictions and exchange rates. These assumptions are based on past experience and are reviewed as part of
management’s budgeting and strategic planning cycle for changes in market conditions and sales erosion through competition.
The terminal growth rates applied of between -3% and 3% are management’s estimates of future long-term average growth rates
of the relevant markets. In each case the valuations indicate sufficient headroom such that a reasonably possible change to key
assumptions is unlikely to result in an impairment of these intangible assets.
21. Investments in associates and joint ventures
At 1 January
Exchange adjustments
Additions
Disposals
Distributions received
Net fair value movements through Other comprehensive income
Other movements
Profit/(loss) after tax recognised in the consolidated income statement
At 31 December
Joint
ventures
£m
15
Associates
£m
299
–
–
–
–
–
–
–
15
(9)
4
–
(31)
53
–
33
349
2020
Total
£m
314
(9)
4
–
(31)
53
–
33
364
Joint
ventures
£m
19
Associates
£m
217
(1)
16
(1)
–
–
(7)
(11)
15
(9)
11
–
(7)
–
2
85
299
2019
Total
£m
236
(10)
27
(1)
(7)
–
(5)
74
314
The Group held one significant associate at 31 December 2020, Innoviva, Inc. At 31 December 2020, the Group owned 32 million
shares or 31.6% of Innoviva, which is a biopharmaceutical company listed on NASDAQ. Innoviva partnered with GSK in the
development of the long acting beta agonist, vilanterol, and currently receives royalty income from sales of products that contain
this component, namely Relvar/Breo Ellipta and Anoro Ellipta. It also has a 15% economic interest in royalties paid by GSK on
sales of Trelegy Ellipta. The remaining 85% of the economic interest in these royalties is held by Theravance Biopharma Inc., in
which the Group holds 15% of the common stock. The investment in Innoviva had a market value of £291 million at 31 December
2020 (2019 – £343 million).
Summarised balance sheet information, based on information published post the balance sheet date, in respect of Innoviva is set
out below:
Non-current assets
Current assets
Current liabilities
Non-current liabilities
Net assets
The carrying value of the Group’s investment in Innoviva is analysed as follows:
Interest in net assets of associate
Goodwill
Fair value and other adjustments
Carrying value at 31 December
184 GSK Annual Report 2020
At 31 December
2020
£m
At 31 December
2019
£m
482
251
(4)
(283)
446
2020
£m
141
85
65
291
222
326
(4)
(286)
258
2019
£m
82
88
91
261
Notes to the financial statements continued
22. Other investments
At 1 January
Additions
Net fair value movements through Other comprehensive income
Net fair value movements through profit or loss
Disposals and settlements
At 31 December
Investments
designated as
measured at
FVTOCI
£m
1,781
409
1,318
–
(569)
2,939
Investments
measured at
FVTPL
£m
56
3,205
–
(438)
(2,702)
121
Investments
designated as
measured at
FVTOCI
£m
1,250
Investments
measured at
FVTPL
£m
72
274
314
–
(57)
1,781
3
–
(14)
(5)
56
2020
£m
1,837
3,614
1,318
(438)
(3,271)
3,060
2019
£m
1,322
277
314
(14)
(62)
1,837
Other investments comprise non-current equity investments which are recorded at fair value at each balance sheet date. For
investments traded in an active market, the fair value is determined by reference to the relevant stock exchange quoted bid price.
For other investments, the fair value is estimated by management with reference to relevant available information, including the
current market value of similar instruments, recent financing rounds and discounted cash flows of the underlying net assets. Net
fair value movements include the impact of exchange (losses of £91 million through Other comprehensive income and £nil
through profit or loss) (2019 – losses of £66 million and £2 million respectively). Other investments include listed investments of
£2,281 million (2019 – £1,128 million).
GSK has elected to designate the majority of its equity investments as measured at fair value through other comprehensive
income (FVTOCI). The most significant of these investments held at 31 December 2020 were in CureVac AG in which the Group
holds 8.4% of the common stock, Crispr Therapeutics AG in which the Group holds 4.6%, Lyell Immunopharma, Inc. in which the
Group holds 11.7%, 23andMe, Inc. in which the Group holds 12.4% and Turning Point Therapeutics, Inc. in which the Group holds
4.7%. These investments had a fair value at 31 December 2020 of £887 million, £361 million (2019 – £148 million),
£261 million (2019 – £155 million), £220 million (2019 – £227 million) and £201 million (2019 – £102 million) respectively. The
other investments include equity stakes in companies with which GSK has research collaborations and in companies which provide
access to biotechnology developments of potential interest. In June 2020, GSK issued US$ US notes which are exchangeable at
the option of the note holders at any time until maturity of the notes in June 2023 for shares held by GSK in Theravance Biopharma,
Inc. Upon exchange of the notes, GSK expects to deliver the shares but may, at its option under certain circumstances, deliver cash
or a combination of Theravance Biopharma shares and cash. The Theravance Biopharma shares are measured at FVTOCI and had
a fair value at 31 December 2020 of £126 million.
On disposal of equity investments measured at FVTOCI, the accumulated fair value movements are reclassified from the fair value
reserve to retained earnings. Investments with a fair value of £569 million (2019 – £57 million) were disposed of during the year.
The cumulative gain on these investments after tax was £163 million (2019 – £4 million).
Certain other investments, such as investments in funds with limited lives and investments acquired with an intention to sell, are
measured at fair value through profit or loss (FVTPL). Additions and disposals of investments measured at FVTPL in 2020 include
the acquisition of shares in Hindustan Unilever Limited on the merger of GSK’s Indian listed Consumer Healthcare entity with
Hindustan Unilever and the subsequent divestment of those shares.
23. Other non-current assets
Amounts receivable under insurance contracts
Pension schemes in surplus
Other receivables
2020
£m
756
183
102
2019
£m
743
127
150
1,041
1,020
Amounts receivable under insurance contacts are held at cash surrender value with movements through profit or loss.
Within the other receivables of £102 million (2019 – £150 million), £67 million (2019 – £120 million) is classified as financial assets
of which £30 million (2019 – £44 million) is classified as fair value through profit or loss. On the remaining balance of £37 million
(2019 – £76 million), the expected credit loss allowance was immaterial at 31 December 2020 and 2019.
GSK Annual Report 2020 185
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued
24. Inventories
Raw materials and consumables
Work in progress
Finished goods
25. Trade and other receivables
Trade receivables, net of loss allowance
Accrued income
Other prepayments
Interest receivable
Employee loans and advances
Other receivables
2020
£m
1,170
2,395
2,431
5,996
2020
£m
5,549
13
359
3
11
1,017
6,952
2019
£m
1,195
2,505
2,247
5,947
2019
£m
5,487
7
316
3
13
1,376
7,202
Trade receivables included £nil (2019 – £nil) due from associates and joint ventures. Other receivables included £nil (2019 – £nil)
due from associates and joint ventures.
Loss allowance
At 1 January
Exchange adjustments
Charge for the year
Subsequent recoveries of amounts provided for
Utilised
At 31 December
2020
£m
130
(4)
41
(8)
(8)
151
2019
£m
128
(3)
16
(5)
(6)
130
Of the total trade receivables balance, £50 million (2019 – £110 million) was considered credit impaired, against which an
£20 million (2019 – £11 million) expected credit loss allowance has been applied. No amount was purchased or originated
credit impaired.
Within the other receivables of £1,017 million (2019 – £1,376 million), £402 million (2019 – £707 million) was classified as
financial assets of which £nil (2019 – £nil) was classified as fair value through profit and loss. On the remaining balance of
£402 million (2019 – £707 million), an expected credit loss allowance of £6 million (2019 – £8 million) was recognised at
31 December 2020 with no charge reported in profit or loss during the year.
For more discussion on credit risk practices, please refer to Note 43.
186 GSK Annual Report 2020
Notes to the financial statements continued 26. Cash and cash equivalents
Cash at bank and in hand
Short-term deposits
2020
£m
1,762
4,530
6,292
2019
£m
795
3,912
4,707
In addition, £nil (2019 – £507 million) of cash and cash equivalents has been reported in Assets held for sale, see Note 27,
‘Assets held for sale’.
Cash and cash equivalents included £0.2 billion (2019 – £0.2 billion) not available for general use due to restrictions applying
in the subsidiaries where it is held. Restrictions include exchange controls and taxes on repatriation.
27. Assets held for sale
Property, plant and equipment
Right of use assets
Lease liabilities
Goodwill
Other intangibles
Inventory
Cash and cash equivalents
Other
2020
£m
25
–
–
–
62
19
–
–
106
2019
£m
80
7
(7)
124
175
109
507
(122)
873
Non-current assets and disposal groups are transferred to Assets held for sale when it is expected that their carrying amounts
will be recovered principally through disposal and a sale is considered highly probable. They are held at the lower of carrying
amount and fair value less costs to sell.
Included within Assets held for sale is inventory written down to fair value less costs to sell of £19 million (2019 – £109 million).
The valuation methodology used significant inputs which were not based on observable market data and therefore this valuation
is classified as level 3 in the fair value hierarchy.
Intangible assets of £785 million were transferred from Other intangibles during the year. The intangible assets held for sale
remaining at 31 December 2020 of £62 million is after impairments, exchange movements and assets divested during the year.
Assets held for sale at 31 December 2019 primarily comprised the disposal group for ThermaCare, which had been acquired
from Pfizer in 2019 as part of its consumer healthcare business and was to be divested to meet anti-trust requirements, and the
disposal group for Horlicks and other Consumer Healthcare nutritional products in India and a number of other countries. The
divestments of both of these disposal groups were completed in 2020.
GSK Annual Report 2020 187
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 28. Trade and other payables
Trade payables
Wages and salaries
Social security
ViiV Healthcare put option
Other payables
Deferred income
Customer return and rebate accruals
Other accruals
2020
£m
4,357
1,367
159
960
409
361
5,775
2,452
15,840
2019
£m
4,144
1,470
164
1,011
515
158
5,108
2,369
14,939
Trade and other payables included £65 million (2019 – £63 million) due to associates and joint ventures. The Group provides
limited supplier financing arrangements to certain customers. The amounts involved at 31 December 2020 were not material.
Revenue recognised in the year that was included in deferred income at 1 January 2020 was £33 million (2019 – £72 million).
Customer return and rebate accruals are provided for by the Group at the point of sale in respect of the estimated rebates,
discounts or allowances payable to customers, and included £4,686 million (2019 – £4,200 million) in respect of US
Pharmaceuticals and Vaccines, as more fully described in the Group financial review on page 75. Accruals are made at the time of
sale but the actual amounts paid are based on claims made some time after the initial recognition of the sale. As the amounts are
estimated, they may not fully reflect the final outcome and are subject to change dependent upon, amongst other things, the types
of buying group and product sales mix. The level of accrual is reviewed and adjusted quarterly in light of historical experience of
actual amounts paid and any changes in arrangements. Future events could cause the assumptions on which the accruals are
based to change, which could affect the future results of the Group.
Pfizer’s put option over its shareholding in ViiV Healthcare is currently exercisable. Pfizer may request an IPO of ViiV Healthcare
at any time and if either GSK does not consent to such IPO or an offering is not completed within nine months, Pfizer could
require GSK to acquire its shareholding. The amount of the liability for this put option, which is held on the gross redemption
basis, is derived from an internal valuation of the ViiV Healthcare business, utilising both discounted forecast future cash flow
and multiples-based methodologies.
The table below shows on an indicative basis the income statement and balance sheet sensitivity of the Pfizer put option to
reasonably possible changes in key assumptions.
Increase/(decrease) in financial liability and loss/(gain) in Income statement
10% increase in sales forecasts
10% decrease in sales forecasts
10 cent appreciation of US Dollar
10 cent depreciation of US Dollar
10 cent appreciation of Euro
10 cent depreciation of Euro
An explanation of the accounting for ViiV Healthcare is set out on page 52.
2020
£m
117
(116)
52
(45)
42
(34)
2019
£m
119
(118)
58
(49)
37
(31)
188 GSK Annual Report 2020
Notes to the financial statements continued 29. Net debt
Current assets:
Liquid investments
Cash and cash equivalents
Cash and cash equivalents reported in Assets held for sale
Listing exchange
Short-term borrowings:
Commercial paper
Bank loans, overdrafts and other
Drawn bank facility
EURIBOR +0.20% € Euro Medium Term Note 2020
0.000% € Euro Medium Term Note 2020
LIBOR +0.35% US$ US Medium Term Note 2021
EURIBOR +60% € Euro Medium Term Note 2021
0.000% € Euro Medium Term Note 2021
Lease liabilities
Long-term borrowings:
3.125% US$ US Medium Term Note 2021
LIBOR +0.35% US$ US Medium Term Note 2021
EURIBOR +0.60% € Euro Medium Term Note 2021
0.000% € Euro Medium Term Note 2021
2.850% US$ US Medium Term Note 2022
2.875% US$ US Medium Term Note 2022
2.800% US$ US Medium Term Note 2023
0.125% € Euro Medium Term Note 2023
Exchangeable US$ US Medium Term Note 2023
3.375% US$ US Medium Term Note 2023
0.000% € Euro Medium Term Note 2023
0.534% US$ US Medium Term Note 2023
3.000% US$ US Medium Term Note 2024
1.375% € Euro Medium Term Note 2024
4.000% € Euro Medium Term Note 2025
3.625% US$ US Medium Term Note 2025
1.000% € Euro Medium Term Note 2026
1.250% € Euro Medium Term Note 2026
3.375% £ Euro Medium Term Note 2027
1.250% £ Euro Medium Term Note 2028
3.875% US$ US Medium Term Note 2028
3.375% US$ US Medium Term Note 2029
1.375% € Euro Medium Term Note 2029
1.750% € Euro Medium Term Note 2030
5.250% £ Euro Medium Term Note 2033
5.375% US$ US Medium Term Note 2034
1.625% £ Euro Medium Term Note 2035
6.375% US$ US Medium Term Note 2038
6.375% £ Euro Medium Term Note 2039
5.250% £ Euro Medium Term Note 2042
4.200% US$ US Medium Term Note 2043
4.250% £ Euro Medium Term Note 2045
Other long-term borrowings
Lease liabilities
Net debt
London Stock Exchange
London Stock Exchange
New York Stock Exchange
London Stock Exchange
London Stock Exchange
New York Stock Exchange
New York Stock Exchange
London Stock Exchange
London Stock Exchange
New York Stock Exchange
New York Stock Exchange
New York Stock Exchange
London Stock Exchange
New York Stock Exchange
New York Stock Exchange
London Stock Exchange
New York Stock Exchange
New York Stock Exchange
London Stock Exchange
London Stock Exchange
New York Stock Exchange
London Stock Exchange
London Stock Exchange
London Stock Exchange
London Stock Exchange
New York Stock Exchange
New York Stock Exchange
London Stock Exchange
London Stock Exchange
London Stock Exchange
New York Stock Exchange
London Stock Exchange
New York Stock Exchange
London Stock Exchange
London Stock Exchange
New York Stock Exchange
London Stock Exchange
2020
£m
78
6,292
–
6,370
(17)
(1,128)
–
–
–
(549)
(1,351)
(450)
(230)
(3,725)
–
–
–
–
(1,463)
(1,097)
(913)
(673)
(199)
(912)
(450)
(913)
(728)
(894)
(670)
(728)
(628)
(896)
(595)
(742)
(1,278)
(723)
(447)
(672)
(983)
(363)
(743)
(1,996)
(695)
(987)
(359)
(789)
(2)
(887)
(23,425)
(20,780)
2019
£m
79
4,707
507
5,293
(3,586)
(434)
(1,000)
(638)
(1,020)
–
–
–
(240)
(6,918)
(944)
(567)
(1,281)
(426)
(1,509)
(1,132)
(941)
–
–
(941)
(425)
–
(751)
(844)
(633)
(751)
(593)
(846)
(594)
–
(1,319)
(746)
(422)
(635)
(983)
(375)
–
(2,061)
(694)
(987)
(371)
(789)
(20)
(1,010)
(23,590)
(25,215)
GSK Annual Report 2020 189
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 29. Net debt continued
Current assets
Liquid investments are classified as financial assets at amortised cost. At 31 December 2020, they included US Treasury Notes
and other government bonds. The effective interest rate on liquid investments at 31 December 2020 was approximately 1.1%
(2019 – approximately 1.1%). Liquid investment balances at 31 December 2020 earning interest at floating rates amount to
£78 million (2019 – £1 million). Liquid investment balances at 31 December 2020 earning interest at fixed rates amount to
£nil (2019 – £78 million).
Balances reported within cash and cash equivalents have an original maturity of three months or less. The effective interest
rate on cash and cash equivalents at 31 December 2020 was approximately 0.3% (2019 – approximately 1.6%). Cash and cash
equivalents at 31 December 2020 earning interest at floating and fixed rates amounted to £6,100 million and £9 million respectively
(2019 – £5,039 million and £10 million) and non-interest bearing holdings amounted to £183 million (2019 – £164 million).
GSK’s policy regarding the credit quality of cash and cash equivalents is set out in Note 43, ‘Financial instruments and
related disclosures’.
Short-term borrowings
GSK has a $10 billion (£7.3 billion) US commercial paper programme, of which $25 million (£17 million) was in issue at
31 December 2020 (2019 – $4.8 billion (£3.6 billion)). GSK has a £5 billion Euro commercial paper programme newly established
in 2020, of which £nil was in issue at 31 December 2020. GSK has a £1.9 billion three-year committed facility and $2.5 billion
(£1.8 billion) under a 364 day committed facility. The three year committed facility was agreed in September 2019 and was
extended by one year to 2023 in September 2020. The 364-day committed facility was agreed in September 2020. These facilities
were undrawn at 31 December 2020.
The weighted average interest rate on commercial paper borrowings at 31 December 2020 was 2.4% (2019 – 1.8%).
The weighted average interest rate on current bank loans and overdrafts at 31 December 2020 was 5.8% (2019 – 4.6%).
The average effective pre-swap interest rate of notes classified as short-term at 31 December 2020 was 0.0% (2019 – 0.0%).
The 0.0% rate reflects the upcoming maturities of a LIBOR +0.35% coupon note in May 2021, and both a zero coupon and a
EURIBOR +0.60% note in September 2021.
Long-term borrowings
At the year-end, GSK had long-term borrowings of £23.4 billion (2019 – £23.6 billion), of which £12.9 billion (2019 – £13.3 billion)
fell due in more than five years. The average effective pre-swap interest rate of all notes in issue at 31 December 2020 was
approximately 3.6% (2019 – approximately 3.8%).
Long-term borrowings repayable after five years carry interest at effective rates between 1.0% and 6.8%, with repayment dates
ranging from 2026 to 2045.
Pledged assets
The Group held pledged investments in US Treasury Notes with a par value of $50 million (£37 million), (2019– $50 million
(£38 million)) as security against irrevocable letters of credit issued on the Group’s behalf in respect of the Group’s self-insurance
activity. Provisions in respect of self-insurance are included within the provisions for legal and other disputes discussed in Note 31,
‘Other provisions’.
Lease liabilities
The maturity analysis of discounted lease liabilities recognised on the Group balance sheet is as follows:
Rental payments due within one year
Rental payments due between one and two years
Rental payments due between two and three years
Rental payments due between three and four years
Rental payments due between four and five years
Rental payments due after five years
Total lease liabilities
190 GSK Annual Report 2020
2020
£m
230
207
126
96
86
372
1,117
2019
£m
240
227
119
105
93
466
1,250
Notes to the financial statements continued
30. Pensions and other post-employment benefits
Pension and other post-employment costs
UK pension schemes
US pension schemes
Other overseas pension schemes
Unfunded post-retirement healthcare schemes
Analysed as:
Funded defined benefit/hybrid pension schemes
Unfunded defined benefit pension schemes
Unfunded post-retirement healthcare schemes
Defined benefit schemes
Defined contribution pension schemes
2020
£m
2019
£m
2018
£m
255
62
189
13
519
341
32
13
386
133
519
181
120
185
74
560
300
41
74
415
145
560
246
100
190
50
586
369
43
50
462
124
586
The costs of the defined benefit pension and post-retirement healthcare schemes are charged in the income statement as follows:
Cost of sales
Selling, general and administration
Research and development
2020
£m
143
185
59
387
2019
£m
149
195
71
415
2018
£m
160
228
74
462
GSK entities operate pension arrangements which cover the Group’s material obligations to provide pensions to retired employees.
These arrangements have been developed in accordance with local practices in the countries concerned. Pension benefits can be
provided by state schemes; by defined contribution schemes, whereby retirement benefits are determined by the value of funds
arising from contributions paid in respect of each employee; or by defined benefit schemes, whereby retirement benefits are based
on employee pensionable remuneration and length of service.
Pension costs of defined benefit schemes for accounting purposes have been calculated using the projected unit credit method. In
certain countries pension benefits are provided on an unfunded basis, some administered by trustee companies. Formal,
independent, actuarial valuations of the Group’s main plans are undertaken regularly, normally at least every three years.
Remeasurement movements in the year are recognised through the statement of comprehensive income. Discount rates are
derived from AA rated corporate bond yields except in countries where there is no deep market in corporate bonds where
government bond yields are used. Discount rates are selected to reflect the term of the expected benefit payments. Projected
inflation rate and pension increases are long-term predictions based on the yield gap between long-term index-linked and fixed
interest Gilts. In the UK, mortality rates are determined by adjusting the SAPS S2 standard mortality tables to reflect recent scheme
experience. These rates are then projected to reflect improvements in life expectancy in line with the CMI 2019 projections with a
long-term rate of improvement of 1.25% per year for both males and females. In the US, mortality rates are calculated using the
PRI-2012 white collar table adjusted to reflect recent experience. These rates are projected using MP-2020 to allow for future
improvements in life expectancy.
GSK Annual Report 2020 191
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 30. Pensions and other post-employment benefits continued
The average life expectancy assumed now for an individual at the age of 60 and projected to apply in 2040 for an individual then at
the age of 60 is as follows:
Current
Projected for 2040
Male
Years
27.4
28.8
UK
Female
Years
29.0
30.5
Male
Years
26.8
28.4
US
Female
Years
28.2
29.7
The assets of funded schemes are generally held in separately administered trusts, either as specific assets or as a proportion of a
general fund, or are insurance contracts. Assets are invested in different classes in order to maintain a balance between risk and
return. Investments are diversified to limit the financial effect of the failure of any individual investment. The physical asset allocation
strategy for three of the four UK plans has been adjusted from 45% in return-seeking assets and 55% in liability-matching assets to
42.5% in return-seeking assets and 57.5% in liability-matching assets. During 2019, a buy-in insurance contract was purchased to
cover substantially all of the obligations of the other UK plan. At 31 December 2020, the value of the insurance contract was
£620 million (2019 – £607 million). The asset allocation of the US plans is currently set at 25% return-seeking assets and 75%
liability-matching assets.
The pension plans are exposed to risk that arises because the estimated market value of the plans’ assets might decline, the
investment returns might reduce, or the estimated value of the plans’ liabilities might increase.
In line with the agreed mix of return-seeking assets to generate future returns and liability-matching assets to better match future
pension obligations, the Group has defined an overall long-term investment strategy for the plans, with investments across a broad
range of assets. The main market risks within the asset and hedging portfolio are against credit risk, interest rates, long-term
inflation, equities, property, currency and bank counterparty risk.
The plan liabilities are a series of future cash flows with relatively long duration. On an IAS 19 basis, these cash flows are sensitive to
changes in the expected long-term inflation rate and the discount rate (AA corporate bond yield curve) where an increase in long-term
inflation corresponds with an increase in the liabilities, and an increase in the discount rate corresponds with a decrease in the liabilities.
The interest rate risk and credit rate risk in the US are partially hedged. The targets are based on an accounting measure of the
plan liabilities.
For the UK plans, there is an interest rate and inflation hedging strategy in place. The targets are based on an economic measure of
the plan liabilities. Furthermore, the plans also currently hedge a portion of their equity exposure with a staggered maturity profile.
In the UK, the defined benefit pension schemes operated for the benefit of former Glaxo Wellcome employees and former
SmithKline Beecham employees remain separate. These schemes were closed to new entrants in 2001 and subsequent UK
employees are entitled to join a defined contribution scheme. In addition, the Group operates a number of post-retirement
healthcare schemes, the principal one of which is in the US.
Following a period of consultation with impacted employees, it was announced on 17 December 2020 that the UK defined benefit
plans would be closed to future accrual effective from 31 March 2022. As a result, post closure the accrued benefits of active
participants will be revalued in line with inflation (RPI for the legacy Glaxo Wellcome plans and CPI for the legacy SmithKline Beecham
plans subject to the relevant caps for each arrangement) rather than capped pay increases. In addition, all defined benefit plan
participants who are still active at 1 April 2022 will receive a defined pension contribution of £10,000 each. The effect of closure and
the defined contribution enhancement together result in a one off cost of £74 million.
It was announced on 9 September 2020 that the US cash balance pension plans would be closed to future accrual from 1 January
2021. This change resulted in a credit of £56 million. On 1 June 2020 and 9 September 2020, two amendments were made to the
retiree healthcare plans in the US resulting in a credit of £55 million.
The Group has applied the following financial assumptions in assessing the defined benefit liabilities:
Rate of increase of future earnings
Discount rate
Expected pension increases
Cash balance credit/conversion rate
Inflation rate
2020
% pa
2.0
1.4
2.8
n/a
2.8
2019
% pa
2.00
2.00
3.00
n/a
3.00
UK
2018
% pa
2.00
2.90
3.20
n/a
3.20
2020
% pa
n/a
2.3
n/a
1.9
2.0
2019
% pa
4.00
3.20
n/a
2.60
2.25
US
2018
% pa
4.00
4.20
n/a
3.20
2.25
2020
% pa
2.6
0.6
2.1
0.1
1.3
Rest of World
2019
% pa
2.70
1.10
2.10
0.10
1.40
2018
% pa
2.70
1.80
2.10
0.40
1.50
Sensitivity analysis detailing the effect of changes in assumptions is provided on page 199. The analysis provided reflects the
assumption changes which have the most material impact on the results of the Group.
192 GSK Annual Report 2020
Notes to the financial statements continued 30. Pensions and other post-employment benefits continued
The amounts recorded in the income statement and statement of comprehensive income for the three years ended 31 December
2020 in relation to the defined benefit pension and post-retirement healthcare schemes were as follows:
US
£m
Rest of World
£m
Pensions
Group
£m
Post-retirement
benefits
Group
£m
2020
Amounts charged to operating profit
Current service cost
Past service cost/(credit)
Net interest (income)/cost
Gains from settlements
Expenses
UK
£m
61
98
3
–
9
171
83
(56)
23
–
12
62
147
1
10
(18)
–
140
291
43
36
(18)
21
373
Remeasurement gains/(losses) recorded in the statement of
comprehensive income
51
(96)
(60)
(105)
36
(55)
39
(7)
–
13
(82)
2019
Amounts charged to operating profit
Current service cost
Past service cost/(credit)
Net interest (income)/cost
Gains from settlements
Expenses
US
£m
Rest of World
£m
Pensions
Group
£m
Post-retirement
benefits
Group
£m
74
(3)
29
–
20
120
130
(15)
16
(9)
–
122
266
31
26
(9)
27
341
22
–
52
–
–
74
UK
£m
62
49
(19)
–
7
99
Remeasurement losses recorded in the statement of
comprehensive income
(894)
(1)
(78)
(973)
(77)
2018
Amounts charged to operating profit
Current service cost
Past service cost/(credit)
Net interest (income)/cost
Gains from settlements
Expenses
US
£m
Rest of World
£m
Pensions
Group
£m
Post-retirement
benefits
Group
£m
72
1
20
–
7
100
134
–
19
(14)
–
139
281
94
36
(14)
15
412
29
(27)
49
(1)
–
50
UK
£m
75
93
(3)
–
8
173
Remeasurement gains/(losses) recorded in the statement of
comprehensive income
495
(108)
196
583
145
The amounts included within past service costs in the UK included £24 million (2019 – £58 million; 2018 – £43 million) of
augmentation costs which arose from Major restructuring programmes, together with a charge of £74 million in relation to the
impact of the closure of the defined benefit schemes to future accrual. In 2018, past service costs in the UK included a charge of
£40 million in relation to the estimated impact of Guaranteed Minimum Pension (GMP) equalisation. GMPs are minimum pension
entitlements for members of those schemes that elected to contract out of the State Earnings Related Pension Scheme. A UK
High Court ruling in 2018 required the equalisation of benefits earned between 1990 and 1997 that included GMPs in order to
address gender inequality arising because GMPs were different for men and women.
The past service credit of £56 million in the US reflected the closure of the cash balance pension plans from 1 January 2021.
Amendments to the retiree healthcare plan in the US resulted in a credit of £55 million to past service costs in post-retirement
benefits.
GSK Annual Report 2020 193
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued
30. Pensions and other post-employment benefits continued
A summarised balance sheet presentation of the Group defined benefit pension schemes and other post-retirement benefits is set
out in the table below:
Recognised in Other non-current assets:
Pension schemes in surplus
Recognised in Assets held for sale:
Post-retirement benefits
Recognised in Pensions and other post-employment benefits:
Pension schemes in deficit
Post-retirement benefits
2020
£m
183
–
2019
£m
2018
£m
127
760
(9)
(9)
(2,287)
(1,363)
(3,650)
(2,048)
(1,409)
(3,457)
(1,755)
(1,370)
(3,125)
In the event of a plan wind-up, GSK believes the UK pension scheme rules provide the company with the right to a refund of surplus
assets following the full settlement of plan liabilities. As a result, the net surplus in the UK defined benefit pension schemes is
recognised in full.
The fair values of the assets and liabilities of the UK and US defined benefit pension schemes, together with aggregated data for
other defined benefit pension schemes in the Group are as follows:
At 31 December 2020
Equities:
Multi-asset funds
Property:
– listed
– unlisted
– listed
– unlisted
Corporate bonds:
– listed
– unlisted
Government bonds:
– listed
Insurance contracts
Other (liabilities)/assets
Fair value of assets
Present value of scheme obligations
Net surplus/(obligation)
Included in Other non-current assets
Included in Pensions and other post-employment benefits
Actual return on plan assets
UK
£m
2,686
–
2,075
–
447
1,113
–
6,055
1,409
(203)
13,582
(13,858)
(276)
77
(353)
(276)
1,092
US
£m
539
Rest of World
£m
686
5
–
57
2
154
20
999
988
78
2,989
(4,007)
(1,018)
106
(1,124)
(1,018)
–
–
–
136
1,066
–
758
–
136
2,635
(3,445)
(810)
–
(810)
(810)
159
Group
£m
3,911
5
2,075
57
585
2,333
20
7,812
2,397
11
19,206
(21,310)
(2,104)
183
(2,287)
(2,104)
177
1,428
The multi-asset funds comprise investments in pooled investment vehicles that are invested across a range of asset classes,
increasing diversification within the growth portfolio. The value of funds in this asset class with a quoted market price is
£847 million (2019 – £861 million).
The ‘Other assets’ category comprises cash and mark to market values of derivative positions.
Index-linked gilts held as part of a UK repo programme are included in government bonds. The related loan of £650 million
at 31 December 2020 (2019 – £243 million; 2018 – £nil) is deducted within ‘Other assets’.
194 GSK Annual Report 2020
Notes to the financial statements continued
30. Pensions and other post-employment benefits continued
At 31 December 2019
Equities:
Multi-asset funds
Property:
– listed
– unlisted
– listed
– unlisted
Corporate bonds:
– listed
– unlisted
Government bonds:
– listed
Insurance contracts
Other (liabilities)/assets
Fair value of assets
Present value of scheme obligations
Net surplus/(obligation)
Included in Other non-current assets
Included in Pensions and other post-employment benefits
Actual return on plan assets
At 31 December 2018
Equities:
Multi-asset funds
Property:
– listed
– unlisted
– listed
– unlisted
Corporate bonds:
– listed
– unlisted
Government bonds:
– listed
Insurance contracts
Other assets
Fair value of assets
Present value of scheme obligations
Net surplus/(obligation)
Included in Other non-current assets
Included in Pensions and other post-employment benefits
Actual return on plan assets
UK
£m
2,904
–
2,700
–
460
297
326
4,923
1,406
(35)
12,981
(13,293)
(312)
70
(382)
(312)
787
UK
£m
3,257
–
2,997
–
423
404
306
3,835
770
589
12,581
(12,087)
494
711
(217)
494
(88)
US
£m
671
Rest of World
£m
638
–
–
–
145
855
–
803
–
315
2,789
(3,506)
(717)
–
(717)
(717)
356
8
–
55
2
141
23
889
832
74
2,662
(3,554)
(892)
57
(949)
(892)
345
US
£m
1,280
Rest of World
£m
518
7
–
33
4
111
25
795
831
66
2,390
(3,213)
(823)
49
(872)
(823)
–
–
–
231
783
–
286
–
228
2,808
(3,474)
(666)
–
(666)
(666)
(123)
Group
£m
4,213
8
2,700
55
607
1,293
349
6,615
2,238
354
18,432
(20,353)
(1,921)
127
(2,048)
(1,921)
1,488
Group
£m
5,055
7
2,997
33
658
1,298
331
4,916
1,601
883
17,779
(18,774)
(995)
760
(1,755)
(995)
55
(156)
GSK Annual Report 2020 195
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued
30. Pensions and other post-employment benefits continued
Movements in fair values of assets
Assets at 1 January 2018
Exchange adjustments
Interest income
Expenses
Settlements and curtailments
Remeasurement
Employer contributions
Scheme participants’ contributions
Benefits paid
Assets at 31 December 2018
Exchange adjustments
Additions through business combinations
Interest income
Expenses
Settlements and curtailments
Remeasurement
Employer contributions
Scheme participants’ contributions
Benefits paid
Assets at 31 December 2019
Exchange adjustments
Additions through business combinations
Interest income
Expenses
Settlements and curtailments
Remeasurement
Employer contributions
Scheme participants’ contributions
Benefits paid
Assets at 31 December 2020
UK
£m
13,154
US
£m
2,874
Rest of World
£m
2,252
–
323
(8)
–
(411)
119
4
(600)
12,581
–
–
360
(7)
–
427
187
3
(570)
12,981
–
–
256
(9)
–
836
156
3
171
102
(7)
–
(225)
150
–
(257)
2,808
(110)
–
111
(20)
–
245
40
–
(285)
2,789
(86)
–
87
(12)
–
72
33
–
53
29
–
(14)
26
117
16
(89)
2,390
(120)
14
37
–
1
312
116
17
(105)
2,662
138
–
29
–
(20)
148
124
18
(641)
13,582
(248)
2,635
(110)
2,989
Pensions
Group
£m
18,280
224
454
(15)
(14)
(610)
386
20
(946)
17,779
(230)
14
508
(27)
1
984
343
20
(960)
18,432
52
–
372
(21)
(20)
1,056
313
21
(999)
19,206
Post-retirement
benefits
Group
£m
–
–
–
–
–
–
93
16
(109)
–
–
–
–
–
–
–
110
17
(127)
–
–
–
–
–
–
–
105
18
(123)
–
During 2020, the Group made special funding contributions to the UK pension schemes of £76 million (2019 – £78 million;
2018 – £nil) but £nil (2019 – £nil; 2018 – £125 million) to the US schemes. In 2018, GSK reached a revised agreement
with the trustees of the UK pension schemes to make additional contributions to eliminate the pension deficits identified within the
schemes at the 31 December 2017 actuarial funding valuation. Based on these funding agreements, the additional contributions
to eliminate the pension deficit are expected to be £44 million in 2021 and 2022 and these are included within Note 35,
‘Commitments’ on page 202. This funding commitment supersedes the previous agreement made in 2016. The contributions
were based on a government bond yield curve approach to selecting the discount rate; the rate chosen included an allowance
for expected investment returns which reflected the asset mix of the schemes.
Employer contributions for 2021, including special funding contributions, are estimated to be approximately £320 million in respect
of defined benefit pension schemes and £100 million in respect of post-retirement benefits.
196 GSK Annual Report 2020
Notes to the financial statements continued
30. Pensions and other post-employment benefits continued
Movements in defined benefit obligations
Obligations at 1 January 2018
Exchange adjustments
Service cost
Past service cost/(credit)
Interest cost
Settlements and curtailments
Remeasurement
Scheme participants’ contributions
Benefits paid
Obligations at 31 December 2018
Exchange adjustments
Additions through business combinations
Service cost
Past service cost
Interest cost
Settlements and curtailments
Remeasurement
Scheme participants’ contributions
Benefits paid
Obligations at 31 December 2019
Exchange adjustments
Disposals
Service cost
Past service cost
Interest cost
Settlements and curtailments
Remeasurement
Scheme participants’ contributions
Benefits paid
Obligations at 31 December 2020
The defined benefit pension obligation is analysed as follows:
Funded
Unfunded
UK
£m
(13,101)
–
(75)
(93)
(320)
–
906
(4)
600
US
£m
(3,445)
(208)
(72)
(1)
(122)
–
117
–
257
Rest of World
£m
(3,239)
Pensions
Group
£m
(19,785)
Post-retirement
benefits
Group
£m
(1,496)
(63)
(134)
–
(48)
28
170
(16)
89
(271)
(281)
(94)
(490)
28
1,193
(20)
946
(71)
(29)
27
(49)
1
145
(16)
109
(12,087)
(3,474)
(3,213)
(18,774)
(1,379)
–
–
(62)
(49)
(341)
–
(1,321)
(3)
570
140
–
(74)
3
(140)
–
(246)
–
285
(13,293)
(3,506)
–
–
(61)
(98)
(259)
–
(785)
(3)
641
118
–
(83)
56
(110)
–
(168)
–
248
177
(56)
(130)
15
(53)
8
(390)
(17)
105
(3,554)
(188)
–
(147)
(1)
(39)
38
(208)
(18)
110
317
(56)
(266)
(31)
(534)
8
(1,957)
(20)
960
50
(48)
(22)
–
(52)
–
(77)
(17)
127
(20,353)
(1,418)
(70)
–
(291)
(43)
(408)
38
(1,161)
(21)
999
36
9
(36)
55
(39)
7
(82)
(18)
123
(13,858)
(3,445)
(4,007)
(21,310)
(1,363)
2020
£m
(20,504)
(806)
(21,310)
2019
£m
(19,547)
(806)
2018
£m
(18,025)
(749)
(20,353)
(18,774)
The liability for the US post-retirement healthcare scheme has been assessed using the same assumptions as for the US pension
scheme, together with the assumption for future medical inflation of 6.0% (2019 – 6.25%) in 2021, grading down to 4.75% in
2026 and thereafter. At 31 December 2020, the US post-retirement healthcare scheme obligation was £1,124 million
(2019 – £1,198 million; 2018 – £1,179 million). Post-retirement benefits are unfunded.
GSK Annual Report 2020 197
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued
30. Pensions and other post-employment benefits continued
The movement in the net defined benefit liability is as follows:
At 1 January
Exchange adjustments
Additions through business combinations
Service cost
Past service cost
Interest cost
Settlements and curtailments
Remeasurements:
Return on plan assets, excluding amounts included in interest
Gain from change in demographic assumptions
(Loss)/gain from change in financial assumptions
Experience gains/(losses)
Employer contributions
Expenses
At 31 December
The remeasurements included within post-retirement benefits are detailed below:
Gain from change in demographic assumptions
(Loss)/gain from change in financial assumptions
Experience gains
The defined benefit pension obligation analysed by membership category is as follows:
Active
Retired
Deferred
The post-retirement benefit obligation analysed by membership category is as follows:
Active
Retired
Deferred
The weighted average duration of the defined benefit obligation is as follows:
Pension benefits
Post-retirement benefits
2020
£m
(1,921)
(18)
–
(291)
(43)
(36)
18
1,056
69
(1,340)
110
313
(21)
2019
£m
(995)
87
(42)
(266)
(31)
(26)
9
984
78
(2,022)
(13)
343
(27)
(2,104)
(1,921)
2020
£m
7
(93)
4
(82)
2020
£m
4,660
11,257
5,393
21,310
2020
£m
551
808
4
2019
£m
–
(80)
3
(77)
2019
£m
4,572
10,485
5,296
20,353
2019
£m
549
869
–
2018
£m
(1,505)
(47)
–
(281)
(94)
(36)
14
(610)
131
1,149
(87)
386
(15)
(995)
2018
£m
6
100
39
145
2018
£m
4,427
9,542
4,805
18,774
2018
£m
499
879
1
1,363
1,418
1,379
2020
years
16
12
2019
years
15
12
2018
years
15
11
198 GSK Annual Report 2020
Notes to the financial statements continued 30. Pensions and other post-employment benefits continued
Sensitivity analysis
The effect of changes in assumptions used on the benefit obligations and on the 2021 annual defined benefit pension and post-
retirement costs are detailed below. This information has been determined by taking into account the duration of the liabilities and
the overall profile of the plan memberships.
Discount rate
(Decrease)/increase in annual pension cost
Increase/(decrease) in annual post-retirement benefits cost
(Decrease)/increase in pension obligation
(Decrease)/increase in post-retirement benefits obligation
(Decrease)/increase in annual pension cost
Increase/(decrease) in annual post-retirement benefits cost
(Decrease)/increase in pension obligation
(Decrease)/increase in post-retirement benefits obligation
Inflation rate
Increase/(decrease) in annual pension cost
Increase/(decrease) in pension obligation
Life expectancy
Increase in annual pension cost
Increase in annual post-retirement benefits cost
Increase in pension obligation
Increase in post-retirement benefits obligation
Rate of future healthcare inflation
Increase in annual post-retirement benefits cost
Increase in post-retirement benefits obligation
0.25%
decrease
£m
15
(1)
846
42
0.5%
decrease
£m
27
(2)
1,745
86
0.25%
decrease
£m
(13)
(572)
0.25%
increase
£m
(20)
1
(797)
(40)
0.5%
increase
£m
(39)
2
(1,550)
(78)
0.25%
increase
£m
14
617
1 year
increase
£m
15
1
801
40
1%
increase
£m
1
50
GSK Annual Report 2020 199
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 31. Other provisions
At 1 January 2020
Exchange adjustments
Charge for the year
Reversed unused
Unwinding of discount
Utilised
Reclassifications and other movements
Transfer to Pension obligations
At 31 December 2020
To be settled within one year
To be settled after one year
At 31 December 2020
Legal and other disputes
The Group is involved in a substantial number of legal and other
disputes, including notification of possible claims, as set out in
Note 46 ‘Legal proceedings’. Provisions for legal and other
disputes include amounts relating to product liability, anti-trust,
government investigations, contract terminations and self
insurance.
The net charge for the year of £231 million (including reversals
and estimated insurance recoveries) primarily related to
provisions for product liability cases, commercial disputes
and various other government investigations.
The discount on the provisions increased by £1 million in 2020
(2019 – increased by £3 million). The discount was calculated
using risk-adjusted projected cash flows and risk-free rates of
return.
In respect of product liability claims related to certain products,
provision is made when there is sufficient history of claims
made and settlements to enable management to make a reliable
estimate of the provision required to cover unasserted claims.
The ultimate liability for such matters may vary from the amounts
provided and is dependent upon the outcome of litigation
proceedings, investigations and possible settlement
negotiations.
It is in the nature of the Group’s business that a number of
these matters may be the subject of negotiation and litigation
over many years. Litigation proceedings, including the various
appeal procedures, often take many years to reach resolution,
and out-of-court settlement discussions can also often be
protracted. Indemnified disputes will result in a provision
charge and a corresponding receivable.
200 GSK Annual Report 2020
Legal
and other
disputes
£m
198
Major
restructuring
programmes
£m
505
Employee
related
provisions
£m
387
Other
provisions
£m
201
(12)
234
(3)
1
(98)
–
–
320
279
41
320
4
746
(96)
2
(287)
18
(32)
860
634
226
860
4
64
(21)
–
(99)
(9)
–
326
63
263
326
(3)
102
(7)
–
(44)
4
–
253
76
177
253
Total
£m
1,291
(7)
1,146
(127)
3
(528)
13
(32)
1,759
1,052
707
1,759
The Group is in potential settlement discussions in a number
of the disputes for which amounts have been provided and,
based on its current assessment of the progress of these
disputes, estimates that £279 million of the amount provided
at 31 December 2020 will be settled within one year. At
31 December 2020, it was expected that £13 million
(2019 – £9 million) of the provision made for legal and other
disputes will be reimbursed by third parties. For a discussion
of legal issues, see Note 46, ‘Legal proceedings’.
Major restructuring programmes
During 2020, the Group had four major restructuring
programmes in progress: the Combined restructuring and
integration programme, which is now substantially complete,
the 2018 Major restructuring programme, the Consumer
Healthcare Joint Venture integration programme and the
Separation Preparation programme. The programmes are
focused primarily on simplifying supply chain processes,
rationalising the Group’s manufacturing network, restructuring
the Pharmaceuticals commercial operations, integrating the
Pfizer consumer healthcare business and preparing for the
separation of GSK into two new companies.
Restructuring provisions primarily include severance costs
when management has made a formal decision to eliminate
certain positions and this has been communicated to the
groups of employees affected and appropriate consultation
procedures completed, where appropriate. No provision is
made for staff severance payments that are paid immediately.
Pension augmentations arising from staff redundancies of
£32 million (2019 – £47 million) have been charged during the
year and then transferred to the pensions obligations provision.
£24 million relates to defined benefit plans and £8 million
relates to defined contribution schemes as shown in Note 30,
‘Pensions and other post-employment benefits’.
Notes to the financial statements continued
31. Other provisions continued
Employee related provisions
Employee related provisions include obligations for certain
medical benefits to disabled employees and their spouses in
the US. At 31 December 2020, the provision for these benefits
amounted to £77 million (2019 – £85 million). Other employee
benefits reflect a variety of provisions for severance costs,
jubilee awards and other long-service benefits.
Given the nature of these provisions, the amounts are likely to
be settled over many years.
Other provisions
Included in other provisions are insurance provisions of
£13 million (2019 – £14 million), and a number of other
provisions including vehicle insurance and regulatory matters.
32. Contingent consideration liabilities
The consideration for certain acquisitions includes amounts contingent on future events such as development milestones or sales
performance. The Group has provided for the fair value of this contingent consideration as follows:
At 1 January 2018
Remeasurement through income statement
Cash payments: operating cash flows
Cash payments: investing activities
At 31 December 2018
Remeasurement through income statement
Cash payments: operating cash flows
Cash payments: investing activities
Other movements
At 31 December 2019
Remeasurement through income statement
Cash payments: operating cash flows
Cash payments: investing activities
At 31 December 2020
Shionogi-
ViiV
Healthcare
£m
5,542
Novartis
Vaccines
£m
584
1,188
(703)
(90)
5,937
31
(767)
(98)
–
5,103
1,114
(751)
(107)
5,359
56
(281)
(63)
296
67
(13)
(11)
–
339
161
(14)
(9)
477
Other
£m
46
7
–
–
53
(15)
–
(4)
3
37
–
–
(4)
33
Total
£m
6,172
1,251
(984)
(153)
6,286
83
(780)
(113)
3
5,479
1,275
(765)
(120)
5,869
Of the contingent consideration payable at 31 December 2020, £765 million (2019 – £755 million) is expected to be paid within
one year.
The consideration payable for the acquisition of the Shionogi-ViiV Healthcare joint venture and the Novartis Vaccines business is
expected to be paid over a number of years. As a result, the total estimated liabilities are discounted to their present values, shown
above. The Shionogi-ViiV Healthcare contingent consideration liability is discounted at 8.5% and the Novartis Vaccines contingent
consideration liability is discounted at 8% for commercialised products and at 9% for pipeline assets.
The Shionogi-ViiV Healthcare and Novartis Vaccines contingent consideration liabilities are calculated principally based on the
forecast sales performance of specified products over the lives of those products.
The table below shows on an indicative basis the income statement and balance sheet sensitivity to reasonably possible changes
in key inputs to the valuations of the contingent consideration liabilities.
Increase/(decrease) in financial liability and loss/(gain) in Income statement
10% increase in sales forecasts
10% decrease in sales forecasts
1% increase in discount rate
1% decrease in discount rate
5% increase in probability of milestone success
5% decrease in probability of milestone success
10 cent appreciation of US Dollar
10 cent depreciation of US Dollar
10 cent appreciation of Euro
10 cent depreciation of Euro
An explanation of the accounting for ViiV Healthcare is set out on page 52.
Shionogi-
ViiV
Healthcare
£m
515
2000
Novartis
Vaccines
£m
80
Shionogi-
ViiV
Healthcare
£m
489
2019
Novartis
Vaccines
£m
65
(516)
(207)
223
305
(262)
125
(105)
(78)
(39)
45
7
(7)
4
(2)
30
(24)
(490)
(192)
205
302
(261)
106
(91)
(65)
(24)
27
7
(7)
(8)
7
26
(22)
GSK Annual Report 2020 201
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 33. Other non-current liabilities
Accruals
Deferred income
Other payables
2020
£m
41
21
741
803
2019
£m
42
24
778
844
Other payables includes a number of employee-related liabilities including employee savings plans.
34. Contingent liabilities
At 31 December 2020, contingent liabilities where GSK has a present obligation as a result of a past event, comprising guarantees,
discounted bills and other items arising in the normal course of business, amounted to £138 million (2019 – £97 million). These
contingent liabilities arise where the Group has a present obligation arising from a past event. At 31 December 2020, £0.4 million
(2019 – £1 million) of financial assets were pledged as collateral for contingent liabilities. Provision is made for the outcome of tax,
legal and other disputes where it is both probable that the Group will suffer an outflow of funds and it is possible to make a reliable
estimate of that outflow. At 31 December 2020, other than for those disputes where provision has been made, it was not possible
to make a reliable estimate of the potential outflow of funds that might be required to settle disputes where the possibility of there
being an outflow was more than remote. Descriptions of the significant legal and other disputes to which the Group is a party are
set out in Note 46, ‘Legal proceedings’.
35. Commitments
Contractual obligations and commitments
Contracted for but not provided in the financial statements:
Intangible assets
Property, plant and equipment
Investments
Purchase commitments
Pensions
Interest on loans
Future finance charges on leases
2020
£m
2019
£m
12,307
528
153
746
88
8,309
180
22,311
9,727
413
47
1,047
163
8,952
223
20,572
The commitments related to intangible assets include milestone payments, which are dependent on successful clinical development
or on meeting specified sales targets, and which represent the maximum that would be paid if all milestones, however unlikely, are
achieved. The amounts are not risk-adjusted or discounted. The increase in intangible commitments in 2020 is mainly attributable to
a number of new R&D collaborations, including with CureVac, Ideaya Biosciences and Surface Oncology.
In 2018, GSK reached an agreement with the trustees of the UK pension schemes to make additional contributions to eliminate the
pension deficit identified at the 31 December 2017 actuarial funding valuation. A payment of £44 million is due in both 2021 and
2022. The table above includes this commitment, but excludes the normal ongoing annual funding requirement in the UK of
approximately £130 million.
The Group also has other commitments which principally relate to revenue payments to be made under licences and other alliances.
Commitments in respect of future interest payable on loans are disclosed before taking into account the effect of interest rate
swaps.
202 GSK Annual Report 2020
Notes to the financial statements continued
36. Share capital and share premium account
Share capital issued and fully paid
At 1 January 2018
Issued under employee share schemes
At 31 December 2018
Issued under employee share schemes
Ordinary shares acquired by ESOP Trusts
At 31 December 2019
Issued under employee share schemes
Ordinary shares acquired by ESOP Trusts
At 31 December 2020
Number of shares issuable under employee share schemes
Number of unissued shares not under option
Ordinary Shares of 25p each
Number
£m
5,372,553,820
6,513,804
5,379,067,624
4,034,607
–
1,343
2
1,345
1
–
Share
premium
£m
3,019
72
3,091
50
33
5,383,102,231
1,346
3,174
2,087,386
–
–
–
29
78
5,385,189,617
1,346
3,281
31 December 2020
000
48,205
4,566,605
31 December 2019
000
57,871
4,559,027
At 31 December 2020, of the issued share capital, 48,975,304 shares were held in the ESOP Trusts, 355,205,950 shares were
held as Treasury shares and 4,981,008,363 shares were in free issue. All issued shares are fully paid. The nominal, carrying and
market values of the shares held in the ESOP Trusts are disclosed in Note 44, ‘Employee share schemes’.
GSK Annual Report 2020 203
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued
37. Movements in equity
Retained earnings and other reserves amounted to £9,960 million at 31 December 2020 (2019 – £6,885 million; 2018 –
£655 million loss) of which £440 million (2019 – £394 million; 2018 – £337 million) related to associates and joint ventures.
The cumulative translation exchange in equity is as follows:
Net translation exchange included in:
At 1 January 2018
Exchange movements on overseas net assets
At 31 December 2018, as reported
Adjustment of exchange movements on overseas net assets
At 31 December 2018, as revised
Exchange movements on overseas net assets
Reclassification of exchange movements on liquidation or disposal of overseas subsidiaries
At 31 December 2019
Exchange movements on overseas net assets
Reclassification of exchange movements on liquidation or disposal of overseas subsidiaries
At 31 December 2020
The analysis of other comprehensive income by equity category is as follows:
2020
Items that may be subsequently reclassified to income statement:
Exchange movements on overseas net assets and net investment hedges
Reclassification of exchange movements on liquidation or disposal of overseas subsidiaries
Fair value movements on cash flow hedges
Reclassification of cash flow hedges to income and expense
Tax on fair value movements on cash flow hedges
Items that will not be reclassified to income statement:
Exchange movements on overseas net assets of non-controlling interests
Fair value movements on equity investments
Tax on fair value movements on equity investments
Remeasurement losses on defined benefit plans
Tax on remeasurement losses in defined benefit plans
Other comprehensive (expense)/income for the year
2019
Items that may be subsequently reclassified to income statement:
Exchange movements on overseas net assets and net investment hedges
Reclassification of exchange movements on liquidation or disposal of overseas subsidiaries
Fair value movements on cash flow hedges
Reclassification of cash flow hedges to income and expense
Tax on fair value movements on cash flow hedges
Items that will not be reclassified to income statement:
Exchange movements on overseas net assets of non-controlling interests
Fair value movements on equity investments
Tax on fair value movements on equity investments
Remeasurement gains on defined benefit plans
Tax on remeasurement gains in defined benefit plans
Other comprehensive (expense)/income for the year
204 GSK Annual Report 2020
Non-
controlling
interests
£m
345
Total
translation
exchange
£m
811
Retained
earnings
£m
443
(458)
(15)
396
381
(830)
(75)
(524)
(51)
36
(539)
Fair value
reserve
£m
23
(22)
1
–
1
(2)
–
(1)
(8)
–
(9)
(1)
344
(396)
(52)
(75)
–
(127)
(34)
–
(161)
Retained
earnings
£m
Other
reserves
£m
Non-
controlling
interests
£m
(51)
36
–
–
–
–
–
–
(187)
69
(133)
(8)
–
(19)
54
(18)
–
1,348
(220)
–
–
–
–
–
–
–
(34)
–
–
–
–
1,137
(34)
Retained
earnings
£m
Other
reserves
£m
Non-
controlling
interests
£m
(830)
(75)
–
–
–
–
–
–
(1,050)
189
(1,766)
(2)
–
(20)
3
16
–
372
(95)
–
–
274
–
–
–
–
–
(75)
–
–
–
–
(75)
(481)
330
–
330
(907)
(75)
(652)
(93)
36
(709)
Total
£m
(59)
36
(19)
54
(18)
(34)
1,348
(220)
(187)
69
970
Total
£m
(832)
(75)
(20)
3
16
(75)
372
(95)
(1,050)
189
(1,567)
Notes to the financial statements continued
Total
£m
(480)
140
(175)
(22)
20
(1)
180
10
728
(146)
254
Total
£m
1,759
(26)
(94)
157
265
10
5
263
(328)
344
2,355
20
(207)
1,117
(609)
529
3,205
37. Movements in equity continued
2018
Items that may be subsequently reclassified to income statement:
Exchange movements on overseas net assets and net investment hedges
Fair value movements on cash flow hedges
Reclassification of cash flow hedges to income and expense
Tax on fair value movements on cash flow hedges
Deferred tax reversed on reclassification of cash flow hedges
Items that will not be reclassified to income statement:
Exchange movements on overseas net assets of non-controlling interests
Fair value movements on equity investments
Tax on fair value movements on equity investments
Remeasurement gains on defined benefit plans
Tax on remeasurement gains in defined benefit plans
Other comprehensive income/(expense) for the year
Retained
earnings
£m
(458)
–
–
–
–
–
–
–
728
(146)
124
Other
reserves
£m
Non-
controlling
interests
£m
(22)
140
(175)
(22)
20
–
180
10
–
–
131
–
–
–
–
–
(1)
–
–
–
–
(1)
Information on net investment hedges is provided in part (d) of Note 43 ‘Financial instruments and related disclosures’.
The analysis of other reserves is as follows:
At 1 January 2018
Exchange adjustments
Transferred to Retained earnings in the year on disposal of equity investments
Net fair value movement in the year
Write-down of shares held by ESOP Trusts
At 31 December 2018
Exchange adjustments
Transferred to Retained earnings in the year on disposal of equity investments
Net fair value movement in the year
Ordinary shares acquired by ESOP Trusts
Write-down of shares held by ESOP Trusts
At 31 December 2019
Exchange adjustments
Transferred to Retained earnings in the year on disposal of equity investments
Net fair value movement in the year
Ordinary shares acquired by ESOP Trusts
Write-down of shares held by ESOP Trusts
At 31 December 2020
ESOP Trust
shares
£m
(400)
Fair value
reserve
£m
41
Cash flow
hedge reserve
£m
(11)
Other
reserves
£m
2,129
–
–
(36)
–
(47)
–
–
(1)
–
–
–
–
–
–
–
–
–
–
–
2,129
2,061
(26)
–
–
265
(161)
10
–
–
(328)
344
(135)
20
–
–
(609)
529
(195)
–
(94)
193
–
140
–
5
264
–
–
409
–
(207)
1,100
–
–
(48)
2,129
–
–
17
–
–
–
–
–
–
–
1,302
(31)
2,129
Other reserves include various non-distributable merger and pre-merger reserves amounting to £1,849 million at 31 December
2020 (2019 – £1,849 million; 2018 – £1,849 million). Other reserves also include the capital redemption reserve created as a result
of the share buy-back programme amounting to £280 million at 31 December 2020 (2019 – £280 million; 2018 – £280 million).
GSK Annual Report 2020 205
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued
38. Non-controlling interests
Total non-controlling interests includes the following individually material non-controlling interests. Other non-controlling interests
are individually not material.
ViiV Healthcare
GSK holds 78.3% of the ViiV Healthcare sub-group, giving rise to a material non-controlling interest. Summarised financial
information in respect of the ViiV Healthcare sub-group is as follows:
Turnover
Profit after taxation
Other comprehensive income/(expense)
Total comprehensive income
Non-current assets
Current assets
Total assets
Current liabilities
Non-current liabilities
Total liabilities
Net liabilities
Net cash inflow from operating activities
Net cash outflow from investing activities
Net cash outflow from financing activities
(Decrease)/increase in cash and bank overdrafts in the year
2020
£m
4,848
762
33
795
2020
£m
2,564
2,405
4,969
(2,748)
(8,343)
(11,091)
(6,122)
2020
£m
2,249
(294)
(2,483)
(528)
2019
£m
4,816
2,574
(29)
2,545
2019
£m
2,660
2,905
5,565
(2,742)
(7,811)
(10,553)
(4,988)
2019
£m
2,375
(202)
2018
£m
4,665
560
19
579
2018
£m
2,212
(237)
(1,947)
(1,982)
226
(7)
The above financial information relates to the ViiV Healthcare group on a stand-alone basis, before the impact of Group-related
adjustments, primarily related to the recognition of preferential dividends. The profit after taxation of £762 million (2019 –
£2,574 million; 2018 – £560 million) is stated after charging preferential dividends payable to GSK, Shionogi and Pfizer and after a
charge of £1,112 million (2019 – £37 million; 2018 – £1,194 million) for remeasurement of contingent consideration payable. This
consideration is expected to be paid over a number of years.
The following amounts attributable to the ViiV Healthcare group are included in GSK’s Financial statements:
Share of profit for the year attributable to non-controlling interest
Dividends paid to non-controlling interest
Non-controlling interest in the Consolidated balance sheet
2020
£m
223
419
(539)
2019
£m
482
310
(344)
2018
£m
254
332
(543)
206 GSK Annual Report 2020
Notes to the financial statements continued 38. Non-controlling interests continued
Consumer Healthcare Joint Venture
GSK holds 68% of the Consumer Healthcare sub-group, giving rise to a material non-controlling interest. Summarised financial
information in respect of the Consumer Healthcare sub-group is as follows:
Turnover
Profit after taxation
Other comprehensive expenses
Total comprehensive income/(expenses)
Non-current assets
Current assets
Total assets
Current liabilities
Non-current liabilities
Total liabilities
Net assets
Net cash inflow from operating activities
Net cash inflow/(outflow) from investing activities
Net cash outflow from financing activities
Increase in cash and bank overdraft in the year/period
2020
£m
9,837
1,219
(266)
953
2020
£m
29,134
4,918
34,052
(4,254)
(3,890)
(8,144)
25,908
2020
£m
1,419
1,018
(2,437)
–
2019
£m
4,240
150
(721)
(571)
2019
£m
29,899
5,713
35,612
(4,219)
(4,027)
(8,246)
27,366
2019
£m
1,014
(776)
(78)
160
The above financial information relates to the Consumer Healthcare Joint Venture on a stand-alone basis for the year ended
31 December 2020 (2019: for the period from its formation on 31 July 2019 to December 2019), before the impact of
Group-related adjustments and the classification of cash pooling accounts with Group companies outside the Consumer
Healthcare Joint Venture but after Major restructuring charges.
The following amounts attributable to the Consumer Healthcare Joint Venture are included in GSK’s Financial statements:
Share of profit for the year/period attributable to non-controlling interest
Dividends paid to non-controlling interest
Non-controlling interest in the Consolidated balance sheet
2020
£m
374
735
2019
£m
69
–
6,538
6,911
GSK Annual Report 2020 207
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 39. Related party transactions
At 31 December 2020, GSK owned 32 million shares or 31.6% of Innoviva Inc. which is a biopharmaceutical company listed on
NASDAQ. GSK began recognising Innoviva as an associate on 1 September 2015. The royalties due from GSK to Innoviva in the
year were £261 million (2019 – £215 million). At 31 December 2020, the balance payable by GSK to Innoviva was £65 million
(2019 – £63 million).
A loan of £3.0 million to Medicxi Ventures I LP remained due to GSK at 31 December 2020. The loan due from Index Ventures Life
VI (Jersey) LP was repaid in the year. In 2020, GSK increased the investment in Kurma Biofund II, FCPR by £0.8 million and Apollo
Therapeutics LLP by £2.0 million. Further investments were also made in Medicxi Ventures I LP of £1.2 million. As part of the joint
venture agreement with Qura Therapeutics LLC, the Group had an obligation to fund the joint venture $1 million per quarter up to
April 2020. On 26 June 2019, the agreement was extended for a second five-year period up to April 2025, with both GSK and its
joint venture partner committing additional financial support in the amount of $20 million. At December 2020, the outstanding
liability due to Qura was $17 million.
Cash distributions were received from our investments in Medicxi Ventures I LP of £14.5 million and in Index Venture VI (Jersey) LP
of £10.6 million.
The aggregate compensation of the Directors and CET is given in Note 9, ‘Employee costs’.
40. Acquisitions and disposals
Details of the acquisition and disposal of significant subsidiaries and associates, joint ventures and other businesses are given below:
2020
Business acquisitions
GSK completed one smaller business acquisition when it acquired 55% of Pfizer Biotech Corporation Taiwan, a part of Pfizer’s
consumer healthcare business, which was not previously recognised as part of the Consumer Healthcare Joint Venture, on
28 September 2020 for non cash consideration of £129 million. This represented goodwill of £124 million, cash of £21 million
and other assets acquired of £18 million less non-controlling interest of £14 million and net liabilities of £20 million.
Net assets acquired:
Intangible assets
Property, plant and equipment
Inventory
Trade and other receivables
Cash and cash equivalents
Trade and other payables
Non-controlling interest
Goodwill
Non-cash consideration (settlement of a promissory note)
Total consideration
Total
£m
2
5
5
6
21
(20)
19
(14)
124
129
129
129
Business disposals
On 1 April 2020, GSK completed its divestment of Horlicks and other Consumer Healthcare nutrition products in India and a
number of other countries (excluding Bangladesh) to Unilever and the merger of GSK’s Indian listed Consumer Healthcare entity
with Hindustan Unilever, an Indian listed public company. GSK received a 5.7% equity stake in Hindustan Unilever and £395 million
in cash. GSK disposed of its equity stake in Hindustan Unilever during May 2020.
The divestment in Bangladesh closed on 30 June 2020. Total cash consideration received was £177 million.
The cash divested as part of the disposal of the India and Bangladesh Consumer Healthcare entities was £478 million.
208 GSK Annual Report 2020
Notes to the financial statements continued 40. Acquisitions and disposals continued
The profit on the disposal of the businesses in the year of £2,795 million was calculated as follows:
Consideration:
Cash consideration receivable including currency forwards and purchase adjustments
Equity investment in Hindustan Unilever Limited
Total
Net assets disposed:
Goodwill
Intangible assets
Property, plant and equipment
Inventory
Cash and cash equivalents
Other net (liabilities)/assets
Total
Costs:
Transaction costs
Derivative
Reclassification of exchange from other comprehensive income
Total
Gain on disposals
Horlicks
divestment
£m
Other
£m
492
3,124
3,616
142
15
56
–
478
(155)
536
12
240
36
288
2,792
157
–
157
1
103
12
6
3
1
126
28
–
–
28
3
Total
£m
649
3,124
3,773
143
118
68
6
481
(154)
662
40
240
36
316
2,795
The exposure to share price movements embedded in the agreement to merge GSK’s Indian listed Consumer Healthcare entity
with Hindustan Unilever Limited as part of the divestment of Horlicks and other nutrition products in India and a number of other
countries was recognised as a derivative between signing of the agreement in 2018 and completion of the transaction in 2020.
£240 million is recorded as a cost in the table above for the derecognition of the derivative asset. This largely reflects fair value
gains recognised in the Income Statement in prior periods.
Associates and joint ventures
During the year, GSK made investments into associates of £4 million and £4 million was paid in cash.
Cash flows
Cash consideration received/(paid)
Net deferred consideration
Transaction costs
Cash and cash equivalents acquired/(divested)
Cash inflow/(outflow)
Business
acquisitions
£m
–
–
(6)
21
15
Business
disposals
£m
786
(19)
(27)
(481)
259
Associates
and joint
ventures
investments
£m
(4)
–
–
–
(4)
GSK Annual Report 2020 209
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 40. Acquisitions and disposals continued
2019
Business acquisitions
Pfizer consumer healthcare business
The acquisition of Pfizer’s consumer healthcare business completed on 31 July 2019.
GSK and Pfizer have contributed their respective consumer healthcare businesses into a new Consumer Healthcare Joint Venture
in a non-cash transaction, whereby GSK has acquired Pfizer’s consumer healthcare business in return for shares in the Joint
Venture. GSK has an equity interest of 68% and majority control of the Joint Venture and Pfizer has an equity interest of 32%.
As the Group has control over the Consumer Healthcare Joint Venture it is consolidated within the Group’s financial statements.
In a number of territories, legal completion of the acquisition has not occurred because of regulatory constraints. However, the
Consumer Healthcare Joint Venture obtained control of the majority of these businesses in these territories from 31 July 2019
and has consolidated the net assets of those businesses from that date, but in all cases is entitled to the benefits of the trading
of businesses in the delayed territories.
The non-controlling interest in the Consumer Healthcare Joint Venture, calculated applying the proportionate goodwill method,
represents Pfizer’s share of the net assets of the Joint Venture, excluding goodwill.
Goodwill of £3.9 billion, which is not expected to be deductible for tax purposes, has been recognised. The goodwill represents
the potential for further synergies arising from combining the acquired businesses with GSK’s existing business together with the
value of the workforce acquired. Total transaction costs recognised in 2018 and 2019 for the acquisition amounted to £77 million.
Since acquisition on 31 July 2019, sales of £1.2 billion arising from the Pfizer consumer healthcare business have been included in
Group turnover. If the business had been acquired at the beginning of the year, it is estimated that Group turnover in 2019 would
have been approximately £1.5 billion higher. The business has been integrated into the Group’s existing activities and it is not
practicable to identify the impact on the Group profit in the period.
Tesaro Inc.
On 22 January 2019, GSK acquired 100% of Tesaro Inc., an oncology focused biopharmaceutical company, for cash consideration
of $5.0 billion (£3.9 billion), in order to strengthen the Group’s pharmaceutical pipeline. Transaction costs amounted to £31 million.
Goodwill of £1.2 billion, none of which is expected to be tax-deductible, has been recognised. The goodwill represents the
potential for further synergies arising from combining the acquired businesses with GSK’s existing business together with the value
of the workforce acquired. From acquisition on 22 January 2019 to 31 December 2019, sales of £0.2 billion arising from the Tesaro
business have been included in Group turnover. The business has been integrated into the Group’s existing activities and it is not
practicable to identify the impact on the Group profit in the period.
The fair value of the assets acquired in business combinations, including goodwill, are set out in the table below. Amounts related to
the Pfizer consumer healthcare business acquisition are provisional and subject to change.
Net assets acquired:
Intangible assets
Property, plant and equipment
Right of use assets
Inventory
Trade and other receivables
Other assets including cash and cash equivalents
Trade and other payables
Net deferred tax liabilities
Other liabilities
Term loan
Non-controlling interest
Goodwill
Total
Consideration settled by shares in GSK Consumer Healthcare Joint Venture
Cash consideration paid
Fair value of investment in joint venture converted into subsidiary
Total consideration
210 GSK Annual Report 2020
Pfizer
consumer
healthcare
business
£m
Tesaro
£m
Other
£m
12,357
3,092
354
39
986
546
302
(779)
(2,591)
(99)
–
(3,577)
3,854
11,392
11,392
–
–
11,392
6
40
162
115
254
(282)
(252)
(5)
(445)
–
1,169
3,854
–
3,854
–
3,854
–
–
–
–
35
16
(39)
–
–
–
–
–
12
–
6
6
12
Notes to the financial statements continued 40. Acquisitions and disposals continued
The non-controlling interest of £3,577 million represents Pfizer’s share of the fair value of the Pfizer consumer healthcare business,
excluding goodwill. The total non-controlling interest initially recognised in the Consolidated statement of changes in equity of
£6,887 million also includes Pfizer’s share of the book value of GSK Consumer Healthcare.
Business disposals
GSK made a number of business disposals for net cash consideration received in the year of £104 million. The profit on the
disposal of the businesses in the year of £201 million was calculated as follows:
Cash consideration receivable net of subsidy payable
Net assets disposed:
Goodwill
Intangible assets
Property, plant and equipment
Inventory
Cash and cash equivalents
Other net assets
Transaction costs
Reclassification of exchange from other comprehensive income
Non-controlling interest divested
Transaction signed but not yet completed - gain on embedded derivative
Transaction signed but not yet completed - transaction costs
Total profit on disposal
£m
(4)
(1)
(44)
(7)
(12)
(4)
Total
£m
106
(72)
(27)
75
16
98
143
(40)
201
Transaction signed but not yet completed at 31 December 2019
In December 2018, GSK agreed to divest Horlicks and other Consumer Healthcare nutrition brands to Unilever plc and to form
a merger of GlaxoSmithKline Consumer Healthcare Limited with Hindustan Unilever Limited for a total consideration valued at
approximately £3.1 billion. GlaxoSmithKline Consumer Healthcare Limited was a public company listed on the National Stock
Exchange (NSE) and Bombay Stock Exchange (BSE), in which GSK held a 72.5% stake. Following the merger of GlaxoSmithKline
Consumer Healthcare Limited with Hindustan Unilever Limited, a public company listed on the NSE and BSE, GSK would own
133.8 million Hindustan Unilever Limited shares.
The Group entered into forward foreign exchange contracts in relation to the transaction. Contracts with a value of £1.7 billion
were designated as a cash flow hedge of part of the foreign exposure arising on the transaction. Further contracts with a value of
£0.6 billion were designated as net investment hedges against INR and EUR assets. In addition, the exposure to share price
movements in the forward purchase of shares in Hindustan Unilever Limited were recognised as an embedded derivative. The
embedded derivative was in an asset position and had a fair value of £240 million at 31 December 2019 (2018 – £100 million).
Associates and joint ventures
During the year, GSK made investments of £27 million into associates and joint ventures of which £11 million was paid in cash.
Cash flows
Cash consideration (paid)/received
Net deferred consideration received
Transaction costs
Cash and cash equivalents acquired/divested
Cash (outflow)/inflow
Business
acquisitions
£m
(3,860)
–
(95)
384
(3,571)
Business
disposals
£m
161
29
(73)
(13)
104
Associates
and joint
venture
investments
£m
(11)
–
–
–
(11)
GSK Annual Report 2020 211
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 2018
Business acquisitions
There were no business acquisitions during 2018.
Business disposals
GSK made a number of small business disposals during the year for a net cash consideration of £2 million.
Cash flows
Cash consideration
Net deferred consideration received
Cash inflow/(outflow)
Associates
and joint
venture
investments
£m
(10)
–
(10)
Associates
and joint
venture
disposals
£m
3
–
3
Business
disposals
£m
2
24
26
41. Adjustments reconciling profit after tax to operating cash flows
Profit after tax
Tax on profits
Share of after-tax profits of associates and joint ventures
Finance expense net of finance income
Depreciation
Amortisation of intangible assets
Impairment and assets written off
Profit on sale of businesses
Profit on sale of intangible assets
Profit on sale of investments in associates
Profit on sale of equity investments
Gain on Novartis Consumer Healthcare Joint Venture put option hedging
Business acquisition costs
Changes in working capital:
Decrease in inventories
Increase in trade receivables
Increase in trade payables
(Increase)/decrease in other receivables
Contingent consideration paid (see Note 32)
Other non-cash increase in contingent consideration liabilities
Increase in other payables
Increase/(decrease) in pension and other provisions
Share-based incentive plans
Fair value adjustments
Other
2020
£m
6,388
580
(33)
848
1,214
1,137
781
(2,831)
(426)
–
(69)
–
–
119
(224)
225
(159)
(765)
1,275
818
400
381
464
(27)
3,708
2019
£m
5,268
953
(74)
814
1,231
1,103
825
(201)
(342)
–
(2)
–
59
300
(32)
263
(160)
(780)
83
89
(188)
365
19
(61)
2018
£m
4,046
754
(31)
717
954
902
350
(63)
(201)
(3)
(4)
(513)
47
51
(429)
131
18
(984)
1,250
2,362
102
360
(7)
(62)
4,264
5,701
Cash generated from operations
10,096
9,532
9,747
212 GSK Annual Report 2020
Notes to the financial statements continued 42. Reconciliation of net cash flow to movement in net debt
Net debt, as previously reported
Implementation of IFRS 16
Net debt at beginning of year, as adjusted
Increase in cash and bank overdrafts
Increase/(decrease) in liquid investments
Increase in long-term loans
Repayment of short-term Notes
Repayment of/(increase in) other short-term loans
Repayment of lease liabilities
Debt of subsidiary undertakings acquired
Exchange adjustments
Other non-cash movements
Movement in net debt
Net debt at end of year
Analysis of changes in net debt
Liquid investments
Cash and cash equivalents
Cash and cash equivalents – AHFS
Overdrafts
Debt due within one year:
Commercial paper
European/US Medium Term Notes and bank facilities
Lease liabilities
Other
Debt due after one year:
European/US Medium Term Notes and bank facilities
Lease liabilities
Net debt
Analysis of changes in liabilities from financing activities
Debt due within one year
Debt due after one year
Derivative financial instruments
Other financing items
Interest payable
2020
£m
(25,215)
–
(25,215)
470
1
(3,298)
3,738
3,567
227
–
(135)
(135)
2019
£m
(21,621)
(1,303)
(22,924)
826
(1)
(4,794)
4,160
(3,095)
214
(524)
1,015
(92)
2018
£m
(13,178)
–
(13,178)
479
–
(10,138)
2,067
(81)
28
–
(776)
(22)
4,435
(2,291)
(8,443)
(20,780)
(25,215)
(21,621)
At 1 January
2020
£m
79
Exchange
£m
–
Other
£m
–
Profit
and loss
£m
–
Reclass-
ifications
£m
–
Cash flow
£m
(1)
At
31 December
2020
£m
78
4,707
507
(383)
4,831
(3,586)
(2,658)
(240)
(51)
(6,535)
(22,580)
(1,010)
(23,590)
(25,215)
(6,535)
(23,590)
335
–
(244)
(44)
–
5
(39)
(50)
38
(4)
12
(4)
(104)
19
(85)
(128)
(4)
(85)
–
–
1
–
–
–
–
–
–
16
(7)
9
(4)
(125)
(129)
(120)
9
(129)
(643)
357
–
(406)
–
–
–
–
–
–
–
–
–
(20)
–
(20)
(20)
–
(20)
353
(357)
(868)
(892)
–
–
–
–
–
(3,468)
(229)
–
1,629
(507)
(652)
470
3,619
3,738
227
(52)
(3,697)
7,532
6,292
–
(1,030)
5,262
(17)
(2,350)
(230)
(98)
(2,695)
3,468
229
3,697
(3,298)
–
(3,298)
(22,538)
(887)
(23,425)
–
4,703
(20,780)
(3,697)
3,697
–
–
–
–
7,532
(3,298)
(119)
–
864
4,979
(2,695)
(23,425)
(74)
–
(247)
(26,441)
At
31 December
2019
£m
Profit
and loss
£m
Reclass-
ifications
£m
Cash flow
£m
–
(27)
21
–
(898)
(904)
(1,758)
1,758
1,090
(4,567)
(6,535)
(23,590)
–
–
–
–
(2)
189
895
335
–
(244)
(2,395)
(30,034)
GSK Annual Report 2020 213
Total liabilities from financing activities
(30,034)
(88)
At 1 January
2019
£m
IFRS 16
Implement-
ation
£m
Exchange
£m
Debt
acquired
£m
2019 Analysis of changes in liabilities from financing activities
Debt due within one year
Debt due after one year
Derivative financial instruments
Other financing items
Interest payable
(5,521)
(20,271)
(229)
(1,074)
129
–
(239)
–
–
–
Total liabilities from financing activities
(25,902)
(1,303)
348
755
(1)
(189)
1
914
(464)
(60)
–
–
–
(524)
For further information on significant changes in net debt see Note 29, ‘Net debt’.
Other
£m
(1)
(104)
188
–
(3)
80
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 43. Financial instruments and related disclosures
The objective of GSK’s Treasury activity is to minimise the
post-tax net cost of financial operations and reduce its volatility
to benefit earnings and cash flows. GSK uses a variety of
financial instruments to finance its operations and derivative
financial instruments to manage market risks from these
operations. Derivatives principally comprise of foreign exchange
forward contracts and swaps which are used to swap
borrowings and liquid assets into currencies required for Group
purposes as well as interest rate swaps which are used to
manage exposure to financial risks from changes in interest
rates. These financial instruments reduce the uncertainty of
foreign currency transactions and interest payments.
Derivatives are used exclusively for hedging purposes in
relation to underlying business activities and not as trading or
speculative instruments.
Capital management
GSK’s financial strategy supports the Group’s strategic
priorities and is regularly reviewed by the Board. GSK manages
the capital structure of the Group through an appropriate mix
of debt and equity.
The capital structure of the Group consists of net debt of
£20.8 billion (see Note 29, ‘Net debt’) and total equity,
including items related to non-controlling interests, of
£20.8 billion (see ‘Consolidated statement of changes in
equity’ on page 156). Total capital, including that provided by
non-controlling interests, is £41.6 billion.
The Group continues to manage its financial policies to a credit
profile that particularly targets short-term credit ratings of A-1
and P-1 while maintaining single A long-term ratings consistent
with those targets. The Group’s long-term credit rating with
Standard and Poor’s is A (stable outlook) and with Moody’s
Investor Services (‘Moody’s’) it is A2 (negative outlook). The
Group’s short-term credit ratings are A-1 and P-1 with Standard
and Poor’s and Moody’s respectively.
Liquidity risk management
GSK’s policy is to borrow centrally in order to meet anticipated
funding requirements. The strategy is to diversify liquidity
sources using a range of facilities and to maintain broad access
to financial markets.
At 31 December 2020, GSK had £3.7 billion of borrowings
repayable within one year and held £6.4 billion of cash and
cash equivalents and liquid investments of which £5.4 billion
was held centrally. GSK has access to short-term finance
under a $10 billion (£7.3 billion) US commercial paper
programme; $25 million (£17 million) was in issue at
31 December 2020 (2019 – $4.8 billion (£3.6 billion)). GSK
has access to short-term finance under a £5 billion Euro
commercial paper programme newly established in 2020;
£nil was in issue at 31 December 2020. GSK has a £1.9 billion
three-year committed facility and a $2.5 billion (£1.8 billion)
364-day committed facility. The three year committed facility
was agreed in September 2019 and was extended by one year
to 2023 in September 2020. The 364-day committed facility
was agreed in September 2020.
214 GSK Annual Report 2020
These facilities were undrawn at 31 December 2020. GSK
considers this level of committed facilities to be adequate, given
current liquidity requirements.
Repayment of additional bank facilities agreed in 2018 to
support transactions was completed and none remain active at
31 December 2020. In June 2018, £3.5 billion was drawn to
support the acquisition from Novartis of the remaining stake in
the Consumer Healthcare Joint Venture. £2.5 billion was repaid
in November 2019, and £1.0 billion was repaid in May 2020.
GSK has a £20.0 billion Euro Medium Term Note programme
and at 31 December 2020, £12.7 billion of notes were in issue
under this programme. The Group also had $16.7 billion
(£12.2 billion) of notes in issue at 31 December 2020 under a
US shelf registration. GSK’s borrowings mature at dates
between 2021 and 2045.
The put option owned by Pfizer in ViiV Healthcare is
exercisable. In reviewing liquidity requirements GSK considers
that sufficient financing options are available should the put
option be exercised.
Market risk
Interest rate risk management
The objective of GSK’s Treasury activity is to minimise the
effective net interest cost and to balance the mix of debt at fixed
and floating rates over time.
The Group’s main interest rate risk arises from borrowings and
investments with floating rates and refinancing of maturing fixed
rate debt where any changes in interest rates will affect future
cash flows or the fair values of financial instruments. The policy
on interest rate risk management limits the net amount of
floating rate debt to a specific cap, reviewed and agreed no
less than annually by the Board.
The majority of debt is issued at fixed interest rates and
changes in the floating rates of interest do not significantly
affect the Group’s net interest charge. This includes some
borrowings for which interest rate swaps are in place which
removes the impact of the associated periodic repricing.
Short-term borrowings including bank facilities are exposed to
the risk of future changes in market interest rate as are the
majority of cash and liquid investments.
Interest rate benchmark reform
‘Interest rate benchmark reform – Amendments to IFRS 9,
IAS 39 and IFRS 7’ was issued by the IASB in September
2019. These amendments modify specific hedge accounting
requirements to allow hedge accounting to continue for
affected hedges during the period of uncertainty before the
hedged items or hedging instruments affected by the current
interest rate benchmarks are amended as a result of the
ongoing interest rate benchmark reforms.
At 31 December 2020, the Group was not directly exposed
to interest rate benchmark reform as it held no interest rate
derivatives that referenced LIBOR and matured after the end
of 2021 and all floating rate bonds were due to mature before
the end of 2021.
Notes to the financial statements continued 43. Financial instruments and related disclosures continued
The Group has closely monitored the market and the output
from the various industry working groups managing the
transition to new benchmark interest rates. This includes
announcements made by LIBOR regulators, including the
Financial Conduct Authority (FCA) and the US Commodity
Futures Trading Commission, regarding the transition away
from LIBOR (including GBP LIBOR, USD LIBOR and
EURIBOR) to the Sterling Overnight Index Average Rate
(SONIA), the Secured Overnight Financing Rate (SOFR),
and the Euro Short-Term Rate (€STR) respectively. The FCA
has made it clear that, at the end of 2021, it will no longer
seek to persuade, or compel, banks to submit to LIBOR.
The only exception to this is USD LIBOR, where the
Intercontinental Exchange (ICE) Benchmark Administration
(IBA), the FCA-regulated and authorised administrator of
LIBOR, has announced that it will consult on its intention to
cease US$ LIBOR. IBA intends that, subject to confirmation
following its consultation, one week and two month US$
LIBOR settings will cease at the end of 2021, and that the
US$ LIBOR panel will cease at the end of June 2023.
The Group is undertaking an interest rate benchmark transition
programme to identify potential exposures within the business
and deliver a smooth transition to appropriate alternative
benchmark rates.
Foreign exchange risk management
The Group’s objective is to minimise the exposure of overseas
operating subsidiaries to transaction risk by matching local
currency income with local currency costs where possible.
Foreign currency transaction exposures arising on external
and internal trade flows are selectively hedged. GSK’s internal
trading transactions are matched centrally and inter-company
payment terms are managed to reduce foreign currency risk.
Where possible, GSK manages the cash surpluses or
borrowing requirements of subsidiary companies centrally
using forward contracts to hedge future repayments back
into the originating currency.
In order to reduce foreign currency translation exposure, the
Group seeks to denominate borrowings in the currencies of
our principal assets and cash flows. These are primarily
denominated in US Dollars, Euros and Sterling. Borrowings
can be swapped into other currencies as required.
Borrowings denominated in, or swapped into, foreign
currencies that match investments in overseas Group assets
may be treated as a hedge against the relevant assets. Forward
contracts in major currencies are also used to reduce exposure
to the Group’s investment in overseas assets (see ‘Net
investment hedges’ section of this note for further details).
Credit risk
Credit risk is the risk that a counterparty will default on its
contractual obligations resulting in financial loss to the Group
and arises on cash and cash equivalents and favourable
derivative financial instruments held with banks and financial
institutions as well as credit exposures to wholesale and retail
customers, including outstanding receivables.
The Group considers its maximum credit risk at 31 December
2020 to be £12,572 million (31 December 2019 –
£12,248 million) which is the total of the Group’s financial
assets with the exception of ’Other investments’ (comprising
equity investments) which bear equity risk rather than credit
risk. See page 218 for details on the Group’s total financial
assets. At 31 December 2020, GSK’s greatest concentration
of credit risk was £1.4 billion with Legal and General
Investment Management Class 4 GBP liquidity fund (AAA/Aaa)
(2019 – £0.9 billion with Legal and General Investment
Management Class 4 GBP liquidity fund (AAA/Aaa)).
There has been no change in the estimation techniques or
significant assumptions made during the current reporting
period in assessing the loss allowance for financial assets at
amortised cost since the adoption of IFRS 9 at the start of
the 2018 reporting period.
Treasury-related credit risk
GSK sets global counterparty limits for each of GSK’s banking
and investment counterparties based on long-term credit
ratings from Moody’s and Standard and Poor’s. Usage of these
limits is actively monitored.
GSK actively manages its exposure to credit risk, reducing
surplus cash balances wherever possible. This is part of GSK’s
strategy to regionalise cash management and to concentrate
cash centrally as much as possible. The table below sets out
the credit exposure to counterparties by rating for liquid
investments, cash and cash equivalents and derivatives.
The gross asset position on each derivative contract is
considered for the purpose of this table, although, under ISDA
agreements, the amount at risk is the net position with each
counterparty. Table (e) on page 226 sets out the Group’s
financial assets and liabilities on an offset basis.
At 31 December 2020, £47 million of cash is categorised as
held with unrated or sub-investment grade rated counterparties
(lower than BBB-/Baa3) of which £1 million is cash in transit.
The remaining exposure is concentrated in overseas banks used
for local cash management or investment purposes, including:
£20 million in Nigeria held with United Bank for Africa, Zenith
Bank and Stanbic IBTC Bank; £12 million with Halk Bank in the
UK; £1 million with BTV in Austria; £1 million with Banco Itau in
Brazil; £1 million with Banco de la Nacion in Panama; £1 million
with Hatton National Bank in Sri Lanka; £1 million with Hua Nan
Bank in Taiwan and £1 million with Banco Popular in Puerto
Rico. Of the £368 million of bank balances and deposits held
with BBB/Baa rated counterparties, £34 million was held with
BBB-/Baa3 rated counterparties, including balances or
deposits of £33 million with HDFC Bank in India and £1 million
with State Bank of India. These banks are used for local
investment purposes.
GSK measures expected credit losses over cash and cash
equivalents as a function of individual counterparty credit ratings
and associated 12 month default rates. Expected credit losses
over cash and cash equivalents and third-party financial
derivatives are deemed to be immaterial and no such loss has
been experienced during 2020.
GSK Annual Report 2020 215
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 43. Financial instruments and related disclosures continued
Credit ratings are assigned by Standard and Poor’s and Moody’s respectively. Where the opinions of the two rating agencies
differ, GSK assigns the lower rating of the two to the counterparty. Where local rating agency or Fitch data is the only source
available, the ratings are converted to global ratings equivalent to those of Standard and Poor’s or Moody’s using published
conversion tables. These credit ratings form the basis of the assessment of the expected credit loss on Treasury-related balances
held at amortised cost being bank balances and deposits and Government securities.
2020
Bank balances and deposits
US Treasury and Treasury repo only money market funds
Liquidity funds
Government securities
3rd party financial derivatives
Total
2019
Bank balances and deposits
US Treasury and Treasury repo only money market funds
Liquidity funds
Government securities
3rd party financial derivatives
Total
AAA/Aaa
£m
–
317
2,975
–
–
3,292
AAA/Aaa
£m
–
102
2,040
–
–
2,142
AA/Aa
£m
10
–
–
77
–
87
AA/Aa
£m
538
–
–
78
35
651
A/A
£m
2,575
–
–
–
134
2,709
A/A
£m
1,906
–
–
–
225
2,131
BBB/Baa
£m
368
–
–
1
12
381
BBB/Baa
£m
605
–
–
1
10
616
BB+/Ba1
and below
/unrated
£m
47
–
–
–
–
47
BB+/Ba1
and below
/unrated
£m
23
–
–
–
–
23
Total
£m
3,000
317
2,975
78
146
6,516
Total
£m
3,072
102
2,040
79
270
5,563
GSK’s centrally managed cash reserves amounted to
£5.4 billion at 31 December 2020, all available within three
months. This includes £1.4 billion of cash managed by the
Group for ViiV Healthcare, a 78.3% owned subsidiary and
£0.8 billion of cash managed by the Group for GSK Consumer
Healthcare, a 68% owned subsidiary. The Group has invested
centrally managed liquid assets in bank deposits, Aaa/AAA
rated US Treasury and Treasury repo only money market funds
and Aaa/AAA rated liquidity funds.
Wholesale and retail credit risk
Outside the US, no customer accounts for more than 5% of
the Group’s trade receivables balance.
In the US, in line with other pharmaceutical companies, the
Group sells its products through a small number of wholesalers
in addition to hospitals, pharmacies, physicians and other
groups. Sales to the three largest wholesalers amounted to
approximately 79% (2019 – 78%) of the sales of the US
Pharmaceuticals and Vaccines businesses in 2020. At
31 December 2020, the Group had trade receivables due
from these three wholesalers totalling £2,362 million (2019
– £2,079 million). The Group is exposed to a concentration of
credit risk in respect of these wholesalers such that, if one or
more of them encounters financial difficulty, it could materially
and adversely affect the Group’s financial results.
The Group’s credit risk monitoring activities relating to these
wholesalers include a review of their quarterly financial
information and Standard & Poor’s credit ratings, development
of GSK internal risk ratings, and establishment and periodic
review of credit limits.
216 GSK Annual Report 2020
All new customers are subject to a credit vetting process and
existing customers will be subject to a review at least annually.
The vetting process and subsequent reviews involve obtaining
information including the customer’s status as a government or
private sector entity, audited financial statements, credit bureau
reports, debt rating agency (e.g. Moody’s, Standard & Poor’s)
reports, payment performance history (from trade references,
industry credit groups) and bank references.
Trade receivables consist of amounts due from a large number
of customers, spread across diverse industries and
geographical areas. Ongoing credit evaluation is performed
on the financial condition of accounts receivable and, where
appropriate, credit insurance is purchased or factoring
arrangements put in place.
The amount of information obtained is proportional to the level
of exposure being considered. The information is evaluated
quantitatively (i.e. credit score) and qualitatively (i.e. judgement)
in conjunction with the customer’s credit requirements to
determine a credit limit.
Trade receivables are grouped into customer segments that
have similar loss patterns to assess credit risk while other
receivables and other financial assets are assessed individually.
Historical and forward-looking information is considered to
determine the appropriate expected credit loss allowance.
The Group believes there is no further credit risk provision
required in excess of the allowance for expected credit losses
(see Note 25, ‘Trade and other receivables’).
Notes to the financial statements continued The following methods and assumptions are used to estimate
the fair values of significant financial instruments which are not
measured at fair value on the balance sheet:
– Company-owned life insurance policies – based on cash
surrender value
– Receivables and payables, including put options, carried at
amortised cost – approximates to the carrying amount
– Liquid investments – approximates to the carrying amount
– Cash and cash equivalents carried at amortised cost –
approximates to the carrying amount
– Long-term loans – based on quoted market prices (a level 1
fair value measurement) in the case of European and US
Medium Term Notes; approximates to the carrying amount in
the case of other fixed rate borrowings and floating rate bank
loans
– Short-term loans, overdrafts and commercial paper –
approximates to the carrying amount because of the short
maturity of these instruments.
43. Financial instruments and related disclosures continued
Credit enhancements
The Group uses credit enhancements including factoring
and credit insurance to minimise the credit risk of the trade
receivables in the Group. At 31 December 2020, £386 million
(2019 – £250 million) of trade receivables were insured in
order to protect the receivables from loss due to credit risks
such as default, insolvency and bankruptcy.
Each Group entity assesses the credit risk of its private
customers to determine if credit insurance is required.
Factoring arrangements are managed locally by entities and
are used to mitigate risk arising from large credit risk
concentrations. All factoring arrangements are non-recourse.
Fair value of financial assets and liabilities excluding lease
liabilities
The table on page • presents the carrying amounts and the
fair values of the Group’s financial assets and liabilities
excluding lease liabilities at 31 December 2020 and
31 December 2019.
The fair values of the financial assets and liabilities are included
at the price that would be received to sell an asset or paid to
transfer a liability in an orderly transaction between market
participants at the measurement date.
The following methods and assumptions are used to measure
the fair values of significant financial instruments carried at fair
value on the balance sheet:
– Other investments – equity investments traded in an active
market determined by reference to the relevant stock
exchange quoted bid price; other equity investments
determined by reference to the current market value of similar
instruments, recent financing rounds or the discounted cash
flows of the underlying net assets
– Trade receivables carried at fair value – based on invoiced
amount
– Interest rate swaps, foreign exchange forward contracts,
swaps and options – based on the present value of
contractual cash flows or option valuation models using
market sourced data (exchange rates or interest rates) at the
balance sheet date
– Cash and cash equivalents carried at fair value – based on
net asset value of the funds
– Contingent consideration for business acquisitions and
divestments – based on present values of expected future
cash flows.
GSK Annual Report 2020 217
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 43. Financial instruments and related disclosures continued
Financial assets measured at amortised cost:
Other non-current assets
Trade and other receivables
Liquid investments
Cash and cash equivalents
Other items in Assets held for sale
Financial assets measured at fair value through other comprehensive
income (FVTOCI):
Other investments designated at FVTOCI
Trade and other receivables
Financial assets mandatorily measured at fair value through profit or loss (FVTPL):
Other investments
Other non-current assets
Trade and other receivables
Held for trading derivatives that are not in a designated and
effective hedging relationship
Cash and cash equivalents
Derivatives designated and effective as hedging instruments (fair value movements
through Other comprehensive income)
Total financial assets
Financial liabilities measured at amortised cost:
Borrowings excluding obligations under lease liabilities:
– bonds in a designated hedging relationship
– other bonds
– bank loans and overdrafts
– commercial paper
– other borrowings
Total borrowings excluding lease liabilities
Trade and other payables
Other provisions
Other non-current liabilities
Other items in Assets held for sale
Financial liabilities mandatorily measured at fair value through profit or loss (FVTPL):
Contingent consideration liabilities
Held for trading derivatives that are not in a designated and
effective hedging relationship
Derivatives designated and effective as hedging instruments (fair value movements
through Other comprehensive income)
Total financial liabilities excluding lease liabilities
Notes
b
b
b
a
a,b
a
a,b
a,b
a,d,e
a
a,d,e
d
f
c
c
c
c
a,c
a,d,e
a,d,e
Carrying
value
£m
37
3,990
78
3,000
–
2,939
1,942
121
30
46
68
3,292
2020
Fair
value
£m
37
3,990
78
3,000
–
2,939
1,942
121
30
46
68
3,292
Carrying
value
£m
76
4,533
79
3,072
69
2019
Fair
value
£m
76
4,533
79
3,072
69
1,781
1,665
1,781
1,665
56
44
44
56
44
44
357
2,142
357
2,142
89
15,632
89
15,632
167
14,085
167
14,085
(7,681)
(17,205)
(1,110)
(17)
(20)
(26,033)
(14,977)
(232)
(72)
–
(8,171)
(21,966)
(1,110)
(17)
(20)
(31,284)
(14,977)
(232)
(72)
–
(8,636)
(9,085)
(15,582)
(19,048)
(416)
(3,586)
(1,038)
(29,258)
(14,177)
(94)
(84)
(126)
(416)
(3,586)
(1,038)
(33,173)
(14,177)
(94)
(84)
(126)
(5,869)
(5,869)
(5,479)
(5,479)
(200)
(200)
(141)
(141)
(31)
(47,414)
(31)
(52,665)
(48)
(49,407)
(48)
(53,322)
Net financial assets and financial liabilities excluding lease liabilities
(31,782)
(37,033)
(35,322)
(39,237)
The valuation methodology used to measure fair value in the above table is described and categorised on page 217.
Trade and other receivables, Other non-current assets, Trade and other payables, Other provisions, Other non-current liabilities,
Contingent consideration liabilities and Other items in Assets held for sale are reconciled to the relevant Notes on pages 220
and 221.
At 31 December 2019, Cash and cash equivalents in the table above included £507 million reported in Assets held for sale
(see Note 27, ‘Assets held for sale’).
218 GSK Annual Report 2020
Notes to the financial statements continued
43. Financial instruments and related disclosures continued
Fair value of investments in GSK shares
At 31 December 2020, the Employee Share Ownership Plan (ESOP) Trusts held GSK shares with a carrying value of £195 million
(2019 – £135 million) and a market value of £657 million (2019 – £647 million) based on quoted market price. The shares are held
by the ESOP Trusts to satisfy future exercises of options and awards under employee incentive schemes. In 2020, the carrying
value, which is the lower of cost or expected proceeds, of these shares has been recognised as a deduction from other reserves.
At 31 December 2020, GSK held Treasury shares at a cost of £4,969 million (2019 – £5,505 million) which has been deducted
from retained earnings.
(a) Financial instruments held at fair value
The following tables categorise the Group’s financial assets and liabilities held at fair value by the valuation methodology applied in
determining their fair value. Where possible, quoted prices in active markets are used (Level 1). Where such prices are not available,
the asset or liability is classified as Level 2, provided all significant inputs to the valuation model used are based on observable
market data. If one or more of the significant inputs to the valuation model is not based on observable market data, the instrument is
classified as Level 3. Other investments classified as Level 3 in the tables below comprise equity investments in unlisted entities
with which the Group has entered into research collaborations and also investments in emerging life science companies.
At 31 December 2020
Financial assets at fair value
Financial assets measured at fair value through other comprehensive income (FVTOCI):
Other investments designated at FVTOCI
Trade and other receivables
Financial assets mandatorily measured at fair value through profit or loss (FVTPL):
Other investments
Other non-current assets
Trade and other receivables
Held for trading derivatives that are not in a designated and effective hedging relationship
Cash and cash equivalents
Derivatives designated and effective as hedging instruments (fair value movements through OCI)
Financial liabilities at fair value
Financial liabilities mandatorily measured at fair value through profit or loss (FVTPL):
Contingent consideration liabilities
Held for trading derivatives that are not in a designated and effective hedging relationship
Derivatives designated and effective as hedging instruments (fair value movements through OCI)
At 31 December 2019
Financial assets at fair value
Financial assets measured at fair value through other comprehensive income (FVTOCI):
Other investments designated at FVTOCI
Trade and other receivables
Financial assets mandatorily measured at fair value through profit or loss (FVTPL):
Other investments
Other non-current assets
Trade and other receivables
Held for trading derivatives that are not in a designated and effective hedging relationship
Cash and cash equivalents
Derivatives designated and effective as hedging instruments (fair value movements through OCI)
Financial liabilities at fair value
Financial liabilities mandatorily measured at fair value through profit or loss (FVTPL):
Contingent consideration liabilities
Held for trading derivatives that are not in a designated and effective hedging relationship
Derivatives designated and effective as hedging instruments (fair value movements through OCI)
Level 1
£m
Level 2
£m
Level 3
£m
Total
£m
2,281
–
–
–
–
–
3,292
–
5,573
–
–
–
–
–
1,942
–
–
46
63
–
89
2,140
658
–
121
30
–
5
–
–
814
2,939
1,942
121
30
46
68
3,292
89
8,527
–
(191)
(31)
(222)
(5,869)
(9)
–
(5,878)
(5,869)
(200)
(31)
(6,100)
Level 1
£m
Level 2
£m
Level 3
£m
Total
£m
1,128
–
–
1,665
653
–
56
44
–
4
–
–
1,781
1,665
56
44
44
357
2,142
167
6,256
–
–
44
353
–
167
2,229
757
–
–
–
–
2,142
–
3,270
–
–
–
–
–
(141)
(48)
(189)
(5,479)
–
–
(5,479)
(5,479)
(141)
(48)
(5,668)
GSK Annual Report 2020 219
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 43. Financial instruments and related disclosures continued
Movements in the year for financial instruments measured using Level 3 valuation methods are presented below:
At 1 January
Net losses recognised in the income statement
Net gains recognised in other comprehensive income
Settlement of contingent consideration liabilities
Settlement of contingent consideration receivables
Additions
Disposals and settlements
Transfers from Level 3
Other movements
At 31 December
2020
£m
(4,722)
(1,269)
160
885
–
126
(172)
(72)
–
(5,064)
2019
£m
(5,532)
(103)
31
893
(42)
241
(33)
(174)
(3)
(4,722)
Net losses of £1,269 million (2019 – £103 million) attributable to Level 3 financial instruments which were recognised in the
income statement included net losses of £1,269 million (2019 – £97 million) in respect of financial instruments which were held
at the end of the year. Losses of £1,269 million (2019 – £105 million) were reported in Other operating income and gains of
£nil (2019 – £2 million) were reported in Finance income. Charges of £1,114 million (2019 – £31 million) arose from
remeasurement of the contingent consideration payable for the acquisition of the former Shionogi-ViiV Healthcare joint venture
and £161 million (2019 – £67 million) arose from remeasurement of the contingent consideration payable for the acquisition of the
Novartis Vaccines business. Net gains of £160 million (2019 – £31 million) attributable to Level 3 financial instruments reported in
Other comprehensive income as Fair value movements on equity investments included net gains of £144 million (2019 – net gains
of £38 million) in respect of financial instruments held at the end of the year, of which net gains of £39 million (2019 – net gains of
£174 million) arose prior to transfer from Level 3 on equity investments which transferred to a Level 1 valuation methodology as
a result of listing on a recognised stock exchange during the year. Net gains and losses include the impact of exchange movements.
Financial liabilities measured using Level 3 valuation methods at 31 December included £5,359 million (2019 – £5,103 million) in
respect of contingent consideration payable for the acquisition in 2012 of the former Shionogi-ViiV Healthcare joint venture. This
consideration is expected to be paid over a number of years and will vary in line with the future performance of specified products
and movements in certain foreign currencies. They also included £477 million (2019 – £339 million) in respect of contingent
consideration for the acquisition in 2015 of the Novartis Vaccines business. This consideration is expected to be paid over a
number of years and will vary in line with the future performance of specified products, the achievement of certain milestone
targets and movements in certain foreign currencies. Sensitivity analysis on these balances is provided in Note 32, ‘Contingent
consideration liabilities’.
(b) Trade and other receivables, Other non-current assets and other items in Assets held for sale in scope of IFRS 9
The following table reconciles financial instruments within Trade and other receivables, Other non-current assets and other items
in Assets held for sale which fall within the scope of IFRS 9 to the relevant balance sheet amounts. The financial assets are
predominantly non-interest earning. Non-financial instruments include tax receivables, pension surplus balances and prepayments,
which are outside the scope of IFRS 9.
Trade and other receivables
(Note 25)
Other non-current assets
(Note 23)
Other items in Assets held
for sale (Note 27)
At
FVTPL
£m
At
FVTOCI
£m
Amortised
cost
£m
Financial
instruments
£m
Non-
financial
instruments
£m
2020
Total
£m
At
FVTPL
£m
At
FVTOCI
£m
Amortised
cost
£m
Financial
instruments
£m
Non-
financial
instruments
£m
2019
Total
£m
46
1,942
3,990
5,978
974
6,952
44
1,665
4,533
6,242
960
7,202
30
–
76
–
–
37
–
67
–
974
1,041
–
–
1,942
4,027
6,045
1,948
7,993
44
–
88
–
–
76
69
120
69
900
1,020
22
91
1,665
4,678
6,431
1,882
8,313
Trade and other receivables include trade receivables of £5,549 million (2019 – £5,487 million). The Group has portfolios in each
of the three business models under IFRS 9 due to factoring arrangements in place: £46 million (2019 – £44 million) is held to sell
the contractual cash flows and is measured at FVTPL, £1,942 million (2019 – £1,665 million) is held to either collect or sell the
contractual cash flows and is measured at FVTOCI and £3,561 million (2019 – £3,778 million) is held to collect the contractual
cash flows and is measured at amortised cost. At 31 December 2019, Other items in Assets held for sale included £44 million of
trade receivables measured at amortised cost.
220 GSK Annual Report 2020
Notes to the financial statements continued
43. Financial instruments and related disclosures continued
(c) Trade and other payables, Other provisions, Other non-current liabilities, Contingent consideration liabilities and other
items in Assets held for sale in scope of IFRS 9
The following table reconciles financial instruments within Trade and other payables, Other provisions, Other non-current liabilities,
Contingent consideration liabilities and other items in Assets held for sale which fall within the scope of IFRS 9 to the relevant
balance sheet amounts. The financial liabilities are predominantly non-interest bearing. Accrued wages and salaries are included
within financial liabilities. Non-financial instruments include payments on account, tax and social security payables and provisions
which do not arise from contractual obligations to deliver cash or another financial asset, which are outside the scope of IFRS 9.
Trade and other payables
(Note 28)
Other provisions
(Note 31)
Other non-current liabilities
(Note 33)
Contingent consideration
liabilities (Note 32)
Other items in Assets held
for sale (Note 27)
At FVTPL
£m
Amortised
cost
£m
Financial
instruments
£m
Non-
financial
instruments
£m
Total
£m
At FVTPL
£m
Amortised
cost
£m
Financial
instruments
£m
2020
Non-
financial
instruments
£m
2019
Total
£m
–
–
–
(14,977)
(14,977)
(863)
(15,840)
(232)
(232)
(1,527)
(1,759)
(72)
(72)
(731)
(803)
–
–
–
(14,177)
(14,177)
(762)
(14,939)
(94)
(84)
(94)
(1,197)
(1,291)
(84)
(760)
(844)
(5,869)
–
–
–
(5,869)
–
–
–
(5,869)
(5,479)
–
(5,479)
–
(5,479)
–
–
(126)
(126)
(87)
(213)
(5,869)
(15,281)
(21,150)
(3,121)
(24,271)
(5,479)
(14,481)
(19,960)
(2,806)
(22,766)
(d) Derivative financial instruments and hedging programmes
Derivatives are only used for economic hedging purposes and not as speculative investments and are classified as ‘held for trading’,
other than designated and effective hedging instruments, and are presented as current assets or liabilities if they are expected to be
settled within 12 months after the end of the reporting period, otherwise they are classified as non-current. The Group has the
following derivative financial instruments:
2020
Fair value
Liabilities
£m
Assets
£m
2019
Fair value
Liabilities
£m
Assets
£m
Non-current
Cash flow hedges – Interest rate swap contracts
(principal amount – £nil (2019 – £850 million))
Net investment hedges – Cross currency swaps
(principal amount – £nil (2019 – £1,514 million))
Current
Cash flow hedges – Interest rate swap contracts
(principal amount – £899 million (2019 – £637 million))
Net investment hedges – Cross currency swaps
(principal amount – £549 million (2019 – £nil))
Cash flow hedges – Foreign exchange contracts
(principal amount – £24 million (2019 – £1,746 million))
Net investment hedges – Foreign exchange contracts
(principal amount – £11,193 million (2019 – £9,376 million))
Derivatives designated and effective as hedging instruments
Non-current
Embedded and other derivatives
Current
Foreign exchange contracts
(principal amount – £13,563 million (2019 – £18,856 million))
Embedded and other derivatives
Derivatives classified as held for trading
Total derivative instruments
–
–
–
–
–
89
89
5
57
6
68
157
–
–
(1)
(18)
–
(12)
(31)
(10)
(190)
–
(200)
(231)
1
98
–
–
24
44
167
4
103
250
357
524
–
–
(1)
–
(17)
(30)
(48)
(1)
(140)
–
(141)
(189)
Fair value hedges
At 31 December 2020 and 31 December 2019, the Group had no designated fair value hedges.
GSK Annual Report 2020 221
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued
43. Financial instruments and related disclosures continued
Net investment hedges
At 31 December 2020, certain foreign exchange contracts were designated as net investment hedges in respect of the foreign
currency translation risk arising on consolidation of the Group’s net investment in its European (Euro), Singaporean (SGD) and
Japanese (JPY) foreign operations as shown in the table above.
The carrying value of bonds on page 218 included £7,681 million (2019 – £8,636 million) that were designated as hedging
instruments in net investment hedges.
Cash flow hedges
During 2018, 2019 and 2020, the Group entered into forward foreign exchange contracts which have been designated as cash
flow hedges. These were entered into to hedge the foreign exchange exposure arising on cash flows from Euro denominated
coupon payments relating to notes issued under the Group’s European Medium Term Note programme, on the buyout of Novartis’
non-controlling interest in the Consumer Healthcare Joint Venture in 2018, on the divestment of Horlicks and other nutrition brands
which took place in 2020 and on refinancing existing debt maturities.
The Group manages its cash flow interest rate risk by using floating-to-fixed interest rate swaps. In addition, the Group carries a
balance in reserves that arose from pre-hedging fluctuations in long-term interest rates when pricing bonds issued in prior years
and in the current year. The balance is reclassified to finance costs over the life of these bonds.
Foreign exchange risk
In the current year, the Group has designated certain foreign exchange forward contracts and swaps as cash flow and net
investment hedges. Foreign exchange derivative financial assets and liabilities are presented in the line ‘Derivative financial
instruments’ (either as assets or liabilities) on the Consolidated balance sheet. The following tables detail the foreign exchange
forward contracts and swaps outstanding at the end of the reporting period, as well as information on the related hedged items.
The notional value of foreign exchange forward contracts and swaps is the absolute total of outstanding positions at the balance
sheet date.
Hedge effectiveness is determined at the inception of the hedge relationship, and through periodic prospective effectiveness
assessments to ensure that an economic relationship exists between the hedged item and hedging instrument. The Group enters
into hedge relationships where the critical terms of the hedging instrument match exactly with the terms of the hedged item, and so
a qualitative assessment of effectiveness is performed. If changes in circumstances affect the terms of the hedged item such that
the critical terms no longer match exactly with the critical terms of the hedging instrument, the Group uses the hypothetical
derivative method to assess effectiveness.
The main source of hedge ineffectiveness in these hedging relationships is the effect of the counterparty and the Group’s own
credit risk on the fair value of the foreign exchange forward contracts and swaps, which is not reflected in the fair value of the
hedged item attributable to changes in foreign exchange rates and ineffectiveness on rolling the cash flow hedges of the
divestments mentioned above. No other sources of ineffectiveness emerged from these hedging relationships. Ineffectiveness
to be recorded from cash flow hedges amounted to a gain of £7 million in 2020 (2019 – loss of £7 million). No ineffectiveness
was recorded from net investment hedges (2019 – £nil).
Included in the table below under ‘Borrowings’ are bonds with notional value of US$750 million that have been swapped to fixed
interest rate EUR debt with a cross currency interest rate swap.
Average
exchange rate
Foreign
currency
Notional
value
£m
2020
Carrying
value
£m
1.12
EUR
24
24
0.1
0.1
Hedging instruments
Cash flow hedges
Foreign exchange contracts
Buy foreign currency:
3 to 6 months
222 GSK Annual Report 2020
Notes to the financial statements continued
43. Financial instruments and related disclosures continued
Hedging instruments
Net investment hedges
Foreign exchange contracts
Sell foreign currency:
Less than 3 months
Less than 3 months
Less than 3 months
Borrowings (including cross currency interest rate swaps):
3 to 6 months
Over 6 months
Hedged items
Cash flow hedges
Variability in cash flows from a highly probable forecast transaction
Variability in cash flows from foreign exchange exposure arising on
Euro denominated coupon payments relating to debt issued
Net investment hedges
Net investment in foreign operations
Average
exchange rate
Foreign
currency
Notional
value
£m
2020
Carrying
value
£m
1.10
1.79
139.41
EUR
SGD
JPY
EUR
EUR
9,663
1,387
143
549
7,117
18,859
60
13
4
(550)
(7,131)
(7,604)
2020
Periodic change in value
for calculating hedge
ineffectiveness
£m
Cumulative balance in cash
flow hedge reserve/foreign
currency translation reserve
for continuing hedges
£m
–
–
903
–
–
(1,983)
There are no balances in the cash flow hedge reserve arising from hedging relationships for which hedge accounting is no longer
applied.
Hedging instruments
Cash flow hedges
Foreign exchange contracts
Buy foreign currency:
3 to 6 months
Over 6 months
Sell foreign currency:
Less than 3 months
Less than 3 months
Net investment hedges
Foreign exchange contracts
Sell foreign currency:
Less than 3 months
Less than 3 months
Less than 3 months
Less than 3 months
Borrowings (including cross currency interest rate swaps):
3 to 6 months
Over 6 months
Average
exchange rate
Foreign
currency
Notional
value
£m
2019
Carrying
value
£m
1.14
1.15
EUR
EUR
93.85
52.82
INR/GBP
INR/SGD
1.18
1.77
92.23
142.26
EUR
SGD
INR
JPY
EUR
EUR
47
23
999
677
1,746
8,250
471
239
416
638
7,914
17,928
(1)
–
5
3
7
2
3
6
3
(638)
(7,998)
(8,622)
GSK Annual Report 2020 223
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued
43. Financial instruments and related disclosures continued
Hedged items
Cash flow hedges
Variability in cash flows from a highly probable forecast transaction
Variability in cash flows from foreign exchange exposure arising on
Euro denominated coupon payments relating to debt issued
Net investment hedges
Net investment in European foreign operations
2019
Periodic change in value
for calculating hedge
ineffectiveness
£m
Cumulative balance in cash
flow hedge reserve/foreign
currency translation reserve
for continuing hedges
£m
(7)
(1)
(42)
1
(987)
(1,080)
There are no balances in the cash flow hedge reserve arising from hedging relationships for which hedge accounting is no longer
applied.
The following table details the effectiveness of the hedging relationships and the amounts reclassified from the hedging reserve to
profit or loss:
Cash flow hedges
Variability in cash flows from a highly probable forecast transaction
Variability in cash flows from foreign exchange exposure arising on
Euro denominated coupon payments relating to debt issued
Net investment hedges
Net investment in foreign operations
Amount reclassified to profit or loss
2020
Amount
of hedge
ineffectiveness
gains/(losses)
recognised in
profit or loss
£m
Line item
in profit or
loss in
which hedge
ineffectiveness
is included
Hedged
future cash
flows
no longer
expected to
occur
£m
Hedging
gains/(losses)
recognised in
reserves
£m
Line item
in which
reclassification
adjustment
is included
As hedged
item affects
profit or loss
£m
(15)
–
(903)
7
–
–
Other
operating
income/
(expense)
Finance
income/
(expense)
Finance
income/
(expense)
–
–
–
51
–
–
Other
operating
income/
(expense)
Finance
income/
(expense)
Finance
income/
(expense)
The following table details the effectiveness of the hedging relationships and the amounts reclassified from the hedging reserve to
profit or loss:
Amount reclassified to profit or loss
2019
Amount
of hedge
ineffectiveness
gains/(losses)
recognised in
profit or loss
£m
Line item
in profit or
loss in
which hedge
ineffectiveness
is included
Hedged
future cash
flows
no longer
expected to
occur
£m
Hedging
gains/(losses)
recognised in
reserves
£m
Line item
in which
reclassification
adjustment
is included
As hedged
item affects
profit or loss
£m
–
1
987
(7)
–
–
Other
operating
income/
(expense)
Finance
income/
(expense)
Finance
income/
(expense)
–
–
–
–
–
–
Other
operating
income/
(expense)
Finance
income/
(expense)
Finance
income/
(expense)
Cash flow hedges
Variability in cash flows from a highly probable forecast transaction
Variability in cash flows from foreign exchange exposure arising on
Euro denominated coupon payments relating to debt issued
Net investment hedges
Net investment in foreign operations
224 GSK Annual Report 2020
Notes to the financial statements continued
43. Financial instruments and related disclosures continued
Interest rate risk
The Group manages its cash flow interest rate risk by using floating-to-fixed interest rate swaps, where at quarterly intervals the
difference between fixed contract rates and floating rate interest amounts calculated by reference to the agreed notional principal
amounts are exchanged.
The interest rate swap contracts, exchanging floating rate interest for fixed interest, have been designated as cash flow hedges to
hedge the variability of the interest cash flows associated with floating rate debt relating to notes issued under the Group’s
European Medium Term Note programme. The interest rate swaps and the interest payments on the loan occur simultaneously and
the amount accumulated in equity is reclassified to profit or loss over the period that the floating rate interest payments affect profit
or loss.
The critical terms of the interest rate swap contracts and their corresponding hedged items are the same. A qualitative assessment
of effectiveness is performed and it is expected that the value of the interest rate swap contracts and the value of the corresponding
hedged items will systematically change in opposite directions in response to movements in the underlying interest rates. The main
sources of ineffectiveness in these hedge relationships are the effects of the Group’s own credit risk on the fair value of the interest
rate swap contracts, which are not reflected in the fair value of the hedged item attributable to the change in interest rates. No other
sources of ineffectiveness emerged from these hedging relationships.
The following tables provide information regarding interest rate swap contracts outstanding and the related hedged items at
31 December 2020 and 31 December 2019. Interest rate swap contract assets and liabilities are presented in the line ‘Derivative
financial instruments’ (either as assets or liabilities) on the Consolidated balance sheet.
Hedging instruments
Less than 1 year
1 to 2 years
Hedged items
Variable rate borrowings
Hedging instruments
Less than 1 year
1 to 2 years
Hedged items
Variable rate borrowings
Average
contracted fixed
rate
%
0.17
–
Change in
fair value for
recognising
hedge
ineffectiveness
£m
3
–
Notional
principal
value
£m
1,449
–
2020
Fair value
assets/
(liabilities)
£m
(19)
–
2020
Change in value
used for
calculating
hedge
ineffectiveness
£m
(3)
Balance in cash
flow hedge
reserve for
continuing
hedges
£m
1
Average
contracted fixed
rate
%
0.11
0.13
Change in
fair value for
recognising
hedge
ineffectiveness
£m
–
(6)
Notional
principal
value
£m
637
1,418
2019
Fair value
assets/
(liabilities)
£m
(1)
33
2019
Change in value
used for
calculating
hedge
ineffectiveness
£m
6
Balance in cash
flow hedge
reserve for
continuing
hedges
£m
4
GSK Annual Report 2020 225
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 43. Financial instruments and related disclosures continued
The following table details the effectiveness of the hedging relationships and the amounts reclassified from the hedging reserve to
profit or loss:
Cash flow hedges
Variability in cash flows
Pre-hedging of long-term interest rates
Cash flow hedges
Variability in cash flows
Pre-hedging of long-term interest rates
Amount reclassified to profit or loss
2020
Hedging
gains/(losses)
recognised in
reserves
£m
Amount
of hedge
ineffectiveness
recognised in
profit or loss
£m
Line item
in profit or
loss in
which hedge
ineffectiveness
is included
Hedged
future cash
flows
no longer
expected to
occur
£m
Line item
in which
reclassification
adjustment is
included
As hedged
item affects
profit or loss
£m
3
(7)
–
–
Finance
income/
(expense)
Finance
income/
(expense)
–
–
–
3
Finance
income/
(expense)
Finance
income/
(expense)
2019
Amount reclassified to profit or loss
Hedging
gains/(losses)
recognised in
reserves
£m
Amount
of hedge
ineffectiveness
recognised in
profit or loss
£m
Line item
in profit or
loss in
which hedge
ineffectiveness
is included
Hedged
future cash
flows
no longer
expected to
occur
£m
Line item
in which
reclassification
adjustment is
included
As hedged
item affects
profit or loss
£m
(7)
(12)
–
–
Finance
income/
(expense)
Finance
income/
(expense)
–
–
(2)
3
Finance
income/
(expense)
Finance
income/
(expense)
(e) Offsetting of financial assets and liabilities
Financial assets and liabilities are offset and the net amount reported in the balance sheet where there is a legally enforceable right
to offset the recognised amounts, and there is an intention to settle on a net basis or realise the asset and settle the liability
simultaneously. There are also arrangements that do not meet the criteria for offsetting but still allow for the related amounts to be
offset in certain circumstances, such as bankruptcy or the termination of a contract.
The following tables set out the financial assets and liabilities that are offset, or subject to enforceable master netting arrangements
and other similar agreements but not offset, as at 31 December 2020 and 31 December 2019. The column ‘Net amount’ shows the
impact on the Group’s balance sheet if all offset rights were exercised.
Gross
financial
assets/
(liabilities)
£m
5,997
157
(14,996)
(231)
At 31 December 2020
Financial assets
Trade and other receivables
Derivative financial instruments
Financial liabilities
Trade and other payables
Derivative financial instruments
226 GSK Annual Report 2020
Financial
(liabilities)/
assets
offset
£m
Net financial
assets/
(liabilities)
£m
Related
amounts not
offset
£m
5,978
157
(28)
(142)
Net
amount
£m
5,950
15
(14,977)
(231)
28
142
(14,949)
(89)
(19)
–
19
–
Notes to the financial statements continued
43. Financial instruments and related disclosures continued
At 31 December 2019
Financial assets
Trade and other receivables
Derivative financial instruments
Financial liabilities
Trade and other payables
Derivative financial instruments
Gross
financial
assets/
(liabilities)
£m
6,246
524
(14,181)
(189)
Financial
(liabilities)/
assets
offset
£m
Net financial
assets/
(liabilities)
£m
Related
amounts not
offset
£m
6,242
524
(62)
(131)
Net
balance
£m
6,180
393
(14,177)
(189)
62
131
(14,115)
(58)
(4)
–
4
–
Amounts which do not meet the criteria for offsetting on the balance sheet but could be settled net in certain circumstances
principally relate to derivative transactions under ISDA (International Swaps and Derivatives Association) agreements where each
party has the option to settle amounts on a net basis in the event of default of the other party. As there is presently not a legally
enforceable right of offset, these amounts have not been offset in the balance sheet, but have been presented separately in the
table above.
(f) Debt interest rate repricing table
The following table sets out the exposure of the Group to interest rates on debt, including commercial paper. The maturity analysis
of fixed rate debt is stated by contractual maturity and of floating rate debt by interest rate repricing dates. For the purpose of this
table, debt is defined as all classes of borrowings other than lease liabilities.
Floating and fixed rate debt less than one year
Between one and two years
Between two and three years
Between three and four years
Between four and five years
Between five and ten years
Greater than ten years
Total
Original issuance profile:
Fixed rate interest
Floating rate interest
2020
Total
debt
£m
(3,495)
(2,561)
(4,061)
(1,622)
(1,398)
(5,981)
(6,915)
(26,033)
(23,002)
(3,031)
(26,033)
2019
Total
£m
(6,678)
(3,235)
(2,643)
(2,308)
(1,595)
(5,904)
(6,895)
(29,258)
(21,763)
(7,495)
(29,258)
GSK Annual Report 2020 227
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued
43. Financial instruments and related disclosures continued
(g) Sensitivity analysis
The tables below illustrate the estimated impact on the income statement and equity as a result of hypothetical market movements
in foreign exchange and interest rates in relation to the Group’s financial instruments. The range of variables chosen for the
sensitivity analysis reflects management’s view of changes which are reasonably possible over a one-year period.
Foreign exchange sensitivity
The Group operates internationally and is primarily exposed to foreign exchange risk in relation to Sterling against movements in US
Dollar, Euro and Japanese Yen. Foreign exchange risk arises from the translation of financial assets and liabilities which are not in
the functional currency of the entity that holds them. Based on the Group’s net financial assets and liabilities as at 31 December, a
weakening and strengthening of Sterling against these currencies, with all other variables held constant, is illustrated in the tables
below. The tables exclude financial instruments that expose the Group to foreign exchange risk where this risk is fully hedged with
another financial instrument.
Income statement impact of non-functional currency foreign exchange exposures
10 cent appreciation of the US Dollar
10 cent appreciation of the Euro
10 yen appreciation of the Yen
Income statement impact of non-functional currency foreign exchange exposures
10 cent depreciation of the US Dollar
10 cent depreciation of the Euro
10 yen depreciation of the Yen
2020
2019
Increase/(decrease) in
income
£m
20
(25)
(1)
Increase/(decrease) in
income
£m
3
(29)
–
2020
2019
Increase/(decrease) in
income
£m
(17)
21
1
Increase/(decrease) in
income
£m
(3)
25
–
The equity impact, shown below, for foreign exchange sensitivity relates to derivative and non-derivative financial instruments
hedging the Group’s net investments in its European (Euro) foreign operations and cash flow hedges of its foreign exchange
exposure arising on Euro denominated coupon payments relating to notes issued under the Group’s European Medium Term
Note programme.
Equity impact of non-functional currency foreign exchange exposures
10 cent appreciation of the Euro
Equity impact of non-functional currency foreign exchange exposures
10 cent depreciation of the Euro
2020
2019
Increase/(decrease)
in equity
£m
(1,711)
Increase/(decrease)
in equity
£m
(1,561)
2020
2019
Increase/(decrease)
in equity
£m
1,429
Increase/(decrease)
in equity
£m
1,316
228 GSK Annual Report 2020
Notes to the financial statements continued
43. Financial instruments and related disclosures continued
The tables below present the Group’s sensitivity to a weakening and strengthening of Sterling against the relevant currency based
on the composition of net debt as shown in Note 29 adjusted for the effects of foreign exchange derivatives that are not part of net
debt but affect future foreign currency cash flows.
Impact of foreign exchange movements on net debt
10 cent appreciation of the US Dollar
10 cent appreciation of the Euro
10 yen appreciation of the Yen
Impact of foreign exchange movements on net debt
10 cent depreciation of the US Dollar
10 cent depreciation of the Euro
10 yen depreciation of the Yen
2020
2019
(Increase)/decrease
in net debt
£m
(782)
(Increase)/decrease
in net debt
£m
(1,051)
286
23
2020
74
(5)
2019
(Increase)/decrease
in net debt
£m
675
(Increase)/decrease
in net debt
£m
903
(239)
(20)
(63)
5
Interest rate sensitivity
The Group is exposed to interest rate risk on its outstanding borrowings and investments where any changes in interest rates will
affect future cash flows or the fair values of financial instruments.
The majority of debt is issued at fixed interest rates and changes in the floating rates of interest do not significantly affect the
Group’s net interest charge, although the majority of cash and liquid investments earn floating rates of interest.
The table below hypothetically shows the Group’s sensitivity to changes in interest rates in relation to Sterling, US Dollar and Euro
floating rate financial assets and liabilities. If the interest rates applicable to floating rate financial assets and liabilities were to have
increased by 1% (100 basis points), and assuming other variables had remained constant, it is estimated that the Group’s finance
income for 2020 would have increased by approximately £14 million (2019 – £9 million decrease). A 1% (100 basis points)
movement in interest rates is not deemed to have a material effect on equity.
Income statement impact of interest rate movements
1% (100 basis points) increase in Sterling interest rates
1% (100 basis points) increase in US Dollar interest rates
1% (100 basis points) increase in Euro interest rates
2020
2019
Increase/(decrease)
in income
£m
8
Increase/(decrease)
in income
£m
14
28
(22)
(4)
(19)
GSK Annual Report 2020 229
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued
43. Financial instruments and related disclosures continued
(h) Contractual cash flows for non-derivative financial liabilities and derivative instruments
The following tables provide an analysis of the anticipated contractual cash flows including interest payable for the Group’s non-
derivative financial liabilities on an undiscounted basis. For the purpose of this table, debt is defined as all classes of borrowings
except for lease liabilities. Interest is calculated based on debt held at 31 December without taking account of future issuance.
Floating rate interest is estimated using the prevailing interest rate at the balance sheet date. Cash flows in foreign currencies are
translated using spot rates at 31 December.
At 31 December 2020
Due in less than one year
Between one and two years
Between two and three years
Between three and four years
Between four and five years
Between five and ten years
Greater than ten years
Debt
£m
(3,493)
(2,566)
(4,078)
(1,632)
(1,407)
(6,018)
(6,997)
Gross contractual cash flows
(26,191)
At 31 December 2019
Due in less than one year
Between one and two years
Between two and three years
Between three and four years
Between four and five years
Between five and ten years
Greater than ten years
Debt
£m
(6,678)
(3,232)
(2,651)
(2,318)
(1,607)
(5,946)
(6,976)
Gross contractual cash flows
(29,408)
Interest
on debt
£m
(725)
(686)
(621)
(576)
(539)
(2,177)
(2,985)
(8,309)
Interest
on debt
£m
(780)
(742)
(667)
(600)
(559)
(2,276)
(3,328)
(8,952)
Lease
liabilities
£m
(230)
(207)
(126)
(96)
(86)
(239)
(133)
Finance
charge
on lease
liabilities
£m
(34)
(28)
(22)
(18)
(15)
(47)
(16)
(1,117)
(180)
Lease
liabilities
£m
(240)
(227)
(119)
(105)
(93)
(296)
(170)
(1,250)
Finance
charge
on lease
liabilities
£m
(41)
(36)
(30)
(23)
(19)
(52)
(22)
(223)
Trade payables
and other
liabilities not
in net debt
£m
(15,783)
(995)
(897)
(867)
(883)
(3,169)
(1,529)
(24,123)
Trade payables
and other
liabilities not
in net debt
£m
(14,952)
(912)
(806)
(835)
(799)
(3,131)
(984)
(22,419)
Total
£m
(20,265)
(4,482)
(5,744)
(3,189)
(2,930)
(11,650)
(11,660)
(59,920)
Total
£m
(22,691)
(5,149)
(4,273)
(3,881)
(3,077)
(11,701)
(11,480)
(62,252)
The table below provides an analysis of the anticipated contractual cash flows for the Group’s derivative instruments excluding
equity options which do not give rise to cash flows, and other embedded derivatives, which are not material, using undiscounted
cash flows. Cash flows in foreign currencies are translated using spot rates at 31 December. The gross cash flows of foreign
exchange contracts are presented for the purpose of this table although, in practice, the Group uses standard settlement
arrangements to reduce its liquidity requirements on these instruments.
Cash flows on interest rate swaps are not shown in the table below as they are not significant.
2020
2019
Gross cash inflows
Gross cash ouflows
Gross cash inflows
Gross cash outflows
Cross
currency
interest rate
swaps
£m
551
–
551
Foreign
exchange
forward
contracts
and swaps
£m
32,451
–
32,451
Cross
currency
interest rate
swaps
£m
(569)
Foreign
exchange
forward
contracts
and swaps
£m
(32,508)
–
–
(569)
(32,508)
Cross
currency
interest rate
swaps
£m
33
1,529
1,562
Foreign
exchange
forward
contracts
and swaps
£m
33,273
–
33,273
Cross
currency
interest rate
swaps
£m
(2)
(1,430)
(1,432)
Foreign
exchange
forward
contracts
and swaps
£m
(33,290)
–
(33,290)
Due in less than one year
Between one and two years
Gross contractual cash flows
230 GSK Annual Report 2020
Notes to the financial statements continued
44. Employee share schemes
GSK operates several employee share schemes, including the Share Value Plan, whereby awards are granted to employees to
acquire shares or ADS in GlaxoSmithKline plc at no cost after a three year vesting period and the Performance Share Plan,
whereby awards are granted to employees to acquire shares or ADS in GlaxoSmithKline plc at no cost, subject to the achievement
by the Group of specified performance targets. The granting of these restricted share awards has replaced the granting of options
to employees as the cost of the schemes more readily equates to the potential gain to be made by the employee. The Group also
operates savings related share option schemes, whereby options are granted to employees to acquire shares in GlaxoSmithKline
plc at a discounted price.
Grants of restricted share awards are normally exercisable at the end of the three-year vesting or performance period. Awards are
normally granted to employees to acquire shares or ADS in GlaxoSmithKline plc but in some circumstances may be settled in cash.
Grants under savings-related share option schemes are normally exercisable after three years’ saving. In accordance with UK
practice, the majority of options under the savings-related share option schemes are granted at a price 20% below the market price
ruling at the date of grant. Options under historical share option schemes were granted at the market price ruling at the date of grant.
The total charge for share-based incentive plans in 2020 was £393 million (2019 – £432 million; 2018 – £393 million). Of this
amount, £313 million (2019 – £302 million; 2018 – £304 million) arose from the Share Value Plan. See Note 9, ‘Employee Costs’
for further details.
GlaxoSmithKline share award schemes
Share Value Plan
Under the Share Value Plan, share awards are granted to certain employees at no cost. The awards vest after two and a half to
three years and there are no performance criteria attached. The fair value of these awards is determined based on the closing share
price on the day of grant, after deducting the expected future dividend yield of 5.0% (2019 – 4.2%; 2018 – 4.8%) over the duration
of the award.
Number of shares and ADS issuable
At 1 January 2018
Awards granted
Awards exercised
Awards cancelled
At 31 December 2018
Awards granted
Awards exercised
Awards cancelled
At 31 December 2019
Awards granted
Awards exercised
Awards cancelled
At 31 December 2020
Shares
Number (000)
33,925
12,751
(11,089)
(1,519)
34,068
12,814
(11,709)
(1,704)
33,469
13,223
(11,402)
(1,418)
33,872
Weighted
fair value
£13.74
£15.85
£13.60
ADS
Number (000)
17,392
6,503
(5,583)
(925)
17,387
7,008
(6,079)
(976)
17,340
7,411
(5,746)
(1,015)
17,990
Weighted
fair value
$35.28
$37.90
$34.42
Performance Share Plan
Under the Performance Share Plan, share awards are granted to Directors and senior executives at no cost. The percentage of
each award that vests is based upon the performance of the Group over a defined measurement period with dividends reinvested
during the same period. For awards granted from 2015 to 2019, the performance conditions are based on three equally weighted
measures over a three-year performance period. These were adjusted free cash flow, TSR and R&D new product performance.
For awards granted from 2020, the performance conditions are based on four measures over a three-year performance period.
These are adjusted free cash flow (30%), TSR (30%), R&D new product performance (20%) and pipeline progress (20%).
The fair value of the awards is determined based on the closing share price on the day of grant. For TSR performance elements,
this is adjusted by the likelihood of that condition being met, as assessed at the time of grant.
During 2020, awards were made of 4.2 million shares at a weighted fair value of £13.92 and 1.4 million ADS at a weighted fair
value of $35.85. At 31 December 2020, there were outstanding awards over 12.4 million shares and 3.8 million ADS.
GSK Annual Report 2020 231
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 44. Employee share schemes continued
Share options and savings-related options
For the purposes of valuing savings-related options to arrive at the share-based payment charge, a Black-Scholes option pricing
model has been used. The assumptions used in the model are as follows:
Risk-free interest rate
Dividend yield
Volatility
Expected life
Savings-related options grant price (including 20% discount)
2020 Grant
(0.07)%
2019 Grant
0.44%
2018 Grant
0.76%
6.2%
27%
3 years
£10.34
4.5%
22%
3 years
£14.15
5.3%
21%
3 years
£12.09
Options outstanding
At 31 December 2020
Share option
schemes – shares
Weighted
exercise
price
Number
000
–
n/a
Share option
schemes – ADS
Weighted
exercise
price
Savings-related
share option schemes
Weighted
exercise
price
Number
000
n/a
7,332
£11.32
Number
000
–
Range of exercise prices on options outstanding at year end
n/a
n/a
£10.34
– £14.15
Weighted average market price on exercise during year
Weighted average remaining contractual life
£16.52
n/a
$42.41
n/a
£16.29
2.1 years
Options over 3.1 million shares were granted during the year under the savings-related share option scheme at a weighted average
fair value of £2.12. At 31 December 2020, 5.9 million of the savings-related share options were not exercisable. All of the other
share options and ADS options were exercisable or expired if not exercised on or before 22 July 2020.
There has been no change in the effective exercise price of any outstanding options during the year.
Employee Share Ownership Plan Trusts
The Group sponsors Employee Share Ownership Plan (ESOP) Trusts to acquire and hold shares in GlaxoSmithKline plc to satisfy
awards made under employee incentive plans and options granted under employee share option schemes. The trustees of the
ESOP Trusts purchase shares with finance provided by the Group by way of loans or contributions. The costs of running the ESOP
Trusts are charged to the income statement. Shares held by the ESOP Trusts are deducted from other reserves and amortised
down to the value of proceeds, if any, receivable from employees on exercise by a transfer to retained earnings. The trustees have
waived their rights to dividends on the shares held by the ESOP Trusts.
Shares held for share award schemes
Number of shares (000)
Nominal value
Carrying value
Market value
Shares held for share option schemes
Number of shares (000)
Nominal value
Carrying value
Market value
232 GSK Annual Report 2020
2020
48,835
2019
36,225
£m
12
194
655
2020
139
£m
–
1
2
£m
9
134
645
2019
139
£m
–
1
2
Notes to the financial statements continued
45. Principal Group companies
The following represent the principal subsidiaries and their countries of incorporation of the Group at 31 December 2020.
The equity share capital of these entities is wholly owned by the Group except where its percentage interest is shown otherwise.
All companies are incorporated in their principal country of operation except where stated.
England
US
Glaxo Group Limited
Glaxo Operations UK Limited
GlaxoSmithKline Capital plc
GlaxoSmithKline Consumer Healthcare Holdings Limited*
GlaxoSmithKline Consumer Healthcare (UK) Trading Limited (68%)
GlaxoSmithKline Consumer Trading Services Limited (68%)
GlaxoSmithKline Export Limited
GlaxoSmithKline Finance plc
GlaxoSmithKline Holdings Limited*
GlaxoSmithKline Research & Development Limited
GlaxoSmithKline Services Unlimited*
GlaxoSmithKline UK Limited
Setfirst Limited
SmithKline Beecham Limited
ViiV Healthcare Finance Limited (78.3%)
ViiV Healthcare Limited (78.3%)
ViiV Healthcare UK Limited (78.3%)
Block Drug Company, Inc. (68%)
Corixa Corporation
GlaxoSmithKline Capital Inc.
GlaxoSmithKline Consumer Healthcare Holdings (US) LLC (68%)
GlaxoSmithKline Consumer Healthcare, L.P. (59.84%)
GlaxoSmithKline Holdings (Americas) Inc.
GlaxoSmithKline LLC
Human Genome Sciences, Inc.
GSK Consumer Health, Inc. (68%)
PF Consumer Healthcare 1 LLC (68%)
GSK Equity Investments, Limited
Stiefel Laboratories, Inc.
Tesaro, Inc.
ViiV Healthcare Company (78.3%)
Europe
Others
GlaxoSmithKline Biologicals SA (Belgium)
GlaxoSmithKline Sante Grand Public SAS (France) (68%)
Laboratoire GlaxoSmithKline (France)
ViiV Healthcare SAS (France) (78.3%)
GlaxoSmithKline Consumer Healthcare GmbH & Co. KG (Germany) (68%)
GlaxoSmithKline GmbH & Co. KG (Germany)
GSK Vaccines GmbH (Germany)
GlaxoSmithKline Consumer Healthcare S.r.l (Italy) (68%)
GlaxoSmithKline S.p.A. (Italy)
GSK Vaccines S.r.l. (Italy)
ViiV Healthcare S.r.l. (Italy) (78.3%)
Pfizer Consumer Manufacturing Italy S.r.l. (Italy) (68%)
GSK Services Sp z o.o. (Poland)
GlaxoSmithKline Trading Services Limited (Republic of Ireland)
GlaxoSmithKline Healthcare AO (Russia) (68%)
GlaxoSmithKline S.A. (Spain)
Laboratorios ViiV Healthcare, S.L. (Spain) (78.3%)
GSK Consumer Healthcare S.A. (Switzerland) (68%)
GlaxoSmithKline Australia Pty Ltd (Australia)
GlaxoSmithKline Consumer Healthcare Australia Pty Ltd (Australia) (68%)
GlaxoSmithKline Brasil Limitada (Brazil)
GlaxoSmithKline Consumer Healthcare ULC/GlaxoSmithKline Soins De
Sante Aux Consommateurs SRI (Canada) (68%)
GlaxoSmithKline Inc. (Canada)
ID Biomedical Corporation of Quebec (Canada)
PF Consumer Healthcare Canada ULC/PF Soins De Sante SRI (Canada) (68%)
GlaxoSmithKline Limited (China (Hong Kong))
Sino-American Tianjin Smith Kline & French Laboratories Ltd (China) (37.4%)
Wyeth Pharmaceutical Co. Ltd (China) (68%)
GlaxoSmithKline Asia Pvt. Limited (India)
GlaxoSmithKline Pharmaceuticals Limited (India) (75%)
GlaxoSmithKline Consumer Healthcare Japan K.K. (Japan) (68%)
GlaxoSmithKline K.K. (Japan)
GlaxoSmithKline Pakistan Limited (Pakistan) (82.6%)
Glaxo Wellcome Manufacturing Pte Ltd. (Singapore)
GlaxoSmithKline Korea Limited (Republic of Korea)
GlaxoSmithKline llaclari Sanayi ve Ticaret A.S. (Turkey)
*
Directly held wholly-owned subsidiary of GlaxoSmithKline plc.
The subsidiaries and associates listed above principally affect the figures in the Group’s financial statements. Each of
GlaxoSmithKline Capital Inc., GlaxoSmithKline Capital plc and GlaxoSmithKline LLC, is a wholly-owned finance subsidiary of the
company, and the company has fully and unconditionally guaranteed the securities issued by each of GlaxoSmithKline Capital Inc.,
GlaxoSmithKline Capital plc and GlaxoSmithKline LLC.
See pages 287 to 298 for a complete list of subsidiary undertakings, associates and joint ventures, which form part of these
financial statements.
GSK Annual Report 2020 233
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 46. Legal proceedings
The Group is involved in significant legal and administrative
proceedings, principally product liability, intellectual property,
tax, anti-trust, consumer fraud and governmental investigations.
The most significant of these matters, other than tax matters,
are described below. The Group makes provision for these
proceedings on a regular basis as summarised in Note 2,
‘Accounting principles and policies’ and Note 31, ‘Other
provisions’. Note 2 also describes when disclosure is made
of proceedings for which there is no provision. Legal expenses
incurred and provisions related to legal claims are charged to
selling, general and administration costs. The Group does not
believe that information about the amount sought by plaintiffs, if
that is known, would be meaningful with respect to those legal
proceedings. This is due to a number of factors, including, but
not limited to, the stage of proceedings, the entitlement of
parties to appeal a decision and clarity as to theories of liability,
damages and governing law.
At 31 December 2020, the Group’s aggregate provision for
legal and other disputes (not including tax matters described
in Note 14, ‘Taxation’) was £320 million. There can be no
assurance that any losses that result from the outcome of
any legal proceedings will not exceed by a material amount
the amount of the provisions reported in the Group’s financial
statements. If this were to happen, it could have a material
adverse impact on the results of operations of the Group in
the reporting period in which the judgements are incurred
or the settlements entered into.
Intellectual property
Intellectual property claims include challenges to the validity
and enforceability of the Group’s patents on various products
or processes as well as assertions of non-infringement of
those patents. A loss in any of these cases could result in loss
of patent protection for the product at issue. The consequences
of any such loss could be a significant decrease in sales of that
product and could materially affect future results of operations
for the Group.
Coreg
In 2014, GSK initiated suit against Teva for inducing
infringement of its patent relating to the use of carvedilol (Coreg)
in decreasing mortality caused by congestive heart failure. In
June 2017, the case proceeded to a jury trial in the US District
Court for the District of Delaware. The jury returned a verdict
in GSK’s favour, awarding GSK lost profits and reasonable
royalties for a total award of $235.51 million. On 29 March
2018, the trial judge ruled on post-trial motions filed by Teva
and found that substantial evidence at trial did not support
the jury’s finding of induced infringement, overturning the jury
award. GSK appealed, and on 2 October 2020, a divided panel
of the Court of Appeals for the Federal Circuit reversed the
district court’s ruling and reinstated the jury award in GSK’s
favour. On 2 December 2020, Teva filed a petition for rehearing
en banc. The court granted Teva’s petition, but only for a
rehearing by the three-member panel that issued the original
decision. The oral argument took place on 23 February 2021,
and we await the court’s ruling.
234 GSK Annual Report 2020
Dolutegravir/Tivicay/Triumeq/Dovato/Juluca
In 2017, ViiV Healthcare received patent challenge letters
under the Hatch-Waxman Act from Cipla, Dr. Reddy’s Labs
and Apotex for Triumeq and Tivicay; letters from Lupin and
Mylan for Triumeq; and a letter from Sandoz for Tivicay. ViiV
Healthcare lists two patents in the FDA Orange Book for Tivicay
and Triumeq. One patent covers the molecule dolutegravir and
expires on 5 October 2027. The second patent claims a crystal
form of dolutegravir and expires on 8 December 2029. All the
letters challenged only the later-expiring crystal form patent.
Several of the generic companies allege only that the crystal
form patent is invalid, while others claim the crystal form patent
is both invalid and not infringed by their proposed products. In
2017, ViiV Healthcare filed patent infringement suits against all
six generic companies.
The matters against Mylan and Laurus (as a successor to
Dr. Reddy’s Labs) have been resolved. The cases against the
other defendants have been consolidated into a single case in
the US District Court for the District of Delaware. No trial date
has yet been set.
In September 2019, ViiV Healthcare received a paragraph IV
letter from Cipla relating to Dovato and challenging only the
crystal form patent. On 4 November 2019, ViiV Healthcare filed
suit against Cipla in the US District Court for the District of
Delaware. No trial date has yet been set.
In January 2020, ViiV Healthcare received a paragraph IV letter
from Lupin relating to Juluca and challenging the crystal form
patent as well as a patent relating to the combination of
dolutegravir and rilpivirine that expires on 24 January 2031.
On 28 February 2020, ViiV Healthcare filed suit against Lupin
on both patents. Additionally, on 12 June 2020, Cipla sent ViiV
Healthcare a paragraph IV letter related to Juluca, and on
22 July 2020, ViiV Healthcare filed suit against Cipla in federal
court in Delaware. The court has yet to set a trial date.
On 7 February 2018, ViiV Healthcare filed patent infringement
litigation regarding bictegravir against Gilead Sciences, Inc.
(Gilead) in the US District Court for the District of Delaware and
Canadian federal court. ViiV Healthcare alleges that Gilead’s
triple combination HIV drug containing the HIV integrase
inhibitor bictegravir infringes ViiV Healthcare’s patent covering
dolutegravir and other compounds that include dolutegravir’s
unique chemical scaffold. In both the US and Canada, ViiV
Healthcare is seeking financial redress rather than injunctive
relief. A jury trial in the US case is set for 10 January 2022.
In the Canadian matter, a four-day summary trial on the issue
of infringement was held in January 2020. On 6 April 2020, the
court ruled that Gilead’s bictegravir compound did not infringe
ViiV Healthcare’s Canadian patent. ViiV Healthcare has
appealed.
ViiV Healthcare also has commenced actions in the UK, France,
Germany, Japan, South Korea and Australia against Gilead,
alleging that Gilead’s Biktarvy infringes certain of ViiV
Healthcare’s HIV integrase inhibitor patents. The infringement
trial in the German action is set for 22 April 2021.
Notes to the financial statements continued 46. Legal proceedings continued
Kivexa
In June 2017, Biogaran commenced proceedings in France
seeking revocation of the French supplementary protection
certificate (SPC) covering Kivexa. No trial date has been set
for this action.
In the UK, a long-pending group action alleging that Seroxat
caused severe discontinuation symptoms concluded on
3 July 2020, with the trial court entering judgement in the
Group’s favour, along with an award of costs. A US case
involving discontinuation-type claims also resolved in 2020.
Product liability
The Group is currently a defendant in a number of product
liability lawsuits.
Avandia
As of January 2021, all Avandia product liability cases have
settled, but there are two remaining US class actions brought
by third-party payers. These actions assert claims under the
Racketeer Influenced and Corrupt Organizations Act (RICO)
and state consumer protection laws. In December 2019,
the Third Circuit Court of Appeals reversed the summary
judgements granted in favour of the Group and remanded the
third-party payer cases back to district court. No trial dates
have yet been set.
Seroxat/Paxil and Paxil CR
The Seroxat/Paxil (paroxetine) product liability matters involve
three general types of allegations: (i) that use of Paxil during
pregnancy caused congenital malformations, persistent
pulmonary hypertension or autism; (ii) that Paxil treatment
caused patients to commit suicidal or violent acts; and (iii) that
the Group failed to warn that patients could experience certain
symptoms on discontinuing Seroxat/Paxil treatment.
The Group has reached agreements to settle the majority of the
US claims relating to the use of Paxil during pregnancy as of
January 2021, but four lawsuits remain pending in the US.
Two additional actions are pending in Canada.
At the beginning of 2020, there were six pending claims or
cases (five in the US and one case in Canada) concerning
allegations that patients who took paroxetine or Paxil committed
or attempted to commit suicide or acts of violence. The Dolin
case, involving the suicide of a man who allegedly took generic
paroxetine manufactured by Mylan, concluded in 2020 in favour
of the Group, leaving five pending matters (four in the US and
one in Canada). The remaining US cases are largely dormant.
In the one pending Canadian action, Carmichael, the Group
filed a motion for summary judgement based on the statute of
limitations, which was denied. The Group appealed that ruling,
and oral argument took place on 16 December 2019. On 8 July
2020, the appellate court reversed the lower court’s decision
and granted summary judgement in the Group’s favour. Plaintiff
filed an application for leave to appeal to the Supreme Court of
Canada. Briefing on the application is complete as of January
2021, and the parties await a ruling.
PPI litigation
The Group is a defendant in the ongoing proton pump inhibitor
(PPI) litigation, in which plaintiffs allege that their use of PPIs
caused serious bodily injuries, including acute kidney injury,
chronic kidney disease and end-stage renal failure. As of
January 2021, there are approximately 1,650 Prevacid24HR
personal injury lawsuits and approximately 2,700 Nexium24HR
cases pending against the Company, nearly all of which are
pending in a Multidistrict Litigation (MDL) proceeding in the
District of New Jersey. Manufacturers of other PPIs also are
named as co-defendants in the MDL. The Group has filed
motions to dismiss several hundred cases, but the MDL court
has not yet ruled on those motions. The first PPI bellwether trial
is set for November 2021. In addition to the MDL cases, a small
number of cases are pending in state courts.
Zantac
In 2019, the Group was contacted by several regulatory
authorities regarding the detection of N-Nitroso-dimethylamine
(NDMA) in Zantac (ranitidine) products. Based on information
available at the time and correspondence with regulators, the
Group made the decision to suspend the release, distribution
and supply of all dose forms of Zantac to all markets pending
the outcome of the ongoing tests and investigations. Also, as
a precautionary action, the Group made the decision to initiate
a voluntary pharmacy/retail level recall of Zantac products
globally.
On 30 April 2020, the European Medicines Agency (EMA)
recommended the suspension of ranitidine medicines.
Following the publication of the EMA’s recommendation, the
Company communicated a decision not to re-enter the market.
In the US, FDA requested that all manufacturers withdraw
ranitidine products from the market.
The Group has been named as a defendant in approximately
1,200 US personal injury claims involving Zantac. Class actions
alleging economic injury and a third-party payer class action
also have been filed in federal court. Outside the US, there are
three class actions pending against the Group in Canada, along
with a class action in Israel.
GSK Annual Report 2020 235
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued 46. Legal proceedings continued
On 6 February 2020, the US product liability litigation was
assigned Multidistrict Litigation (MDL) status in the Southern
District of Florida. On 24 August 2020, the Group filed motions
to dismiss the MDL claims based on innovator liability,
preemption and deficiencies in the pleadings. On 31 December
2020, the court granted the Group’s motion on innovator
liability, the generic defendants’ motion on preemption and
the motion of all defendants on deficiencies in the pleadings.
Additionally, on 8 January 2021, the court granted the brand
defendants’ partial motion on preemption, dismissing plaintiffs’
claims seeking refunds for the OTC Zantac product. The court
allowed plaintiffs to replead their master complaints in an
attempt to cure the deficiencies in their pleadings. The plaintiffs
have filed notices of appeal related to the decisions on innovator
liability and generic preemption.
In addition to the class action litigation, on 20 March 2020,
the Department of Justice (DOJ) sent the Group notice of a civil
investigation it had opened into allegations of False Claims Act
violations by the Group related to Zantac. On 18 June 2020,
the DOJ served a Civil Investigative Demand on the Group,
formalizing its request for documents. On the same day, the
New Mexico Attorney General filed a lawsuit against multiple
defendants, including the Group, alleging violations of state
consumer protection and false advertising statutes, among
other claims.
Zofran
As of January 2021, the Group is a defendant in 432 product
liability cases involving Zofran. Two cases are pending in state
courts, and the rest are either pending in or being transferred
to the Multidistrict Litigation (MDL) proceeding in the District
of Massachusetts. The cases allege that children suffered birth
defects due to their mothers’ ingestion of Zofran and/or generic
ondansetron for pregnancy-related nausea and vomiting.
Plaintiffs assert that the Group sold Zofran knowing it was
unsafe for pregnant women, failed to warn of the risks and
illegally marketed Zofran “off-label” for use by pregnant women.
The first Zofran bellwether trial has been set for 18 October
2021. The parties continue to await rulings from the court on
motions to exclude general causation experts as well as on the
Group’s motion for summary judgement in the first case set for
trial and on its preemption motion.
The Group is also a defendant in four proposed class actions
in Canada.
Sales and marketing and regulation
The Group’s marketing and promotion of its Pharmaceutical
and Vaccine products are the subject of certain governmental
investigations and private lawsuits brought by litigants under
various theories of law.
GSK Korea – Proceedings under Fair Trade Laws
In August 2020, GSK Korea was indicted under Korea’s
Monopoly Regulation and Fair Trade laws in relation to
government tenders of HPV (Cervarix) and PCV (Synflorix)
vaccines in 2018 and 2019. The prosecutor has alleged that
GSK Korea, through the actions of at least one of its
employees, interfered with the tender process under the
National Immunisation Programme by using “straw bidders.”
One employee also has been charged in his individual capacity
by the prosecutor in relation to the same matter. Further, a
number of wholesalers are co-defendants in the proceedings.
The Korea Fair Trade Commission also has commenced an
investigation of GSK Korea regarding the same matter. GSK
Korea is cooperating with the authorities on these matters.
Proceedings are ongoing.
SFO and SEC/DOJ Anti-corruption enquiries
As previously reported, following the resolution of investigations
by the UK Serious Fraud Office (SFO), the US Securities
and Exchange Commission (SEC) and the US Department
of Justice (DOJ) into the Group’s commercial operations in
a number of countries, including China, the SFO had requested
additional information from the Group regarding third-party
advisers engaged by the company in the course of
investigations initiated by China’s Ministry of Public Security in
2013. The SEC and DOJ also were investigating these matters.
On 22 February 2019, the SFO announced that it had closed
its investigation and confirmed that it would be taking no further
action against the Group. The SEC notified the Group on
8 March 2020 that it was terminating its investigation into these
matters, and on 4 May 2020, the DOJ likewise informed the
Group that it would be closing its investigation without a
recommendation of further action. Accordingly, this matter is
now concluded.
236 GSK Annual Report 2020
Notes to the financial statements continued 46. Legal proceedings continued
Anti-trust/competition
Certain governmental actions and private lawsuits have been
brought against the Group alleging violation of competition or
anti-trust laws.
UK Competition and Markets Authority investigation
On 12 February 2016, the UK Competition and Markets
Authority (CMA) issued a decision fining the Group
£37.6 million for infringement of the Competition Act, in
connection with agreements to settle patent disputes the
Group entered into in 2001 and 2002 with potential suppliers
of generic paroxetine formulations.
The Group appealed to the Competition Appeal Tribunal
(CAT), which delivered its initial judgement upholding the fine
on 8 March 2018 but referred certain questions of law to the
European Union Court of Justice (ECJ). On 30 January 2020,
the ECJ issued its judgement endorsing the criteria used by
the CMA in levying the fine, and the matter now has returned
to the CAT for entry of a final judgement.
Lamictal
Purported classes of purchasers filed suit in the US District
Court for the District of New Jersey alleging that the Group
and Teva Pharmaceuticals unlawfully conspired to delay generic
competition for Lamictal, resulting in overcharges to the
purchasers, by entering into an allegedly anti-competitive
reverse payment settlement to resolve patent infringement
litigation. A separate count accuses the Group of monopolising
the market.
On 13 December 2018, the trial judge granted plaintiffs’ class
certification motion, certifying a class of direct purchasers. The
Group filed a Rule 23(f) motion in the Court of Appeals for the
Third Circuit, challenging the class certification decision. On
22 April 2020, the Court of Appeals vacated the lower court’s
grant of class certification and remanded the issue back to the
lower court for further analysis.
On 9 October 2020, the district court heard argument on
plaintiffs’ renewed motion for class certification after remand.
We await the court’s decision.
Commercial and corporate
The Group historically has been named as a defendant in
certain cases that allege violations of US securities laws and
the Employee Retirement Income Security Act (ERISA).
Securities/ERISA class actions – Stiefel
In February 2020, the Group reached a settlement in principle
with respect to the claims brought by the US Securities and
Exchange Commission (SEC) against the Group, relating to the
Group’s acquisition of Stiefel Laboratories, Inc., in 2009. The
SEC filed a motion for entry of final judgements on 23 April
2020, effectively dismissing the case, and this matter has now
concluded. One claim brought by a private litigant, Martinolich,
remains pending in federal court in Florida. In that matter,
plaintiff, a former Stiefel employee, alleges that Stiefel and its
officers and directors violated ERISA and federal and state
securities laws by inducing Stiefel employees to sell their shares
in the employee stock plan back to Stiefel at a greatly
undervalued price and without disclosing to employees
that Stiefel was about to be sold to the Group.
47. Post balance sheet events
An intention to increase the UK corporation tax rate from 19% to 25% (effective 1 April 2023) was announced in the UK Budget on
3 March 2021. Deferred taxes have been measured using appropriate rates substantively enacted at the balance sheet date.
The overall effect of the proposed change to the UK corporation tax rate from 19% to 25%, if applied to the deferred tax balance
at 31 December 2020, would be an increase in deferred tax assets by approximately £350 million.
GSK Annual Report 2020 237
Investor informationFinancial statementsStrategic reportGovernance and remunerationNotes to the financial statements continued Company balance sheet – UK GAAP
(including FRS 101 ‘Reduced Disclosure Framework’) as at 31 December 2020
Fixed assets – investments
Current assets:
Trade and other receivables
Cash at bank
Total current assets
Short term borrowings
Trade and other payables
Total current liabilities
Net current assets
Total assets less current liabilities
Provisions for liabilities
Other non-current liabilities
Net assets
Capital and reserves
Share capital
Share premium account
Other reserves
Retained earnings:
At 1 January
Profit/(loss) for the year
Other changes in retained earnings
Equity shareholders’ funds
2020
£m
Notes
E
F
G
H
I
J
K
K
L
L
49,206
3,893
(3,446)
2020
£m
54,992
1,689
14
1,703
–
(531)
(531)
1,172
56,164
(7)
(457)
55,700
1,346
3,281
1,420
49,653
55,700
2019
£m
18,117
(53)
31,142
2019
£m
54,854
2,210
12
2,222
(1,000)
(609)
(1,609)
613
55,467
(4)
(317)
55,146
1,346
3,174
1,420
49,206
55,146
The financial statements on pages 238 to 242 were approved by the Board on 8 March 2021 and signed on its behalf by
Sir Jonathan Symonds
Chairman
GlaxoSmithKline plc
Registered number: 3888792
Company statement of changes in equity
for the year ended 31 December 2020
At 1 January 2019
Loss and Total comprehensive expense attributable to shareholders
Distribution received of GlaxoSmithKline Consumer Healthcare Holdings Limited
Total comprehensive income for the year
Dividends to shareholders
Shares issued under employee share schemes
Treasury shares transferred to the ESOP Trusts
At 31 December 2019
Profit and Total comprehensive income attributable to shareholders
Dividends to shareholders
Shares issued under employee share schemes
Treasury shares transferred to the ESOP Trusts
At 31 December 2020
238 GSK Annual Report 2020
Share
capital
£m
1,345
Share premium
account
£m
3,091
–
–
–
–
Other
reserves
£m
1,420
–
–
1,345
3,091
1,420
–
1
–
–
50
33
–
–
–
1,346
3,174
1,420
–
–
–
–
–
–
29
78
–
–
–
–
Retained
earnings
£m
18,117
(53)
34,800
34,747
(3,953)
–
295
49,206
3,893
(3,977)
–
531
Total
equity
£m
23,973
(53)
34,800
34,747
(3,953)
51
328
55,146
3,893
(3,977)
29
609
1,346
3,281
1,420
49,653
55,700
Notes to the company balance sheet –
UK GAAP (including FRS 101 ‘Reduced Disclosure Framework’)
A) Presentation of the financial statements
Description of business
GlaxoSmithKline plc is the parent company of GSK, a major
global healthcare group which is engaged in the creation
and discovery, development, manufacture and marketing of
pharmaceutical products, including vaccines, over-the-counter
(OTC) medicines and health-related consumer products.
Preparation of financial statements
The financial statements, which are prepared using the
historical cost convention (as modified to include the revaluation
of certain financial instruments) and on a going concern basis,
are prepared in accordance with Financial Reporting Standard
101 ‘Reduced Disclosure Framework’ and with UK accounting
presentation and the Companies Act 2006 as at 31 December
2020, with comparative figures as at 31 December 2019.
As permitted by section 408 of the Companies Act 2006, the
income statement of the company is not presented in this
Annual Report.
The company is included in the Group financial statements of
GlaxoSmithKline plc, which are publicly available.
The following exemptions from the requirements of IFRS have
been applied in the preparation of these financial statements,
in accordance with FRS 101:
– Paragraphs 45(b) and 46 to 52 of IFRS 2, ‘Share-based
payment’
– IFRS 7, ‘Financial Instruments – Disclosures’
– Paragraphs 91-99 of IFRS 13, ‘Fair value measurement’
– Paragraph 38 of IAS 1, ‘Presentation of financial statements’
comparative information requirements in respect of
paragraph 79(a) (iv) of IAS 1
– Paragraphs 10(d), 10(f), 16, 38(A), 38 (B to D), 40 (A to D),
111 and 134 to 136 of IAS 1, ‘Presentation of financial
statements’
– IAS 7, ‘Statement of cash flows’
– Paragraph 30 and 31 of IAS 8, ‘Accounting policies, changes
in accounting estimates and errors’
– Paragraph 17 of IAS 24, ‘Related party disclosures’ and the
further requirement in IAS 24 to disclose related party
transactions entered into between two or more members
of a Group.
Accounting convention and standards
The balance sheet has been prepared using the historical
cost convention and complies with applicable UK accounting
standards.
Accounting principles and policies
The preparation of the balance sheet in conformity with
generally accepted accounting principles requires management
to make estimates and assumptions that affect the reported
amounts of assets and liabilities and disclosure of contingent
assets and liabilities at the date of the balance sheet. Actual
amounts could differ from those estimates.
The balance sheet has been prepared in accordance with the
company’s accounting policies approved by the Board and
described in Note B. These policies have been consistently
applied, unless otherwise stated.
Key accounting judgements and estimates
No key accounting judgements or estimates were required in
the current year.
B) Accounting policies
Foreign currency transactions
Foreign currency transactions are recorded at the exchange
rate ruling on the date of transaction. Foreign currency assets
and liabilities are translated at rates of exchange ruling at the
balance sheet date.
Dividends paid and received
Dividends paid and received are included in the financial
statements in the period in which the related dividends are
actually paid or received.
Expenditure
Expenditure is recognised in respect of goods and services
received when supplied in accordance with contractual terms.
Provision is made when an obligation exists for a future liability
in respect of a past event and where the amount of the
obligation can be reliably estimated.
Investments in subsidiary companies
Investments in subsidiary companies are held at cost less any
provision for impairment and also includes a capital contribution
in relation to movements in contingent consideration.
Impairment of investments
The carrying value of investments are reviewed for impairment
when there is an indication that the investment might be
impaired. One of the assessment methods used is to compare
the carrying value of each investment against its share of the
Group’s valuation on the basis of overall market capitalisation.
Any impairment charge is recognised in the income statement
in the year concerned.
Share-based payments
The issuance by the company to its subsidiaries of a grant
over the company’s shares, represents additional capital
contributions by the company in its subsidiaries. An additional
investment in subsidiaries results in a corresponding increase
in shareholders’ equity. The additional capital contribution is
based on the fair value of the grant issued, allocated over the
underlying grant’s vesting period.
GSK Annual Report 2020 239
Investor informationFinancial statementsStrategic reportGovernance and remuneration Notes to the company balance sheet – UK GAAP
(including FRS 101 ‘Reduced Disclosure Framework’) continued
Taxation
Current tax is provided at the amounts expected to be paid
applying tax rates that have been enacted or substantively
enacted by the balance sheet date.
Financial guarantees
Liabilities relating to guarantees issued by the company on
behalf of its subsidiaries are initially recognised at fair value
and amortised over the life of the guarantee.
Deferred tax is provided in full, using the liability method, on
temporary differences arising between the tax bases of assets
and liabilities and their carrying amounts in the financial
statements. Deferred tax assets are only recognised to the
extent that they are considered recoverable against future
taxable profits.
Deferred tax is measured at the average tax rates that are
expected to apply in the periods in which the temporary
differences are expected to be realised or settled. Deferred
tax liabilities and assets are not discounted.
E) Fixed assets – investments
Shares in GlaxoSmithKline Services Unlimited
Shares in GlaxoSmithKline Holdings (One) Limited
Shares in GlaxoSmithKline Holdings Limited
Shares in GlaxoSmithKline Consumer Healthcare Holdings Limited
Shares in GlaxoSmithKline Mercury Limited
Capital contribution relating to share-based payments
Contribution relating to contingent consideration
C) Operating profit
A fee of £12,600 (2019 – £12,000) relating to the audit of the
company has been charged in operating profit.
D) Dividends
The directors declared four interim dividends resulting in a
dividend for the year of 80 pence, in line with the dividend for
2019. For further details, see Note 16 to the Group financial
statements, ‘Dividends’.
2020
£m
637
18
17,888
34,800
33
53,376
1,139
477
54,992
2019
£m
637
18
17,888
34,800
33
53,376
1,139
339
54,854
The shares in GlaxoSmithKline Consumer Healthcare Holdings Limited were received during 2019 as a dividend in specie as part
of a Group reorganisation prior to the acquisition of the Pfizer consumer healthcare business.
2020
£m
2019
£m
10
1,231
1,241
448
1,689
14
1,645
1,659
551
2,210
F) Trade and other receivables
Amounts due within one year:
UK Corporation tax recoverable
Amounts owed by Group undertakings
Amounts due after more than one year:
Amounts owed by Group undertakings
240 GSK Annual Report 2020
Notes to the company balance sheet – UK GAAP
(including FRS 101 ‘Reduced Disclosure Framework’) continued
G) Short-term borrowings
The £1 billion borrowing at 31 December 2019 related to the balance of a facility taken out in June 2018 as part of the financing
of the buyout of the non-controlling interest in the Consumer Healthcare Joint Venture held by Novartis. This loan was repaid on
18 May 2020.
H) Trade and other payables
Amounts due within one year:
Other creditors
Contingent consideration payable
Amounts owed to Group undertakings
2020
£m
511
20
–
531
2019
£m
564
22
23
609
The company has guaranteed debt issued by its subsidiary companies from two of which it receives fees. In aggregate, the company
has outstanding guarantees over £24.9 billion of debt instruments (2019 – £27.8 billion). The amounts due from the subsidiary
company in relation to these guarantee fees will be recovered over the life of the bonds and are disclosed within ‘Trade and other
receivables’ (see Note F).
I) Provisions for liabilities
At 1 January
Charge for the year
Utilised
At 31 December
The provisions relate to a number of legal and other disputes in which the company is currently involved.
J) Other non-current liabilities
Contingent consideration payable
2020
£m
4
15
(12)
7
2020
£m
457
457
2019
£m
16
5
(17)
4
2019
£m
317
317
The contingent consideration relates to the amount payable for the acquisition in 2015 of the Novartis Vaccines portfolio. The
current year liability is included within ‘Trade and other payables’. For further details, see Note 32 to the Group financial statements,
‘Contingent consideration liabilities’.
GSK Annual Report 2020 241
Investor informationFinancial statementsStrategic reportGovernance and remuneration Notes to the company balance sheet – UK GAAP
(including FRS 101 ‘Reduced Disclosure Framework’) continued
K) Share capital and share premium account
Share capital issued and fully paid
At 1 January 2019
Issued under employee share schemes
Ordinary shares acquired by ESOP trusts
At 31 December 2019
Issued under employee share schemes
Ordinary shares acquired by ESOP trusts
At 31 December 2020
Number of shares issuable under employee share schemes
Number of unissued shares not under option
Ordinary Shares of 25p each
Share
premium
account
Number
£m
£m
5,379,067,624
1,345
3,091
4,034,607
–
1
–
50
33
5,383,102,231
1,346
3,174
2,087,386
–
–
–
29
78
5,385,189,617
1,346
3,281
31 December
2020
000
48,205
4,566,605
31 December
2019
000
57,871
4,559,027
At 31 December 2020, of the issued share capital, 48,975,304 shares were held in the ESOP Trusts, 355,205,950 shares were
held as Treasury shares and 4,981,008,363 shares were in free issue. All issued shares are fully paid. The nominal, carrying and
market values of the shares held in the ESOP Trusts are disclosed in Note 44, ‘Employee share schemes’.
L) Retained earnings and other reserves
The profit of GlaxoSmithKline plc for the year was £3,893 million (2019 – £53 million loss). After dividends paid of £3,977 million
(2019 – £3,953 million), the effect of £531 million Treasury shares transferred to a subsidiary company (2019 – £295 million) and
no distribution received of the shares in a subsidiary company (2019 – £34,800) million, retained earnings at 31 December 2020
stood at £49,653 million (2019 – £49,206 million), of which £38,896 million was unrealised (2019 – £38,896 million). Dividends
to shareholders are paid out of the realised profits of the company, which at 31 December 2020 amounted to £10,757 million
(2019 – £10,310 million).
Other reserves includes a capital redemption reserve and a reserve reflecting historical contributions of shares in the company
which were issued to satisfy share option awards granted to employees of subsidiary companies.
M) Group companies
See pages 287 to 298 for a complete list of subsidiaries, associates, joint ventures and other significant shareholdings, which forms
part of these financial statements.
242 GSK Annual Report 2020
Strategic report
Governance and remuneration
Financial statements
Investor information
Investor
information
In this section
Quarterly trend
Pharmaceuticals turnover
Vaccines turnover
Five year record
Product development pipeline
Products, competition and intellectual property
Principal risks and uncertainties
Share capital and control
Dividends
Financial calendar 2021
Annual General Meeting 2021
Tax information for shareholders
Shareholder services and contacts
US law and regulation
Group companies
Glossary of terms
244
246
248
249
255
258
261
276
278
279
279
280
282
284
287
299
GSK Annual Report 2020 243
GSK Annual Report 2020 243
Investor informationFinancial statementsStrategic reportGovernance and remuneration Financial record
Quarterly trend
An unaudited analysis of the Group results is provided by quarter in Sterling for the financial year 2020.
Income statement – Total
Turnover
Pharmaceuticals
Vaccines
Consumer Healthcare
Corporate and other unallocated turnover
Total turnover
Cost of sales
Selling, general and administration
Research and development
Royalty income
Other operating income/(expense)
Operating profit
Net finance costs
Share of after-tax profits/(losses) of associates
and joint ventures
Profit before taxation
Taxation
Tax rate %
Profit after taxation for the period
Profit attributable to non-controlling interests
Profit attributable to shareholders
Basic earnings per share (pence)
Diluted earnings per share (pence)
Income statement – Adjusted
Total turnover
Cost of sales
Selling, general and administration
Research and development
Royalty income
Operating profit
Net finance costs
Share of after-tax profits/(losses) of associates
and joint ventures
Profit before taxation
Taxation
Tax rate %
Profit after taxation for the period
Profit attributable to non-controlling interests
Profit attributable to shareholders
Adjusted earnings per share (pence)
12 months 2020
Q4 2020
Q3 2020
Q2 2020
£m
£%
CER%
CER%
£m
£%
Reported
Pro-forma
Reported
CER%
Reported
CER%
Reported
CER%
Q1 2020
£m
£%
Reported
CER%
(1)
(1)
(2)
(2)
(2)
(2)
(3)
(3)
6
(9)
(3)
17,056
6,982
10,033
34,071
28
34,099
(11,704)
(11,456)
(5,098)
318
1,624
7,783
(848)
33
6,968
(580)
8.3%
6,388
639
5,749
115.5p
114.1p
34,099
(10,191)
(10,717)
(4,603)
318
8,906
(844)
33
8,095
(1,295)
16.0%
6,800
1,031
5,769
115.9p
(3)
(2)
12
1
1
(1)
–
12
(9)
12
12
21
23
1
1
–
6
(9)
(1)
(2)
(2)
(6)
(1)
(1)
14
3
3
–
2
12
(9)
15
16
25
26
3
2
2
7
(9)
2
1
1
(4)
4,366
2,012
2,360
8,738
1
8,739
(3,171)
(3,162)
(1,470)
91
34
1,061
(234)
(6)
821
18
(2.2)%
839
162
677
13.6p
13.4p
8,739
(2,792)
(2,924)
(1,297)
91
1,817
(233)
(6)
1,578
(220)
13.9%
1,358
195
1,163
23.3p
(4)
15
(8)
(1)
(2)
(2)
(8)
18
11
(3)
16
(7)
–
(1)
(2)
(6)
19
12
(44)
(44)
(52)
(52)
(45)
(45)
(48)
(48)
(2)
(2)
(6)
11
11
(2)
(1)
(2)
(4)
12
12
(1)
(5)
(5)
(6)
(6)
(6)
(5)
£m
4,192
2,032
2,422
8,646
–
8,646
(2,885)
(2,669)
(1,140)
85
(179)
1,858
(198)
11
1,671
(241)
14.4%
1,430
186
1,244
25.0p
24.7p
8,646
(2,540)
(2,477)
(1,049)
85
2,665
(197)
11
2,479
(417)
16.8%
2,062
287
1,775
35.6p
£%
(7)
(12)
(4)
(8)
(8)
(11)
(8)
(5)
(28)
(13)
(14)
(17)
(20)
(8)
(9)
(11)
(10)
(28)
(4)
(5)
(6)
(8)
(3)
(9)
2
(3)
(3)
(8)
(4)
(2)
(26)
(2)
(2)
(5)
(9)
(3)
(6)
(7)
(6)
(26)
4
4
3
1
£m
4,102
1,133
2,389
7,624
–
7,624
(2,449)
(2,709)
(1,301)
75
1,610
2,850
(228)
19
2,641
(201)
7.6%
2,440
177
2,263
45.5p
45.0p
7,624
(2,249)
(2,530)
(1,171)
75
1,749
(227)
19
1,541
(316)
20.5%
1,225
267
958
19.2p
£%
(5)
(29)
25
(2)
(2)
(7)
5
17
(4)
92
(5)
(29)
25
(3)
(3)
(7)
5
15
(10)
90
>100
>100
>100
>100
>100
>100
(2)
–
4
13
(4)
(19)
(3)
–
4
11
(10)
(21)
(21)
(22)
(26)
(27)
(37)
(38)
4,396
1,805
2,862
9,063
27
9,090
(3,199)
(2,916)
(1,187)
67
159
2,014
(188)
9
1,835
(156)
8.5%
1,679
114
1,565
31.5p
31.2p
9,090
(2,610)
(2,786)
(1,086)
67
2,675
(187)
9
2,497
(342)
13.7%
2,155
282
1,873
37.7p
6
19
44
18
19
17
18
18
(8)
41
42
70
87
19
18
16
12
(8)
24
23
32
25
6
19
46
19
19
18
19
18
(5)
42
42
71
89
19
20
18
11
(5)
24
23
32
26
The calculation of Adjusted results is described on page 51.
244 GSK Annual Report 2020
An unaudited analysis of the Group results is provided by quarter in Sterling for the financial year 2020.
£m
£%
CER%
CER%
£m
£%
Reported
Pro-forma
Reported
CER%
Quarterly trend
Income statement – Total
Turnover
Pharmaceuticals
Vaccines
Consumer Healthcare
Corporate and other unallocated turnover
Total turnover
Cost of sales
Selling, general and administration
Research and development
Royalty income
Other operating income/(expense)
Share of after-tax profits/(losses) of associates
Operating profit
Net finance costs
and joint ventures
Profit before taxation
Taxation
Tax rate %
Profit after taxation for the period
Profit attributable to non-controlling interests
Profit attributable to shareholders
Basic earnings per share (pence)
Diluted earnings per share (pence)
Income statement – Adjusted
Total turnover
Cost of sales
Selling, general and administration
Research and development
Share of after-tax profits/(losses) of associates
Royalty income
Operating profit
Net finance costs
and joint ventures
Profit before taxation
Taxation
Tax rate %
Profit after taxation for the period
Profit attributable to non-controlling interests
Profit attributable to shareholders
Adjusted earnings per share (pence)
The calculation of Adjusted results is described on page 51.
17,056
6,982
10,033
34,071
28
34,099
(11,704)
(11,456)
(5,098)
318
1,624
7,783
(848)
33
6,968
(580)
8.3%
6,388
639
5,749
115.5p
114.1p
34,099
(10,191)
(10,717)
(4,603)
318
8,906
(844)
33
8,095
(1,295)
16.0%
6,800
1,031
5,769
115.9p
(3)
(2)
12
1
1
(1)
–
12
(9)
12
12
21
23
1
1
–
6
(9)
(1)
(2)
(2)
(6)
(1)
(1)
14
3
3
–
2
12
(9)
15
16
25
26
(9)
3
2
2
7
2
1
1
(4)
(1)
(1)
(2)
(2)
(2)
(2)
(3)
(3)
6
(9)
(3)
4,366
2,012
2,360
8,738
1
8,739
(3,171)
(3,162)
(1,470)
91
34
1,061
(234)
(6)
821
18
(2.2)%
839
162
677
13.6p
13.4p
8,739
(2,792)
(2,924)
(1,297)
91
1,817
(233)
(6)
1,578
(220)
13.9%
1,358
195
1,163
23.3p
(4)
15
(8)
(1)
(2)
(2)
(8)
18
11
(2)
(2)
(6)
11
11
(2)
(6)
(6)
(44)
(44)
(52)
(52)
(45)
(45)
(48)
(48)
(5)
(5)
(3)
16
(7)
–
(1)
(2)
(6)
19
12
(1)
(2)
(4)
12
12
(1)
(6)
(5)
Financial record continued
Quarterly trend continued
12 months 2020
Q4 2020
Q3 2020
Q2 2020
Reported
CER%
Q1 2020
£m
£%
Reported
CER%
£m
4,192
2,032
2,422
8,646
–
8,646
(2,885)
(2,669)
(1,140)
85
(179)
1,858
(198)
11
1,671
(241)
14.4%
1,430
186
1,244
25.0p
24.7p
8,646
(2,540)
(2,477)
(1,049)
85
2,665
(197)
11
2,479
(417)
16.8%
2,062
287
1,775
35.6p
Reported
CER%
(3)
(9)
2
(3)
(3)
(8)
(4)
(2)
(26)
(2)
(2)
(5)
(9)
(3)
(6)
(7)
(6)
(26)
4
4
3
1
£%
(7)
(12)
(4)
(8)
(8)
(11)
(8)
(5)
(28)
(13)
(14)
(17)
(20)
(8)
(9)
(11)
(10)
(28)
(4)
(5)
(6)
(8)
£m
4,102
1,133
2,389
7,624
–
7,624
(2,449)
(2,709)
(1,301)
75
1,610
2,850
(228)
19
2,641
(201)
7.6%
2,440
177
2,263
45.5p
45.0p
7,624
(2,249)
(2,530)
(1,171)
75
1,749
(227)
19
1,541
(316)
20.5%
1,225
267
958
19.2p
£%
(5)
(29)
25
(2)
(2)
(7)
5
17
(4)
92
(5)
(29)
25
(3)
(3)
(7)
5
15
(10)
90
>100
>100
>100
>100
>100
>100
(2)
–
4
13
(4)
(19)
(3)
–
4
11
(10)
(21)
(21)
(22)
(26)
(27)
(37)
(38)
4,396
1,805
2,862
9,063
27
9,090
(3,199)
(2,916)
(1,187)
67
159
2,014
(188)
9
1,835
(156)
8.5%
1,679
114
1,565
31.5p
31.2p
9,090
(2,610)
(2,786)
(1,086)
67
2,675
(187)
9
2,497
(342)
13.7%
2,155
282
1,873
37.7p
6
19
44
18
19
17
18
18
(8)
41
42
70
87
19
18
16
12
(8)
24
23
32
25
6
19
46
19
19
18
19
18
(5)
42
42
71
89
19
20
18
11
(5)
24
23
32
26
GSK Annual Report 2020 245
Investor informationFinancial statementsStrategic reportGovernance and remuneration Financial record continued
Pharmaceutical turnover by therapeutic area 2020
US
Growth
£% CER%
23
21
19
18
2
1
(10)
(7)
(27)
(27)
25
24
48
47
32
–
–
(11)
(10)
28
33
1
1
(10)
(9)
29
>100 >100
(67)
(11)
–
(50)
14
14
72
54
–
(67)
(11)
–
(40)
16
16
74
55
–
2020
£m
944
706
142
–
74
322
168
238
1,213
1,163
368
568
97
130
9
27
–
14
56
56
136
128
8
10
11
2,349
(25)
(26)
(14)
(50)
(21)
–
(24)
(25)
(13)
(50)
(20)
–
>100 >100
(67)
–
25
(29)
(5)
–
7
(47)
(67)
–
25
(29)
(5)
–
7
(48)
1
1,755
738
449
80
116
66
27
140
145
158
51
120
37
32
334
2
4,104
Europe
Growth
£% CER%
20
21
22
22
17
18
–
–
1
1
13
14
65
65
16
5
7
(7)
(9)
73
15
4
6
(8)
(10)
71
>100 >100
(61)
(7)
–
(22)
22
22
42
35
–
13
(14)
(9)
(11)
(9)
(3)
(4)
(4)
(12)
(16)
(24)
(2)
7
–
3
(28)
(1)
(61)
(7)
–
(17)
20
20
40
33
–
12
(15)
(9)
(11)
(10)
(4)
(4)
–
(13)
(16)
(25)
(4)
6
(3)
–
(28)
(1)
2020
£m
691
533
78
8
29
328
90
158
658
598
288
284
11
15
21
17
–
22
59
51
5
5
–
1,413
4,088
1,465
652
156
239
231
187
284
345
303
25
148
109
56
1,353
5,501
International
Growth
£% CER%
27
24
22
19
17
11
–
14
7
4
9
6
>100 >100
45
(5)
(2)
(1)
(9)
57
46
(1)
3
5
(6)
71
>100 >100
(57)
13
–
5
84
59
–
–
–
10
(14)
(13)
(10)
(10)
(12)
(10)
(25)
–
(20)
(16)
(7)
(13)
(11)
(10)
(16)
(9)
(57)
20
–
5
91
66
–
–
–
14
(11)
(10)
(7)
(5)
(7)
(7)
(26)
6
(15)
(13)
(4)
(9)
(7)
(5)
(14)
(5)
Therapeutic area/major products
Respiratory
Ellipta products
Anoro Ellipta
Arnuity Ellipta
Incruse Ellipta
Relvar/Breo Ellipta
Trelegy Ellipta
Nucala
HIV
Dolutegravir products
Tivicay
Triumeq
Juluca
Dovato
Epzicom/Kivexa
Selzentry
Rukobia
Other
Immuno-inflammation
Benlysta
Oncology
Zejula
Blenrep
Pharmaceuticals
excluding established
products
Established pharmaceuticals
Established Respiratory
Seretide/Advair
Flixotide/Flovent
Ventolin
Avamys/Veramyst
Other Respiratory
Dermatology
Augmentin
Avodart
Imigran/Imitrex
Lamictal
Seroxat/Paxil
Valtrex
Other
2020
£m
3,749
2,755
547
45
220
1,124
819
994
4,876
4,702
1,527
2,306
495
374
31
91
11
41
727
719
372
339
33
9,724
7,332
3,251
1,535
419
785
297
215
425
490
466
118
537
146
103
1,796
2019
£m
3,081
2,313
514
48
262
971
518
768
4,854
4,633
1,662
2,549
366
56
75
97
–
49
613
613
230
229
–
8,778
8,776
3,900
1,730
629
938
324
279
445
602
574
138
566
160
107
2,284
Pharmaceuticals
17,056
17,554
Total
Growth
£% CER%
23
22
20
19
8
6
(6)
(6)
(15)
(16)
17
16
59
58
29
–
1
(8)
(10)
35
30
1
2
(7)
(9)
36
>100 >100
(59)
(6)
–
(16)
19
17
62
48
–
11
(16)
(17)
(11)
(33)
(16)
(8)
(23)
(4)
(19)
(19)
(14)
(5)
(9)
(4)
(21)
(3)
(59)
(5)
–
(12)
20
19
62
48
–
12
(15)
(15)
(10)
(32)
(14)
(6)
(23)
(1)
(15)
(17)
(14)
(4)
(6)
(2)
(20)
(1)
2020
£m
2,114
1,516
327
37
117
474
561
598
3,005
2,941
871
1,454
387
229
1
47
11
5
612
612
231
206
25
5,962
1,489
1,048
434
183
430
–
1
1
–
5
42
269
–
15
109
7,451
246 GSK Annual Report 2020
Financial record continued
Pharmaceutical turnover by therapeutic area 2019
Therapeutic area/major products
Respiratory
Ellipta products
Anoro Ellipta
Arnuity Ellipta
Incruse Ellipta
Relvar/Breo Ellipta
Trelegy Ellipta
Nucala
HIV
Dolutegravir products
Tivicay
Triumeq
Juluca
Dovato
Epzicom/Kivexa
Selzentry
Other
Immuno-inflammation
Benlysta
Oncology
Zejula
Pharmaceuticals
excluding established
products
Established pharmaceuticals
Established Respiratory
Seretide/Advair
Flixotide/Flovent
Ventolin
Avamys/Veramyst
Other Respiratory
Dermatology
Augmentin
Avodart
Imigran/Imitrex
Lamictal
Seroxat/Paxil
Valtrex
Other
2019
£m
3,081
2,313
514
48
262
971
518
768
4,854
4,633
1,662
2,549
366
56
75
97
49
613
613
230
229
8,778
8,776
3,900
1,730
629
938
324
279
445
602
574
138
566
160
107
2,284
2018
£m
2,612
2,049
476
44
284
1,089
156
563
4,722
4,420
1,639
2,648
133
–
117
115
70
472
473
–
–
7,806
9,463
4,316
2,422
595
737
300
262
435
570
572
141
617
170
123
2,519
Pharmaceuticals
17,554
17,269
Total
Growth
£% CER%
15
18
10
13
5
8
5
9
(10)
(8)
(13)
(11)
>100 >100
US
2019
Growth
£m
£% CER%
6
10
1,742
–
4
1,289
(2)
2
324
3
5
41
(17)
(13)
161
381
(37)
(34)
382 >100 >100
36
3
5
1
(4)
33
1
2
(1)
(6)
>100 >100
–
–
(36)
(16)
(30)
30
30
–
–
12
(7)
(10)
(29)
6
27
8
6
2
6
–
(2)
(8)
(6)
(13)
(9)
2
(35)
(17)
(31)
25
25
–
–
10
(8)
(11)
(29)
4
25
6
2
3
6
(1)
(3)
(10)
(6)
(15)
(9)
–
453
3,004
2,938
977
1,611
28
33
(1)
3
–
4
(9)
(6)
(7)
(4)
303 >100 >100
–
47
–
3
53
10
535
535
134
134
(57)
(9)
(44)
27
27
–
–
(57)
(12)
(44)
23
23
–
–
5,415
10
6
1,987
1,415
502
368
547
(24)
(22)
(23)
(21)
(56)
(54)
6
11
49
55
(2) >(100) >(100)
–
–
–
3
–
4
59
284
–
14
208
7,402
–
–
(67)
2
(8)
–
(33)
(40)
(1)
–
–
(67)
–
(12)
–
(38)
(43)
(4)
2019
£m
783
577
120
–
73
282
102
206
1,156
1,086
395
626
56
9
23
29
18
46
46
96
95
2,081
2,044
807
502
88
120
69
28
159
172
208
52
112
37
31
466
4,125
Europe
Growth
£% CER%
29
29
27
26
20
19
–
–
(1)
(1)
12
11
>100 >100
36
(3)
–
5
(11)
37
(2)
–
6
(11)
>100 >100
–
–
(48)
(17)
(25)
28
24
–
–
13
(8)
(13)
(16)
(5)
(8)
(7)
–
(1)
(5)
(13)
(9)
(1)
(5)
3
(5)
1
(48)
(14)
(29)
28
24
–
–
14
(8)
(12)
(16)
(4)
(7)
(5)
(4)
(1)
(4)
(12)
(7)
–
(5)
3
(4)
2
2019
£m
556
447
70
7
28
308
34
109
694
609
290
312
7
–
49
15
21
32
32
–
–
1,282
4,745
1,678
726
173
271
257
251
283
430
362
27
170
123
62
1,610
6,027
International
Growth
£% CER%
31
33
27
29
21
23
20
40
17
17
19
21
>100 >100
56
13
22
28
15
50
13
22
28
15
>100 >100
–
–
(26)
(32)
(25)
>100
>100
–
–
22
1
4
–
2
6
14
7
4
11
13
4
(12)
(6)
(14)
(4)
5
(24)
(32)
(25)
94
94
–
–
21
1
3
(1)
2
7
11
3
6
11
11
–
(13)
(7)
(15)
(4)
4
GSK Annual Report 2020 247
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Financial record continued
Vaccines turnover 2020
Major products
Meningitis
Bexsero
Menveo
Other
Influenza
Fluarix, FluLaval
Shingles
Shingrix
Established vaccines
Infanrix, Pediarix
Boostrix
Hepatitis
Rotarix
Synflorix
Priorix, Priorix Tetra, Varilrix
Cervarix
Other
2020
£m
1,029
650
265
114
733
733
1,989
1,989
3,231
629
476
576
559
402
261
139
189
2019
£m
1,018
679
267
72
541
541
1,810
1,810
3,788
733
584
874
558
468
232
50
289
Total
Growth
£% CER%
3
(2)
1
57
37
37
11
11
(14)
(13)
(18)
1
(4)
(1)
58
35
35
10
10
(15)
(14)
(18)
(34)
–
(14)
(33)
1
(14)
13
14
>100 >100
(35)
(35)
2020
£m
433
260
173
–
535
535
1,675
1,675
1,054
311
257
333
123
–
–
–
30
Vaccines
6,982
7,157
(2)
(1)
3,697
US
Growth
£% CER%
2
1
3
–
31
31
1
1
(24)
(13)
(13)
1
–
2
–
30
30
–
–
(24)
(14)
(14)
(37)
(12)
–
–
–
(55)
(5)
(36)
(11)
–
–
–
(56)
(4)
2020
£m
356
324
26
6
98
98
186
186
801
174
140
140
119
53
126
30
19
1,441
4
2
44
–
75
75
Europe
Growth
£% CER%
3
1
39
–
73
73
>100 >100
>100 >100
(23)
(19)
(11)
(23)
(18)
(10)
(39)
(39)
6
(2)
26
43
(87)
(3)
6
(2)
25
43
(87)
(4)
£% represents growth at actual exchange rates. CER% represents growth at constant exchange rates.
Vaccines turnover 2019
Major products
Meningitis
Bexsero
Menveo
Other
Influenza
Fluarix, FluLaval
Shingles
Shingrix
Established vaccines
Infanrix, Pediarix
Boostrix
Hepatitis
Rotarix
Synflorix
Priorix, Priorix Tetra, Varilrix
Cervarix
Other
2019
£m
1,018
679
267
72
541
541
1,810
1,810
3,788
733
584
874
558
468
232
50
289
2018
£m
881
584
232
65
523
523
784
784
3,706
680
517
808
521
424
305
138
313
Vaccines
7,157
5,894
Total
Growth
£% CER%
15
16
16
16
13
15
11
11
1
3
1
3
>100
>100
>100
>100
1
2
8
6
11
13
6
6
11
(23)
(64)
(7)
8
7
10
(24)
(64)
(8)
21
2019
£m
430
260
170
–
412
412
1,669
1,669
1,394
360
299
529
140
–
–
–
66
US
Growth
£% CER%
10
15
25
30
(6)
(2)
–
–
3
7
3
7
>100
>100
>100
>100
11
15
17
22
9
13
16
11
–
–
–
3
11
6
–
–
–
2
2019
£m
343
319
18
6
56
56
54
54
1,035
213
156
231
112
54
100
21
148
2
3
6
(25)
(15)
(15)
>100
>100
Europe
Growth
£% CER%
3
4
6
(25)
(15)
(15)
>100
>100
(10)
(19)
(3)
(11)
(20)
(4)
(6)
2
(7)
(37)
5
8
(5)
(5)
3
(5)
(37)
5
10
(4)
19
3,905
45
39
1,488
£% represents growth at actual exchange rates. CER% represents growth at constant exchange rates.
248 GSK Annual Report 2020
2020
£m
240
66
66
108
100
100
128
128
1,376
144
79
103
317
349
135
109
140
International
Growth
£% CER%
4
(20)
(13)
62
42
42
49
49
3
(6)
(36)
(2)
(34)
(16)
64
37
37
47
47
1
(10)
(39)
(10)
4
(16)
(6)
5
(15)
2
5
>100 >100
85
87
1,844
5
7
2019
£m
245
100
79
66
73
73
87
87
1,359
160
129
114
306
414
132
29
75
1,764
International
Growth
£% CER%
50
43
48
37
100
93
16
16
4
1
4
1
76
78
76
78
2
1
35
36
44
43
9
7
13
(9)
(75)
(33)
8
10
8
13
(9)
(76)
(33)
9
Financial record continued
Five year record
A record of financial performance is provided, analysed in accordance with current reporting practice. The information included in
the Five year record is prepared in accordance with IFRS as adopted by the European Union and also with IFRS as issued by the
International Accounting Standards Board.
Group turnover by geographic region
US
Europe
International
Group turnover by segment
Pharmaceuticals
Vaccines
Consumer Healthcare
Segment turnover
Corporate and other unallocated turnover
Pharmaceuticals turnover
Respiratory
HIV
Immuno-inflammation
Oncology
Established Pharmaceuticals
Vaccines turnover
Meningitis
Influenza
Shingles
Established Vaccines
Consumer Healthcare turnover
Oral health
Pain relief
Vitamins, minerals and supplements
Respiratory health
Digestive health and other
Sub-total
Brands divested/under review
2020
£m
14,556
8,164
11,379
34,099
2020
£m
17,056
6,982
10,033
34,071
28
34,099
2020
£m
3,749
4,876
727
372
7,332
17,056
2020
£m
1,029
733
1,989
3,231
6,982
2020
£m
2,753
2,219
1,506
1,209
1,824
9,511
522
10,033
2019
£m
13,890
8,069
11,795
33,754
2019
£m
17,554
7,157
8,995
33,706
48
33,754
2019
£m
3,081
4,854
613
230
8,776
17,554
2019
£m
1,018
541
1,810
3,788
7,157
2019
(revised)
£m
2,673
1,781
611
1,186
1,646
7,897
1,098
8,995
2018
£m
11,982
7,973
10,866
30,821
2018
£m
17,269
5,894
7,658
30,821
–
30,821
2018
£m
2,612
4,722
472
–
9,463
17,269
2018
£m
881
523
784
3,706
5,894
2018
(revised)
£m
2,496
1,440
103
1,085
1,435
6,559
1,099
7,658
2017
£m
11,263
7,943
10,980
30,186
2017
£m
17,276
5,160
7,750
30,186
–
30,186
2017
£m
1,930
4,350
377
–
10,619
17,276
2017
£m
890
488
22
3,760
5,160
2017
(revised)
£m
2,466
1,465
105
1,057
1,447
6,540
1,210
7,750
2016
£m
10,197
7,476
10,216
27,889
2016
£m
16,104
4,592
7,193
27,889
–
27,889
2016
£m
1,052
3,556
340
–
11,156
16,104
2016
£m
662
414
–
3,516
4,592
2016
(revised)
£m
2,223
1,329
101
965
1,370
5,988
1,205
7,193
GSK Annual Report 2020 249
Investor informationFinancial statementsStrategic reportGovernance and remuneration Financial record continued
Five year record continued
Financial results – Total
Turnover
Operating profit
Profit before taxation
Profit after taxation
Basic earnings per share
Diluted earnings per share
Weighted average number of shares in issue:
Basic
Diluted
Financial results – Adjusted
Turnover
Operating profit
Profit before taxation
Profit after taxation
Adjusted earnings per share
Return on capital employed
2020
£m
34,099
7,783
6,968
6,388
pence
115.5
114.1
2019
£m
33,754
6,961
6,221
5,268
pence
93.9
92.6
2018
£m
30,821
5,483
4,800
4,046
pence
73.7
72.9
2017
£m
30,186
4,087
3,525
2,169
pence
31.4
31.0
2016
£m
27,889
2,598
1,939
1,062
pence
18.8
18.6
2020
millions
2019
millions
2018
millions
2017
millions
2016
millions
4,976
5,038
4,947
5,016
4,914
4,971
4,886
4,941
4,860
4,909
2020
£m
34,099
8,906
8,095
6,800
2019
£m
33,754
8,972
8,236
6,918
2018
£m
30,821
8,745
8,078
6,543
2017
£m
30,186
8,568
7,924
6,257
2016
£m
27,889
7,671
7,024
5,526
pence
115.9
pence
123.9
pence
119.4
pence
111.8
pence
100.6
%
35.6
%
56.5
%
134.0
%
83.4
%
28.0
Return on capital employed is calculated as total profit before taxation as a percentage of average net assets over the year.
250 GSK Annual Report 2020
Financial record continued
Five year record continued
Balance sheet
Non-current assets
Current assets
Total assets
Current liabilities
Non-current liabilities
Total liabilities
Net assets
Shareholders’ equity
Non-controlling interests
Total equity
Number of employees
US
Europe
International
Manufacturing
Selling
Administration
Research and development
2020
£m
60,184
20,247
80,431
(22,148)
(37,475)
(59,623)
2019
£m
60,201
19,491
79,692
(24,050)
(37,285)
(61,335)
2018
£m
41,139
16,927
58,066
(22,491)
(31,903)
(54,394)
2017
£m
40,474
15,907
56,381
(26,569)
(26,323)
(52,892)
2016
£m
42,370
16,711
59,081
(19,001)
(35,117)
(54,118)
20,808
18,357
3,672
3,489
4,963
14,587
6,221
20,808
2020
15,706
40,711
37,649
94,066
33,848
36,391
11,730
12,097
94,066
11,405
6,952
18,357
2019
16,676
40,524
42,237
99,437
36,925
39,184
11,249
12,079
99,437
3,781
(109)
3,672
(68)
3,557
3,489
2018
13,804
41,943
39,743
95,490
36,527
36,351
10,768
11,844
95,490
2017
14,526
43,002
40,934
98,462
38,245
37,374
11,307
11,536
98,462
1,124
3,839
4,963
2016
14,491
42,330
42,479
99,300
38,372
38,158
11,244
11,526
99,300
The geographic distribution of employees in the table above is based on the location of GSK’s subsidiary companies. The number
of employees is the number of permanent employed staff at the end of the financial period. It excludes those employees who are
employed and managed by GSK on a contract basis.
Exchange rates
As a guide to holders of ADS, the following tables set out, for the periods indicated, information on the exchange rate of US Dollars
for Sterling as reported by the Bank of England (4pm buying rate).
The average rate for the year is calculated as the average of the 4pm buying rates for each day of the year.
Average
High
Low
2020
1.29
2021
Jan
1.37
1.35
2019
1.28
2020
Dec
1.36
1.32
2018
1.34
2020
Nov
1.34
1.29
2017
1.29
2020
Oct
1.32
1.29
2016
1.35
2020
Sep
1.35
1.27
2021
Mar
1.40
1.39
2021
Feb
1.41
1.36
The 4pm buying rate on 3 March was £1= US$1.40.
GSK Annual Report 2020 251
Investor informationFinancial statementsStrategic reportGovernance and remuneration Financial record continued
Five year record continued
Adjusted results reconciliation
31 December 2020
Turnover
Cost of sales
Gross profit
Selling, general and administration
Research and development
Royalty income
Other operating (expense)/income
Operating profit
Net finance costs
Share of after-tax profits of associates and joint ventures
Profit before taxation
Taxation
Tax rate
Profit after taxation
Profit attributable to non-controlling interests
Profit attributable to shareholders
Total
results
£m
34,099
(11,704)
22,395
(11,456)
(5,098)
318
1,624
7,783
(848)
33
6,968
(580)
8.3%
6,388
639
5,749
Earnings per share
115.5p
12.6p
Weighted average number of shares (millions)
4,976
Intangible
asset
amortisation
£m
Intangible
asset
impairment
£m
Major
restructuring
£m
Transaction-
related
£m
Divestments,
significant
legal and
other items
£m
Separation
costs
£m
16
68
699
699
1
75
31
31
18
214
667
667
659
206
775
263
1,532
2
116
116
(23)
1,215
1,308
(2,839)
(2,823)
2
775
(150)
263
(47)
1,534
1,308
(2,821)
(292)
(229)
17
625
216
1,242
1,079
(2,804)
68
68
(14)
54
54
625
216
4.4p
1,242
25.0p
13.8p
(56.5)p
1.1p
115.9p
392
687
(2,804)
Adjusted results reconciliation
31 December 2019
Turnover
Cost of sales
Gross profit
Selling, general and administration
Research and development
Royalty income
Other operating (expense)/income
Operating profit
Net finance costs
Share of after-tax profits of associates and joint ventures
Profit before taxation
Taxation
Tax rate
Profit after taxation
Profit attributable to non-controlling interests
Profit attributable to shareholders
Earnings per share
Weighted average number of shares (millions)
Intangible
asset
amortisation
£m
Intangible
asset
impairment
£m
Major
restructuring
£m
Transaction-
related
£m
Divestments,
significant
legal and
other items
£m
713
713
64
777
30
30
4
49
83
777
(156)
83
(17)
658
658
332
114
1
1,105
5
1,110
(208)
621
66
902
621
12.6p
66
1.3p
902
18.2p
383
383
104
(142)
345
345
(124)
221
164
57
1.2p
247
2
(548)
(299)
(1)
(300)
140
(160)
(160)
(3.3)p
Total
results
£m
33,754
(11,863)
21,891
(11,402)
(4,568)
351
689
6,961
(814)
74
6,221
(953)
15.3%
5,268
623
4,645
93.9p
4,947
252 GSK Annual Report 2020
Adjusted
results
£m
34,099
(10,191)
23,908
(10,717)
(4,603)
318
–
8,906
(844)
33
8,095
(1,295)
16.0%
6,800
1,031
5,769
4,976
Adjusted
results
£m
33,754
(10,079)
23,675
(10,715)
(4,339)
351
–
8,972
(810)
74
8,236
(1,318)
16.0%
6,918
787
6,131
123.9p
4,947
Financial record continued
Five year record continued
Adjusted results reconciliation
31 December 2018
Turnover
Cost of sales
Gross profit
Selling, general and administration
Research and development
Royalty income
Other operating (expense)/income
Operating profit
Net finance costs
Profit on disposal of associates
Share of after-tax profits of associates and joint ventures
Profit before taxation
Taxation
Tax rate
Profit after taxation
Profit attributable to non-controlling interests
Profit attributable to shareholders
Earnings per share
Weighted average number of shares (millions)
Total
results
£m
30,821
(10,241)
20,580
(9,915)
(3,893)
299
(1,588)
5,483
(717)
3
31
4,800
(754)
15.7%
4,046
423
3,623
73.7p
4,914
Intangible
asset
amortisation
£m
Intangible
asset
impairment
£m
Major
restructuring
£m
Transaction-
related
£m
Divestments,
significant
legal and
other items
£m
536
536
44
69
69
2
45
580
116
443
443
315
49
2
809
4
580
(109)
116
(19)
813
(170)
471
97
643
471
9.6p
97
2.0p
643
13.1p
15
15
98
1,864
1,977
(3)
1,974
(239)
1,735
251
1,484
30.2p
38
20
(278)
(220)
18
(3)
(205)
(244)
(449)
(449)
(9.2)p
119.4p
4,914
Adjusted results reconciliation
31 December 2017
Turnover
Cost of sales
Gross profit
Selling, general and administration
Research and development
Royalty income
Other operating (expense)/income
Operating profit
Net finance costs
Profit on disposal of associates
Share of after-tax profits of associates
and joint ventures
Profit before taxation
Taxation
Tax rate
Profit after taxation
Profit attributable to non-controlling interests
Profit attributable to shareholders
Earnings per share
Weighted average number of shares (millions)
Total
results
£m
30,186
(10,342)
19,844
(9,672)
(4,476)
356
(1,965)
4,087
(669)
94
13
3,525
(1,356)
38.5%
2,169
637
1,532
31.4p
4,886
Intangible
asset
amortisation
£m
Intangible
asset
impairment
£m
Major
restructuring
£m
Transaction-
related
£m
Divestments,
significant
legal and
other items
£m
US tax
reform
£m
546
546
400
400
45
288
545
545
248
263
591
688
1,056
4
80
80
1,519
1,599
591
(134)
688
(176)
1,060
1,599
(209)
(619)
457
512
851
457
9.4p
512
10.5p
851
17.4p
980
42
938
83
18
(220)
(119)
8
(94)
(205)
(251)
(456)
(456)
666
666
666
1,078
1,744
114
1,630
Adjusted
results
£m
30,821
(9,178)
21,643
(9,462)
(3,735)
299
–
8,745
(698)
–
31
8,078
(1,535)
19.0%
6,543
674
5,869
Adjusted
results
£m
30,186
(8,771)
21,415
(9,341)
(3,862)
356
–
8,568
(657)
–
13
7,924
(1,667)
21.0%
6,257
793
5,464
19.2p
(9.4)p
33.3p
111.8p
4,886
GSK Annual Report 2020 253
Investor informationFinancial statementsStrategic reportGovernance and remuneration Intangible
asset
amortisation
£m
Intangible
asset
impairment
£m
Major
restructuring
£m
Transaction-
related
£m
Divestments,
significant
legal and
other items
£m
547
547
41
588
588
(130)
458
458
9.4p
7
7
13
20
20
(5)
15
297
297
514
159
970
4
974
(217)
757
15
0.3p
757
15.6p
86
86
(81)
3,914
3,919
3,919
(439)
3,480
487
2,993
61.6p
Adjusted
results
£m
27,889
(8,351)
19,538
(8,797)
(3,468)
398
–
7,671
(652)
5
7,024
(1,498)
21.3%
5,526
637
4,889
2
2
55
28
(509)
(424)
8
(416)
170
(246)
(246)
(5.1)p
100.6p
4,860
Financial record continued
Five year record continued
Adjusted results reconciliation
31 December 2016
Turnover
Cost of sales
Gross profit
Selling, general and administration
Research and development
Royalty income
Other operating (expense)/income
Operating profit
Net finance costs
Share of after-tax profits of associates and joint ventures
Profit before taxation
Taxation
Tax rate
Profit after taxation
Profit attributable to non-controlling interests
Profit attributable to shareholders
Earnings per share
Weighted average number of shares (millions)
Total
results
£m
27,889
(9,290)
18,599
(9,366)
(3,628)
398
(3,405)
2,598
(664)
5
1,939
(877)
45.2%
1,062
150
912
18.8p
4,860
254 GSK Annual Report 2020
Pipeline, products and competition
Pharmaceuticals and Vaccines product development pipeline
Key
†
^
*
BLA
MAA
In-license or other alliance relationship with third party,
with the exception of rituximab owned by Biogen MA Inc
ViiV Healthcare, a global specialist HIV company with
GSK, Pfizer, Inc. and Shionogi Limited as shareholders,
is responsible for developing and delivering HIV medicines.
GSK is contributing pandemic adjuvant to COVID-19
vaccines collaborations
Biological Licence Application
Marketing Authorisation Application (Europe)
NDA
A
S
Phase I
Phase II
Phase III
New Drug Application (US)
Approved
Submitted
Evaluation of clinical pharmacology, usually conducted
in volunteers
Determination of dose and initial evaluation of efficacy,
conducted in a small number of patients
Large comparative study (compound versus placebo
and/or established treatment) in patients to establish
clinical benefit and safety
MAA and NDA/BLA regulatory review milestones shown in the table below are those that have been achieved. Future filing dates are not included in this list.
For Oncology assets, only US/EU regulatory approvals/submissions and most advanced indication in the clinic are listed.
Compound
Mechanism of Action
Indication
Poly (ADP-ribose) polymerase (PARP) 1/2 inhibitor
1L maintenance ovarian cancer
Oncology
Zejula
(niraparib)†
Blenrep
belantamab
mafodotin†
dostarlimab†
feladilimab
(3359609)†
bintrafusp alfa
(M7824)†
letetresgene-
autoleucel
(3377794)†
cobolimab
(TSR-022)†
3326595†
4074386
(TSR-033)†
3368715†
3745417
6097608†
3901961†
3845097†
ADC targeting B-cell maturation antigen
Anti-Programmed Cell Death protein 1 receptor
(PD-1) antibody
ICOS receptor agonist without cell depletion
Transforming growth factor beta (TGFβ) trap and
immune checkpoint (PD-1) inhibitor
Engineered TCR T-cells targeting NY-ESO-1
Anti-T-cell immunoglobulin and mucin domain-3
(TIM-3) antibody
Protein arginine methyltransferase 5 (PRMT5)
inhibitor
Anti-lymphocyte activation gene-3 (LAG-3)
antibody
Type I protein arginine methyltransferase
(Type I PRMT) inhibitor
STING cytosolic DNA pathway agonist
CD96 antagonist
Engineered TCR T-cells, co-expressing the CD8a
cell surface receptor, targeting NY-ESO-1
Engineered TCR T-cells, co-expressing the
dnTGF-βRII cell surface receptor, targeting
NY-ESO-1
HIV attachment inhibitor
HIV^ and Infectious Diseases
Rukobia
fostemasavir
Cabenuva/
Vocabria
cabotegravir +
rilpivirine†
cabotegravir
gepotidacin†
HIV integrase strand transfer inhibitor + non-
nucleoside reverse transcriptase inhibitor (NNRTI)
(long-acting regimen)
HIV integrase strand transfer inhibitor (long-acting)
triazaacenaphthylene bacterial type II topoisomerase
inhibitor
1L maintenance ovarian cancer in
combination with dostarlimab
1L maintenance non small cell lung cancer
(NSCLC)
4L+ multiple myeloma
3L+ multiple myeloma
2L+ multiple myeloma
2L dMMR/MSI-H endometrial cancer
2L dMMR solid tumours
1L endometrial cancer
1L relapsed/metastatic head and neck
squamous cell carcinoma (HNSCC)
1L biliary tract cancer (BTC)
Synovial sarcoma
Achieved regulatory
review milestones
MAA
NDA/BLA
A: Oct20 A: Apr20
A: Aug20 A: Aug20
S: Mar20 S: Dec19
S: Dec20
Phase
Approved
(PRIMA)
III
III
Approved
(DREAMM2)
III
III
Submitted
Submitted
III
II/III
II/III
II
(pivotal)
Non-small cell lung cancer (NSCLC)
II
Solid tumours and haematological malignancies
I/II
Cancer
Cancer
Cancer
Cancer
Cancer
Cancer
HIV infection
HIV infection
I
I
I
I
I
I
Approved
A: Feb21 A: Jul20
Approved
A: Dec20 A: Jan21
HIV pre-exposure prophylaxis
uncomplicated urinary tract infection (uUTI) and
gonorrhea (GC)
III
III
GSK Annual Report 2020 255
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Pipeline, products and competition continued
Pharmaceuticals and Vaccines product development pipeline continued
Compound
Mechanism of Action
Indication
HIV^ and Infectious Diseases continued
4182136 (VIR-7831)†
anti-spike protein Antibody
3036656†
Leucyl t-RNA synthetase inhibitor
3228836†
HBV antisense
HIV maturation inhibitor
3640254
3186899†
CRK-12 inhibitor
3810109†
HIV attachment inhibitor
HIV maturation inhibitor
3739937
3882347†
FimH antagonist
3494245†
Proteasome inhibitor
2556286†
Mtb cholesterol dependent inhibitor
3729098†
Ethionamide booster
4182137 (VIR-7832)†
anti-spike protein Antibody
COVID-19
Tuberculosis
Hepatitis B
HIV infection
Visceral leishmaniasis
HIV infection
HIV infection
uncomplicated urinary tract infection (uUTI)
Visceral leishmaniasis
Tuberculosis
Tuberculosis
COVID-19
Immuno-inflammation
Benlysta
B lymphocyte stimulator monoclonal
antibody
Lupus Nephritis
Benlysta + rituximab†
B lymphocyte stimulator monoclonal
antibody + cluster of differentiation 20
(CD20) monoclonal antibody
Systemic Lupus Erythematosus
otilimab (3196165)†
Granulocyte macrophage colony-
stimulating factor inhibitor
Rheumatoid arthritis
COVID-19 related acute pulmonary disease
3858279†
2982772
CCL17 inhibitor
RIP1 kinase inhibitor
Osteoarthritis pain
Psoriasis
Respiratory
Trelegy (fluticasone
furoate + vilanterol† +
umeclidinium)
Glucocorticoid agonist + long-acting
beta2 agonist + muscarinic
acetylcholine antagonist
Asthma
Nucala
Interleukin 5 (IL5) antagonist
Hypereosinophilic syndrome
3511294†
3923868
Interleukin 5 (IL5) antagonist
(long-acting)
PI4K beta inhibitor
Other Pharmaceuticals
daprodustat
Prolyl hydroxylase inhibitor
Nasal polyposis
COPD
Asthma
Viral COPD exacerbations
Anaemia associated with chronic renal disease
Achieved regulatory
review milestones
MAA
NDA/BLA
S: Jun20 A: Dec20
S: Jan20 A: Sep20
S:Oct20
A:Sep20
S:Oct20
S:Sep20
JNDA:
Jun20
Phase
II/III
II
II
II
I
I
I
I
I
I
I
I
Approved
(US)
Submitted
(EU)
III
III
II
I
I
Approved
(US)
Submitted
(EU)
Approved
(US)/
Submitted
(EU)
Submitted
(US/EU)
III
III
I
JNDA
Approved
III (RoW)
linerixibat
3439171†
2798745†
3915393†
Ileal bile acid transporter (IBAT) inhibitor Cholestatic pruritus in PBC (primary biliary cholangitis) II
I
Hematopoietic prostaglandin D2
synthase (H-PGDS) inhibitor
TRPV4 channel blocker
Transglutaminase 2 (TG2) inhibitor
Diabetic macular edema (DME)
Celiac disease
Duchenne muscular dystrophy
I
I
256 GSK Annual Report 2020
Pipeline, products and competition continued
Pharmaceuticals and Vaccines product development pipeline continued
Compound
Vaccine Type
Indication
Vaccines
Shingrix†
Recombinant protein – adjuvanted
Herpes Zoster prophylaxis for immunocompromised
Rotarix
Live attenuated, PCV (Porcine circovirus)
free
Rotavirus prophylaxis
Bexsero
MMR
Men ABCWY
Recombinant protein
Live attenuated
Recombinant protein – conjugated
RSV
Recombinant protein
Recombinant protein – adjuvanted
Meningococcal B disease prophylaxis in infants (US)
Measles, mumps, rubella prophylaxis (US)
Meningococcal A,B,C,W, Y disease prophylaxis in
adolescents
Respiratory syncytial virus prophylaxis in pregnant
woman population to prevent respiratory syncytial virus
lower respiratory tract illness in infants during first
months of life by transfer of maternal antibodies†
Respiratory syncytial virus prophylaxis in older adult
population†
Replication-defective recombinant
viral vector
Recombinant protein – adjuvanted
Respiratory syncytial virus prophylaxis in paediatric
population
Malaria prophylaxis (Plasmodium falciparum)
Malaria next
generation†
(fractional dose)
Menveo
Conjugated – Liquid formulation
Shigella†
Therapeutic HBV†
C. Difficile†
Bioconjugated (tetravalent)
Prime-boost with viral vector vaccines
co- or sequentially administrated with
adjuvanted recombinant proteins
Recombinant protein – adjuvanted
SAM (Rabies model) Self-Amplifying mRNA
S. aureus†
Recombinant protein – bioconjugated –
adjuvanted
Recombinant protein – adjuvanted
Meningococcal A,C,W, Y disease prophylaxis in
adolescents
Shigella diarrhoea prophylaxis
Treatment of chronic Hepatitis B infections – aims at
functional cure by controlling and resolving the infection
and reducing the need for further treatment
Active immunization for the prevention of the primary
C. Difficile diseases and for prevention of recurrences
Rabies prophylaxis
Active immunization for the prevention of primary
and recurrent Soft-Skin-Tissue Infections caused by
S. aureus
COVID-19
COVID-19
plant-derived
virus-like particles
vaccine (Medicago)†*
COVID-19 vaccine
(Sanofi)†*
COVID-19 vaccine
(SK Bioscience)†*
SAM (COVID-19
model)
Recombinant protein – adjuvanted
COVID-19
Recombinant protein nanoparticle –
adjuvanted
Self-Amplifying mRNA
COVID-19
COVID-19
Achieved regulatory
review milestones
MAA
NDA/BLA
A: Jul 20 S: Sep 20
A: Feb 20
Phase
Approved
(EU)
Submitted
(US)
Approved
in EU
(Variation)
III (US)
III
III
III
III
III
II
II
II
II
I/II
I
I
I
II/III
II
I/II
I
GSK Annual Report 2020 257
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Pipeline, products and competition continued
Pharmaceutical products, competition and intellectual property
Products
Respiratory
Anoro Ellipta
Compounds
Indication(s)
umeclidinium bromide/
vilanterol trifenatate
COPD
Arnuity Ellipta
fluticasone furoate
asthma
Avamys/Veramyst
fluticasone furoate
rhinitis
Flixotide/Flovent
fluticasone propionate
asthma/COPD
Incruse Ellipta
umeclidinium bromide
COPD
Nucala
mepolizumab
Relvar/Breo Ellipta
fluticasone furoate/
vilanterol trifenatate
severe eosinophilic asthma, EGPA
hypereosinophilic syndrome
asthma/COPD
Seretide/Advair
salmeterol xinafoate/
fluticasone propionate
asthma/COPD
Trelegy Ellipta
fluticasone furoate/
vilanterol trifenatate
umeclidinium bromide
COPD
Major
competitor brands
Patent expiry dates2
US
EU
Stiolto Respimat,
Utibron/Ultibro
Breezhaler,
Duaklir Genuair
Bevespi Aerosphere,
Brimica Genuair
Beclazone, Pulmicort,
Budesonide Gx,
Asmanex, Alvesco
Dymista, Xhance, Nasonex,
Fluticasone Gx
Beclazone, Pulmicort,
Budesonide Gx,
Asmanex, Alvesco
Spiriva Handihaler/
Respimat, Yupelri,
Braltus, Seebri
Breezhaler, Bretaris
Genuair
Xolair, Cinqair,
Fasenra, Dupixent
Symbicort, Foster,
Budesonide/Formetrol Gx
Sirdupla, Dulera
Symbicort, Foster,
Budesonide/Formetrol Gx
Sirdupla, Dulera
Trimbow,
Breztri Aerosphere,
Trixeo Aerosphere,
Enerzair Breezhaler
2027
(NCE)
2027-2030
(device/
formulation)
2021
(NCE)
2027-2030
(device/
formulation)
20211
2029
(NCE)
2022-2026
(device/
formulation)
2023
(NCE)
2022-2026
(device/
formulation)
2023
expired
(Diskus device)
2023-2026
(HFA-device)
expired
(Diskus device)
expired
(HFA-device)
2027
(NCE)
2027-2030
(device/
formulation)
expired3
2025
(NCE)
2027-2030
(device/
formulation)
expired
(Diskus device)
2023-2026
(HFA-device)
2027
(NCE)
2027-2030
(device/
formulation)
2023-2026
(HFA-device)
2029
(NCE)
2022-2026
(device/
formulation)
expired3
2027
(NCE)
2022-2026
(device/
formulation)
expired
(Diskus device)
expired
(HFA-device)
2029
(NCE)
2022-2026
(device/
formulation)
expired
(HFA-device)
Ventolin HFA
albuterol sulphate
asthma/COPD
generic companies
Anti-virals
Valtrex
valaciclovir
genital herpes, coldsores, shingles Prevymis, Valacyclovir Gx,
expired
expired
Valcyte
Central nervous system
Lamictal
lamotrigine
Imigran/Imitrex
Seroxat/Paxil
sumatriptan
paroxetine
Cardiovascular and urogenital
Avodart
dutasteride
epilepsy, bipolar disorder
migraine
depression, various anxiety
disorders
Vimpat, Trokendi XR,
Inovelon
Zomig, Maxalt, Relpax
Trintellix, Aplenzin Viibryd,
Zoloft
expired
expired
expired
expired
expired
expired
benign prostatic hyperplasia
Harnal, Vesomni, Urorec
expired
expired
Anti-bacterials
Augmentin
amoxicillin/clavulanate
potassium
common bacterial
infections
generic products
NA
expired
1 Generic competition commenced in 2017.
2 Includes Supplementary Protection Certificates which were granted in multiple countries in EU and patent term extensions granted in the US.
3 Data exclusivity expires 2025 (EU) and 2027 (US).
258 GSK Annual Report 2020
Pipeline, products and competition continued
Pharmaceutical products, competition and intellectual property continued
Products
Oncology
Zejula
Compounds
Indication(s)
Major
competitor brands
Patent expiry dates2
US
EU
niraparib
ovarian cancer
Lynparza, Rubraca
Blenrep
belantamab mafodotin
relapsed/refractory multiple
myeloma
Sarclisa, Xpovio
Immuno-inflammation
Benlysta, Benlysta
(SC and IV)
belimumab
systemic lupus erythematosus,
lupus nephritis
Lupkynis
2025
2026
2030
(NCE)
2032
2028
(NCE)
2032
HIV
Juluca
Dovato
dolutegravir, rilpivirine
HIV/AIDS
dolutegravir, lamivudine
HIV/AIDS
Selzentry/Celsentri
maraviroc
Tivicay
dolutegravir
Triumeq
dolutegravir, lamivudine
and abacavir
HIV/AIDS
HIV/AIDS
HIV/AIDS
Descovy, Genvoya,
Odefsey, Biktarvy
Descovy, Genvoya,
Odefsey, Biktarvy
Isentress, Intelence,
Prezista
Isentress, Prezista
Symtuza, Reyataz,
Biktarvy
Descovy, Genvoya
Odefsey, Biktarvy
2027
(NCE)
2027
(NCE)
2022
(NCE)
20271
(NCE)
2027
(NCE)
Vaccine products, competition and intellectual property
Products
Bexsero
Boostrix
Compounds
meningococcal group-B
vaccine
diphtheria, tetanus, acellular
pertussis
Infanrix Hexa/Pediarix diphtheria, tetanus, pertussis,
polio, hepatitis B, Haemophilus
influenzae type B (EU)
Cervarix
Fluarix Tetra
FluLaval
Menveo
Prepandrix
Priorix, Priorix Tetra a,b
Varilrix b
Rotarix
Synflorix
HPV 16 & 18 virus like
particles (VLPs), AS04
adjuvant (MPL + aluminium
hydroxide)
split inactivated influenza
antigens (2 virus subtypes A
and 2 subtype B)
split inactivated influenza
antigens (2 virus subtypes A
and 2 subtype B)
meningococcal group A, C, W-
135 and Y conjugate vaccine
derived split inactivated
influenza virus antigen,
AS03 adjuvant
live attenuated measles, mumps,
rubella and varicella vaccine
Human rotavirus RIX4414 strain
conjugated pneumococcal
polysaccharide
Shingrix
zoster vaccine
recombinant, adjuvanted
Indication(s)
Meningitis group B prevention
diphtheria, tetanus, acellular
Pertussis booster vaccination
Prophylaxis against diphtheria,
tetanus, pertussis, polio,
hepatitis B, Haemophilus
influenzae type B (EU)
human papilloma virus
type 16 and 18
seasonal influenza prophylaxis
seasonal influenza prophylaxis
Meningitis group A, C, W-135
and Y prophylaxis
pandemic H5N1 influenza
prophylaxis
measles, mumps, rubella and
chickenpox prophylaxis
Rotavirus prophylaxis
Prophylaxis against invasive
disease, pneumonia,
acute otitis media
herpes zoster
(shingles)
Patent expiry dates2
US
2027
expired
expired
2028
2022
2022
2022
2022
2022
Major
competitor brands
Trumenba
Adacel
Pentacel, Pediacel,
Pentaxim, Pentavac,
Hexaxim, Hexyon
Vaxelis
Gardasil (Silgard)
Intenza, Flumist QIV,
Vaxigrip QIV,
Fluzone QIV,
Fluzone High Dose
Vaxigrip, Mutagrip,
Fluzone, Influvac,
Aggripal, Fluad,
Intenza, Flumist
Nimenrix, Menactra
2025
Aflunov, Vepacel
–
2025
2026
MMR II (M-M-RVaxPro)
Proquad, Varivax
Rotateq
Prevenar (Prevnar)
expired
expired
2022
NA
2026
2026
Zostavax
2026
2026
2029
(NCE)
2029
(NCE)
2023
(NCE)
2029
(NCE)
2029
(NCE)
EU
2028
expired
expired
1 See Note 46 to the financial statements, ‘Legal proceedings’.
2 Includes Supplementary Protection Certificates which were granted in multiple countries in EU and patent term extensions granted in the US.
a Related compounds/indications are measles, mumps and rubella vaccine/prophylaxis
b Related compound is varicella vaccine
GSK Annual Report 2020 259
Investor informationFinancial statementsStrategic reportGovernance and remuneration Pipeline, products and competition continued
Consumer Healthcare products and competition
Brand
Oral health
Sensodyne,
Pronamel
Products
Application
toothpastes, toothbrushes,
mouth rinse
relief of dentinal hypersensitivity.
Pronamel additionally protects
against acid erosion
parodontax/
Corsodyl
toothpaste, daily/medicated
mouthwash, gel and spray
helps stop and prevent
bleeding gums, treats and
prevents gingivitis
Markets
global
global
Polident,
Poligrip,
Corega
Aquafresh
Pain relief
Panadol and
Panadol Cold
& Flu
Voltaren
denture adhesive, denture
cleanser, wipes
improve retention and comfort
of dentures, cleans dentures
global
toothpastes, toothbrushes
mouthwashes
aids prevention of dental cavities,
maintains healthy teeth, gums
and fresh breath
global
tablets, caplets, infant
syrup
paracetamol-based treatment for
headache, joint pain, fever, cold
symptoms
global (except US)
topical gel
non-steroidal, diclofenac based
anti-inflammatory
global
Competition
Colgate Sensitive Pro-Relief,
Colgate-Palmolive
Elmex, Colgate-Palmolive
Oral B, Procter & Gamble
Colgate Total Gum Health,
Colgate-Palmolive
Oral B Gum & Enamel Repair,
Crest Gum Detoxify, Procter & Gamble
Fixodent and Kukident,
Procter & Gamble,
Steradent, Reckitt Benckiser
Colgate, Colgate-Palmolive
Crest, Procter & Gamble
Oral-B, Procter & Gamble
Aspirin, Bayer
Tylenol, Johnson & Johnson
Nurofen, Reckitt Benckiser
Salonpas, Hisamitsu
Aspirin, Bayer
Tylenol, Johnson & Johnson
Nurofen, Reckitt Benckiser
Advil
non-respiratory
range
tablets, caplets, gel caplets,
liquid filled suspension,
drops (children’s)
ibuprofen based treatment for
headache, toothache, backache,
menstrual cramps, muscular
pains, minor pain of arthritis
US, Canada, Brazil,
Colombia, Mexico
Tylenol, Tylenol PM, Tylenol Children’s
Motrin, Motrin Children’s, Johnson &
Johnson Aleve, Aleve PM, Bayer
Vitamins, minerals and supplements
Centrum
tablets, gummies,
capsules, chewables
Caltrate
Emergen-C
tablets, gummies,
soft chews
powder, gummies
vitamin supplement
calcium supplement
global
global
immune support dietary
supplement
US, Canada
Nutralite, Infinitus Cheong-Kwan-Jung,
By-Health, Nature Made, Herbalife, Swisse
Citracal, Bayer, OS-Cal, Nature Made and
private label
Airborne, Reckitt Benckiser
Zicam, Church & Dwight
Nature made, Pharmavite
Sambucol, Healthcare Brands International
Ester-C, American Health
Respiratory health
Otrivin
nasal spray
nasal decongestant
Germany, Netherlands,
Norway, Russia, Sweden
Afrin, Bayer, Nasivin, Proctor & Gamble,
Tyzine, Johnson & Johnson
Theraflu
hot liquids, tablets, syrups
cold and flu relief
Russia, Poland, US
Advil Respiratory
Cold and Flu, Advil
Respiratory Allergy
Flixonase/Flonase
Piriton
Robitussin
tablets
allergy relief and cold & flu
relief
nasal spray, tablets
allergy relief
US, China, UK, Ireland
syrup, tablets
cough/cold
US, Canada, Singapore,
Philippines, Australia
Digestive health and other
Zovirax
Abreva
topical cream and
non-medicated patch
lip care to treat and prevent
the onset of cold sores
global
Tylenol Cold & Flu, Johnson & Johnson
Mucinex, Reckitt Benckiser
Lemsip, Reckitt Benckiser
Tylenol Cold & Flu, Johnson & Johnson,
Lemsip, Mucinex, Reckit Benckiser
Claritin, Bayer, Allegra, Sanofi
Zyrtec, Johnson & Johnson
Mucinex, Reckitt Benckiser
Dimetapp, Foundation Consumer
Healthcare
Compeed, Johnson & Johnson
Carmex, Carma Labs
Blistex, Blistex Incorporated
retail own label
ChapStick
lip balm
protect, moisturise, prevent and
soothe chapped lips
global
Blistex, Burt’s Bees, Carmex, Carma Labs,
EOS, Nivea, Beiersdorf, Vaseline, Unilever
ENO
Tums
effervescent
chewable tablets
immediate relief antacid
immediate relief antacid
global (except US)
US
Nicorette (US),
NicoDerm, Nicotinell
(ex. Australia)
lozenges, gum and
trans-dermal patches
treatment of nicotine withdrawal
as an aid to smoking reduction
and cessation
global
260 GSK Annual Report 2020
Estomazil, Hypermarca, Gelusil
Alka-Seltzer, Bayer
Gaviscon, Reckitt Benckiser
Rolaids, Sanofi
Nicorette, Johnson & Johnson
NiQuitin, Perrigo
Principal risks and uncertainties
We outline below the principal risks and uncertainties relevant
to GSK’s business, financial condition and operations that may
affect our performance and ability to achieve our objectives.
These are the risks that we believe could cause our actual
results to differ materially from expected and historical results.
manufacturing, testing, approval, distribution, sales and
marketing of pharmaceutical, vaccine and consumer healthcare
products. These affect the cost of product development, the
time required to reach the market and the likelihood of doing
so successfully on an uninterrupted basis.
In 2020 Board oversight was extended beyond the Audit & Risk
Committee, to include more involvement from the Corporate
Responsibility Committee and Science Committee. These
committees considered GSK’s risks and the strategies used to
address them. In doing so they drew on annual business unit
risk and assurance update reports, strategy papers for our most
significant risks, and the Corporate Executive Team’s (CET’s)
annual risk review.
During the year we further developed our risk management
framework, moving from annual to quarterly upwards reporting
for most of our principal risks. This has enabled the Risk
Oversight and Compliance Council to oversee risk in a more
dynamic way. We continued to evolve how we report new and
emerging risks and external environmental insights. We also
made reporting more data driven, with key risk indicators
enabling more agile risk management strategies. In addition,
risks and mitigations relating to COVID-19 were incorporated
within our most significant risks, to complement the pandemic
risks identified and managed by the Global Issues Management
Team and reported to the CET.
We are required to comply with a broad range of laws and
regulations which apply to the research and development,
As rules and regulations change, government interpretation
evolves, and our business activities develop, the nature of a
particular risk may also alter. Changes to certain regulatory
regimes may be substantial. Any alteration in, and failure to
comply with, applicable laws and regulations could materially
and adversely affect our financial results.
Similarly, our global business exposes us to litigation and
government investigations, including but not limited to product
liability litigation, patent and antitrust litigation and sales and
marketing litigation. Litigation and government investigations,
including related provisions we may make for unfavourable
outcomes and increases in related costs such as insurance
premiums, could also materially and adversely affect our
financial results.
More detail on the status and various uncertainties in our
significant unresolved disputes and potential litigation is set
out in Note 46 ‘Legal proceedings’.
UK regulations require a discussion of the mitigation activities
a company takes to address principal risks and uncertainties.
Below is a description of each of our principal risks with a
summary of the activities that we take to manage each risk across
our businesses. They are not listed in order of significance.
Patient safety
Risk definition
Failure to appropriately collect, review, follow up, or report
human safety information (HSI), including adverse events from
all potential sources, and to act on any relevant findings in a
timely manner.
Risk impact
Our ability to effectively collect, manage and analyse safety
information associated with our products enables us to conduct
robust safety signal detection activities. This, in turn, ensures
we make decisions based on the most up-to-date risk/benefit
profile of our products and take all appropriate measures to
safeguard patients and consumers. If we do not effectively
manage risks to our patient safety activities, the most serious
repercussion could be harm to patients. This could also lead to
reputational damage, product-related litigation, governmental
investigation and regulatory action, including fines, penalties
and even the loss of product marketing authorisation.
Context
Our licence to operate depends on our compliance with global
pharmacovigilance requirements. We are fully accountable for
safeguarding patients and complying with global regulations.
However, we augment our pharmacovigilance capabilities by
using third parties, and continue to seek innovative solutions
(e.g., automation and machine learning) for improved patient
safety management through more efficient, reliable and
accurate data collection and interrogation.
We collect information on the safety and efficacy of our
products in humans during clinical development and gain more
comprehensive information on real-world use once our products
are on the market. Safety information is not only obtained by our
own ongoing safety surveillance activities; external parties also
analyse publicly-available clinical trial results or other data.
The variety of sources and the increasing volume of safety
data in the setting of variable and complex global regulations
present new and evolving challenges to how we conduct
pharmacovigilance. For example, we must collect sensitive
health information to develop robust product safety profiles
while ensuring adherence to increasingly stringent global
privacy regulations and remaining vigilant to the threat of
cyberattacks.
As a result of the COVID-19 pandemic, GSK’s Safety
organisation and our third parties quickly and effectively
adopted new ways of working which did not impact patient
safety. However, the urgent need for effective treatment and
prevention of COVID-19, and the political discourse around
developing such treatment and prevention, increased regulatory,
governmental and public scrutiny on how our industry ensures,
through development and regulatory measures, the safety and
efficacy of medicines and vaccines. This environment could
undermine regulatory, governmental and public trust in
medicines for treating COVID-19. This may, in turn, negatively
influence healthcare decisions for other diseases, leading to
reputational damage or product liability lawsuits.
GSK Annual Report 2020 261
Investor informationFinancial statementsStrategic reportGovernance and remuneration Principal risks and uncertainties continued
Patient safety continued
Mitigating activities
Our Chief Medical Officer (CMO) is accountable for the Patient
Safety enterprise risk and human safety matters, in collaboration
with the Head of Global Safety and with support from business
unit-specific CMOs. A cross-enterprise safety governance
board oversees implementation of our control framework,
including risk management. A Global Safety Board and
subsidiary business unit-specific product safety boards ensure
that human safety is addressed proactively throughout a
product’s lifecycle.
Our global policy on management of human safety information
requires that all employees immediately report issues relating to
the safety of our products. Our Third-Party Oversight framework
ensures that third parties at risk of encountering human safety
information are identified and trained appropriately.
Safety information for all products and from all sources is
collected, processed, reported, analysed and followed up in
compliance with global regulations. This information allows us to
detect safety signals for our products and take timely action on
information that changes a product’s risk/benefit profile.
Product quality
Risk definition
Failure by GSK, its contractors or suppliers to ensure:
– Appropriate controls and governance of quality in product
development;
– Compliance with good manufacturing practice or good
distribution practice regulations in commercial or clinical
trials manufacture and distribution activities;
– Compliance with the terms of GSK product licences and
supporting regulatory activities.
Risk impact
A failure to ensure product quality could have far reaching
implications in patient and consumer safety, product launch
delays, drug shortages and product recalls, as well as having
regulatory, legal and financial consequences. These could
materially and adversely affect GSK’s reputation and financial
results.
Context
The external environment for product quality remains
challenging.
The European Medicines Agency (EMA) is about to implement
two new sets of requirements. In May 2021, EMA regulations
covering the licensing of medical devices will become effective.
The new Annex 1 Guidance for the Manufacture of Sterile
Medicinal Products is also due for release. GSK is preparing to
implement both sets of requirements.
We are reviewing the manufacturing processes for all products
to identify the risks for the presence of nitrosamine impurities,
to comply with updated regulatory requirements. This work will
continue through 2021. Where necessary we will mitigate any
identified risks.
262 GSK Annual Report 2020
Proposed actions are discussed with regulatory authorities
and can include updating the prescribing information,
communicating with healthcare providers, restricting product
prescribing/availability to help assure safe use, and carrying out
further clinical trials. In certain cases, it may be appropriate to
stop clinical trials or to withdraw a product from the market.
In 2020 we embedded changes to our central and local safety
departments, with increased support for core pharmacovigilance
activities from third-party vendors. Our operating model was
tested by the pandemic and, while areas for improvement were
identified in terms of vendor flexibility and capacity, we adapted
quickly and were at full operational capacity in the second half of
the year with no impact on patient safety. We are implementing a
new safety signal management tool, have leveraged automation
where possible for case processing, and are preparing for the
integration of the Pfizer Consumer Healthcare safety database.
In 2021 we will further refine the global Pharmacovigilance
organisation to deliver additional efficiencies, including a focus
on advancing innovation and automation.
GSK is increasingly using new technology to enhance the
manufacture and testing of our products, for example, we are
continuing to deploy new electronic documentation systems
and advanced laboratory information management tools. The
threat of cyberattacks remains a key risk to the integrity of
product quality data and its audit trail.
Significant changes are taking place in GSK as we implement
our new organisational alignments and strategy. These changes
are assessed by our quality organisations to make sure our
quality procedures and governance can facilitate the strategy,
while also ensuring that no unintended consequences increase
our product quality risk.
Mitigating activities
An extensive global network of quality and compliance
professionals, from site to senior management level, is aligned
with each business unit to provide oversight and assist with the
delivery of quality performance and operational compliance.
Such management oversight is accomplished through a
hierarchy of quality councils, an independent chief product
quality officer and a global product quality office that oversee
product quality risk across the company.
We have developed and implemented a single quality
management system that defines the quality standards and
systems for our businesses associated with pharmaceutical,
vaccine and consumer healthcare products, and for clinical trial
materials. This system has a broad scope and is applicable
throughout the product lifecycle, from R&D to mature
commercial supply. It is augmented by a consolidation of
numerous regulatory requirements from markets across the
world, which assures it meets external expectations for product
quality in the markets we supply. Our system is based on the
internationally-recognised principles from the ICH Q10
pharmaceutical quality system framework.
Principal risks and uncertainties continued
Product quality continued
Our quality management system is routinely updated to ensure
it keeps pace with the evolving external regulatory environment
and new scientific understanding of our products and
processes. As part of our drive to continually improve the
operational deployment of our quality management system, we
are making our policies and procedures simpler to understand
and implement and adopting innovative tools to give a more
user-friendly experience. Staff members are regularly trained
in regulatory expectations and learnings from inspections and
existing procedures to ensure continued maintenance of
Current Good Manufacturing Practice standards.
We have implemented a risk-based approach to assessing and
managing third party suppliers that provide materials used in our
finished products. Contract manufacturers that make our
products are expected to comply with GSK standards and are
regularly audited to provide assurance that they do.
Product incident committee processes are in place to
investigate product issues and make recommendations on
remediation activities including, where necessary, the recall of
products to protect patients and consumers. An established
complaint process also ensures GSK responds appropriately
to product quality issues raised by patients and customers.
Independent functions review and triage allegations of non-
compliance or misconduct received through formal and informal
‘Speak Up’ channels. Global disciplinary and enforcement
procedures apply to any breaches of our standards, and are
initiated, as appropriate, following investigations.
We leverage key risk indicators to support risk management
activities and provide GSK’s Corporate Executive Team and
Risk Oversight and Compliance Council with an integrated
assessment of product quality performance.
Financial controls and reporting
Risk definition
Failure to comply with current tax laws or incurring significant
losses due to treasury activities; failure to report accurate
financial information in compliance with accounting standards
and applicable legislation.
Risk impact
Non-compliance with existing or new financial reporting and
disclosure requirements, or changes to the recognition of income
and expenses, could expose GSK to litigation and regulatory
action and could materially and adversely affect our financial
results. In the current global pandemic, there can be significant
changes at short notice. Failure to comply with changes in the
substance or application of the laws governing transfer pricing,
dividends, tax credits and intellectual property could also
materially and adversely affect our financial results.
Inconsistent application of treasury policies, transactional or
settlement errors, or counterparty defaults could lead to
significant losses.
Context
We are required by the laws of various jurisdictions to publicly
disclose our financial results and events that could materially
affect the Group’s financial results. Regulators routinely review
the financial statements of listed companies for compliance with
new, revised or existing accounting and regulatory requirements.
We believe that we comply with the appropriate regulatory
requirements concerning our financial statements and the
disclosure of material information, including any transactions
relating to business restructuring such as acquisitions and
divestitures. However, should we be subject to an investigation
into potential non-compliance with accounting and disclosure
requirements, this could lead to restatements of previously-
reported results and significant penalties.
Our Treasury group deals daily in high value transactions, mostly
foreign exchange and cash management transactions. These
transactions involve market volatility and counterparty risk.
The Group’s effective tax rate reflects the locations of our
activities and the value they generate, which determine the
jurisdictions in which profits arise and the applicable tax rates.
These may be higher or lower than the UK statutory rate and
may reflect regimes that encourage innovation and investment
in R&D by providing tax incentives which, if changed, could
affect GSK’s tax rate. In addition, the worldwide nature of our
operations means that our cross-border supply routes,
necessary to ensure supplies of medicines into numerous
countries, can result in conflicting claims from tax authorities as
to the profits to be taxed in individual countries. This can lead to
double taxation, with profits taxed in more than one country.
The complexity of tax regulations also means that we may
occasionally disagree with tax authorities on the technical
interpretation of a particular area of tax law. The tax charge
included in our financial statements is our best estimate of tax
liability pending any audits by tax authorities.
We expect there to be a continued focus on tax reform, driven
by initiatives of the OECD and the EC to address the tax
challenges arising from digitalisation of the economy. Together
with domestic initiatives around the world, these may result
in significant changes to established tax principles and an
increase in tax authority disputes. Regardless of their merit
or outcomes, these may be costly, divert management attention
and adversely impact our reputation and relationship with key
stakeholders.
GSK Annual Report 2020 263
Investor informationFinancial statementsStrategic reportGovernance and remuneration Principal risks and uncertainties continued
Financial controls and reporting continued
Mitigating activities
Financial results are reviewed and approved by regional
management, before being reviewed by GSK’s Group Financial
Controller and Chief Financial Officer (CFO). This allows our
Financial Controller and CFO to assess the evolution of the
business over time, and to evaluate its performance to plan.
Significant judgements are reviewed and confirmed by senior
management. Technical or organisational transformation, newly
acquired activities and external risks, such as the COVID-19
pandemic, are integrated into risk assessments and appropriate
controls and reviews are applied.
We maintain a control environment designed to identify material
errors in financial reporting and disclosure. The design and
operating effectiveness of key financial reporting controls are
regularly reviewed by management and tested by external third
parties. A minimum standard control set is in place for all
finance locations, irrespective of size, which is reviewed by
management and monitored independently. This provides us
with the assurance that controls over key financial reporting and
disclosure processes have operated effectively. Our Global
Finance Risk Management and Controls Centre of Excellence
provides extra support during significant transformations,
such as system deployment or management/structural
reorganisations. We also add operational resources to ensure
processes and controls are maintained during such changes.
We have introduced additional risk mitigation by amending the
programme timelines of system upgrades to optimise delivery.
The Disclosure Committee, reporting to the Board, reviews
GSK’s quarterly results and annual report and, in consultation
with its legal advisors, throughout the year determines whether
it is necessary to disclose publicly information about the Group
through stock exchange announcements. We keep up-to-date
with the latest developments in financial reporting requirements
by working with our external auditor and legal advisors.
The Treasury management group meets regularly to seek to
ensure that liquidity, interest rate, counterparty, foreign currency
transaction and foreign currency translation risks are all
managed in line with the conservative approach detailed in the
associated risk strategies and policies adopted by our Board.
Counterparty exposure is subject to defined limits approved by
the Board for both credit rating and individual counterparties.
A corporate compliance officer, operating independently of
Treasury, oversees Treasury’s role in managing counterparty
risk in line with agreed policy. Further details on mitigation of
Treasury risks can be found on pages 214 to 217, Note 43
‘Financial instruments and related disclosures’.
GSK manages tax risk through robust internal policies,
processes, training and compliance programmes. We seek to
maintain open and constructive relationships with tax authorities
worldwide. We monitor government debate on tax policy in our
key jurisdictions so that we can understand and share an
informed point of view regarding any potential future changes in
tax law. Where relevant, we provide pragmatic and constructive
business input to tax policy makers, either directly or through
industry trade bodies. This includes advocating reform to
support economic growth and job creation, as well as the
needs of our patients and other key stakeholders. We submit
significant tax decisions to our Tax Governance Board which
meets quarterly and is made up of senior GSK Finance
employees.
Our tax affairs are managed on a global basis by a team of tax
professionals, led by the Global Head of Tax, who work closely
with the business on a day-to-day basis. The Global Tax team
is suitably qualified for the roles they perform, and we support
their training needs so they can provide up to date technical
advice in line with their responsibilities.
We submit tax returns according to statutory time limits and
engage proactively with tax authorities to seek to ensure our tax
affairs are current, entering into continuous audit programmes
and advance pricing agreements where appropriate. These
arrangements provide long-term certainty for both tax
authorities and GSK over the tax treatment of our business,
based on full disclosure of all relevant facts. We seek to resolve
any differences of interpretation in tax legislation with tax
authorities in a cooperative manner. In exceptional cases, we
may have to resolve disputes through formal proceedings.
264 GSK Annual Report 2020
Principal risks and uncertainties continued
Anti-bribery and corruption (ABAC)
Risk definition
The ABAC risk comprises five sub-risk areas:
– Bribery of public officials by GSK;
– Bribery of commercial and other non-public entities by GSK;
– Bribery by third parties acting on behalf of GSK;
– GSK employees receiving and/or requesting bribes and/or
other undue personal benefit;
– Other corruption-non-compliance with laws and regulations
related to money laundering or facilitation of tax evasion by
third parties/clients/partners.
Risk impact
Failure to mitigate this risk could expose the Group and
associated persons to governmental investigation, regulatory
action, and civil and criminal liability and may compromise the
Group’s ability to supply its products under certain government
contracts. In addition, failure to prevent bribery or corruption
could have substantial implications for GSK’s reputation and the
credibility of senior leaders and might erode investor confidence
in our governance and risk management. It could also lead to
legal and financial penalties.
Context
The overall environment for ABAC remains challenging.
Countries are holding individuals, as well as corporations,
accountable by increasing the employer duty of care.
Divergence of legislation, increasing political protectionism,
social inequality and pricing pressures are making compliance
harder. Society is holding corporations to ever higher standards,
with technology providing a rapid and anonymous avenue for
dissemination of previously confidential information and even
for damaging false reports.
Enforcement actions and penalties have increased across
the globe with the focus on use of third-party intermediaries.
Proposed EU legislation would require businesses to carry
out due diligence on potential human rights and related-
environmental impacts of their operations and supply chains,
imposing a legal standard of care. In addition, the impact of
COVID-19 on businesses, including disruptions in
manufacturing, the supply chain, import/export and travel,
etc., could increase the risk of bribery and corruption.
Supportive aspects of the external environment include an
increase in transparency and collaboration among enforcement
authorities with the aim of reducing bribery and corruption
globally. Advances in technology are also providing better
platforms to streamline processes and detect potential issues.
Mitigating activities
We have an enterprise-wide ABAC programme designed to
ensure compliance with our ABAC policies and mitigate the risk
of bribery and corruption. It builds on our business standards,
values and expectations to form a comprehensive and practical
approach to compliance that is flexible to the evolving nature of
our business.
Programme governance is provided through enterprise risk
management overseen by GSK’s ABAC Governance Board
which includes representation from key functional areas.
We have appropriate controls in place around transactions
and payments to third parties, such as training, awareness
raising and strong monitoring. We plan to continue with pre-
and post-transaction ABAC due diligence, to increase the
capabilities in the business on monitoring, oversight and red
flag resolution of third parties, and to review controls and
accountabilities of government officials. We continue to assess
and understand our money laundering risk exposure and
mitigate any existing risk.
Our Code of Conduct, values and expectations, and
commitment to zero tolerance towards bribery and corruption
are integral to how we mitigate this risk. In light of the complexity
and geographic breadth of the risk, we constantly evolve our
oversight of activities and data; reinforce to our workforce
GSK’s clear expectations regarding acceptable behaviours;
and maintain regular communications between the centre and
local markets.
Our ABAC programme is built on best in class principles and is
subject to ongoing review and development. It provides us with
the basis from which we seek to manage the risk from both top
down and bottom up. For example, the programme comprises
top-level commitment from our Board and leadership, and a
data analytics programme to create and embed local key risk
indicators to enable targeted intervention and risk management
activities.
The programme is underpinned by a global ABAC policy,
and other written standards, that address commercial and
other practices that give rise to ABAC risk. In addition, the
programme mandates enhanced controls over interactions
with government officials and during business development
transactions. Controls in our ABAC policy establish due
diligence requirements for the engagement of third parties.
We have a dedicated team responsible for the implementation
and evolution of the ABAC programme in response to
developments in the internal and external environment. The
ABAC team continually works with other groups across the
enterprise to address and improve controls and monitoring
requirements. The team’s work is complemented by
independent oversight and assurance from the Audit and
Assurance and independent business monitoring teams.
Issues identified during oversight and assurance exercises,
and from investigations, are used to identify areas for specific
intervention in the markets and to continuously improve the
programme.
We periodically provide mandatory ABAC training to employees
and relevant third parties in accordance with their roles and
responsibilities and the risks they face.
We continually benchmark our ABAC programme against
those of other large multinational companies and use external
expertise and internal insights to drive improvements.
Formal and informal ‘Speak Up’ channels are available to report
misconduct or non-compliance. Allegations of non-compliance
are reviewed and triaged by the central investigations team and
allocated for investigation as appropriate.
GSK Annual Report 2020 265
Investor informationFinancial statementsStrategic reportGovernance and remuneration Principal risks and uncertainties continued
Commercial practices and pricing
Risk definition
Failure to engage in commercial activities that are consistent
with the letter and spirit of the law, industry regulations, or
the Group’s requirements relating to sales and promotion of
our medicines and vaccines; appropriate interactions with
healthcare professionals/organisations and patients; legitimate
and transparent transfers of value; and pricing and competition
(or antitrust) regulations in commercial practices, including
trade channel activities and tendering business.
Risk impact
Failure to engage in commercial activities that are consistent
with the letter and spirit of the law, industry regulations, or
the Group’s requirements relating to sales and promotion of
medicines and vaccines; with appropriate interactions with
healthcare professionals (HCPs), organisations and patients;
with legitimate and transparent transfers of value; and with
pricing and competition (or antitrust) regulations in commercial
practices, including trade channel activities and business
tendering, could, materially and adversely affect our ability to
deliver our strategy and long term priorities. Additionally, it may
result in incomplete awareness of the risk/benefit profile of our
products and possibly suboptimal treatment of patients and
consumers; governmental investigation, regulatory action and
legal proceedings brought against the Group by governmental
and private plaintiffs which could result in government
sanctions, and criminal and/or financial penalties. Any practices
that are found to be misaligned with our values could also result
in reputational harm and dilute trust established with external
stakeholders.
Context
We continue to evolve our business operations to operate
globally in a highly regulated and extremely competitive
biopharma industry, where our peers may make significant
product innovations and technical advances and intensify price
competition. In the Consumer Healthcare marketplace, where
our partners are classic retail, pharmacies and, increasingly,
online platforms, we face similarly robust competition. In this
challenging environment, to achieve our strategic objectives,
we must continue to develop commercially viable new products
and deliver additional uses for existing products that address
the needs of patients, consumers, HCPs and payers.
In common with other pharmaceutical, vaccine and consumer
healthcare companies we are embracing opportunities in an
evolving digital landscape while facing uncertain market
conditions due to the global COVID-19 pandemic and
continued downward price pressure in major markets.
Developing new pharmaceutical, vaccine and consumer
healthcare products is a costly, lengthy and uncertain process.
A candidate product may fail at any stage, including after the
investment of significant economic and human resources. Our
competitors’ products or pricing strategies, or our potential
failure to develop commercially successful products or deliver
additional uses for existing products, could materially and
adversely affect our ability to achieve GSK’s strategic
objectives.
266 GSK Annual Report 2020
We are committed to the ethical and responsible
commercialisation of our products in support of our purpose to
improve the quality of human life by enabling people to do more,
feel better, and live longer. To accomplish this purpose, we
engage the healthcare community in various ways to provide
important information about our medicines and vaccines.
By promoting our approved products, we seek to ensure that
HCPs globally have access to the information they need, that
patients and consumers have the facts and products they
require, and that products are prescribed, recommended or
used in a manner that provides maximum healthcare benefits.
We are committed to communicating information related to our
approved products in a responsible, legal and ethical manner.
Mitigating activities
Our strategic objectives are designed to ensure we achieve our
purpose. We continue to strive for new product launches that
are competitive and resourced effectively, and to ensure that a
healthy proportion of Group sales come from new products or
innovations.
By establishing new products that meet the price expectations
of patients, consumers, HCPs, payers, shareholders and the
community we are able to maintain a strong global business and
remain relevant to the needs of patients and consumers. Our
values and behaviours provide a guide for how we lead and
make decisions. We constantly strive to do the right thing and
deliver quality products and sustain reliable supply to meet
customer needs. In doing so, we seek to ensure our actions
reflect GSK’s values, behaviours and purpose.
GSK has acted to enhance and improve our policies and
standards, application of data analytics and our channel
activities. We have developed policies to support the strong
growth of our Consumer Healthcare internet channels and digital
marketing activities, using artificial intelligence-powered tools to
improve the oversight of more than 700 GSK websites. We have
also improved the control framework around reporting of adverse
events in the digital space by upgrading our customer service.
We have policies and standards governing commercial activities
that we undertake or are carried out on our behalf. We have
implemented training of all relevant employees to support the
evolution of our activities. All our commercial activities
worldwide must conform to high ethical, regulatory, and industry
standards. Where local standards differ from global ones, we
apply those that are most stringent. Where the standards of an
acquired company or joint venture partner differ from our global
standards, we will remediate legacy policies and implement
revisions so they align.
Our Consumer Healthcare business has harmonised policies
and procedures, to guide regional and global commercial
practice processes, and clarified applicable standards for
operations in the markets in which we operate. We are also
reducing our number of export hubs from more than 20 to five,
complemented by a specific control framework for their activity.
In China we have developed a specific promotion code, to
enable responsible business growth and employee behaviour. In
2020 we trained more than 1,800 employees in the new code.
Principal risks and uncertainties continued
Commercial practices continued
GSK’s Pharmaceuticals, Consumer Healthcare and Vaccines
businesses have adopted our internal control framework to
support its assessment and management of risks. Business unit
risk management and compliance boards, that manage risks
across in-country business activities, oversee commercial
activities and their monitoring programmes. We continue to
improve the framework and culture of our compliance
processes.
All promotional materials and activities must be reviewed and
approved according to our policies and standards and
conducted in accordance with local laws and regulations; these
requirements seek to ensure that such materials and activities
fairly represent the Group’s products or services. Consumer
Healthcare has deployed a new copy approval tool to improve
controls over important promotional activity. Where necessary,
in the event of misconduct, we have disciplined employees, up
to and including termination of contract, and clawed back
remuneration from senior management.
We have continued to evolve our incentive programme for
Pharmaceuticals and Vaccines sales representatives to better
recognise and reward individual effort. In specialty care, for
example, the capped variable pay element of representatives’
compensation is evaluated on the basis of individual sales
Non-promotional engagement
Risk definition
Failure to engage in non-promotional activities that are
consistent with external regulations, internal policies, and
GSK values regarding scientific engagement with healthcare
professionals and patients, including i) communications relating
to our medicines or associated disease areas; ii) appropriate
conduct of interactions; and iii) legitimacy and transparency of
those interactions.
Risk impact
Without controls in place, the risk could result in reputational
damage, governmental or regulatory investigations (e.g.,
regarding real, perceived or disguised promotion including
off-label and prior-authorisation promotion, and real or
perceived provision of medical advice), criminal investigations
and penalties, civil litigation or competitor complaints affecting
our financial results and reducing the trust of the general public,
patients, healthcare professionals, payers, regulators and
governments. At the same time, failure to engage fully and
appropriately could also result in reputational damage, patient
harm and financial loss.
targets. This approach, which has been implemented in more
than 30 markets, is supported by a comprehensive training,
control, and monitoring framework to ensure full alignment with
GSK’s values-based approach to HCP engagement.
We allow fair market value payments to be made by GSK to
expert practitioners to speak about our innovative medicines
and vaccines in most countries in North America, Europe and
Asia Pacific during a restricted time period in a product’s
lifecycle. Controls and training ensure appropriate oversight
across markets. Where permitted we report payments to
individual HCPs as part of our commitment to transparency and
responsible disclosure.
Consumer Healthcare has been a key driver in the development
of an ethical code for the Global Self-Care Federation, setting
principles for promotion to healthcare practitioners and
pharmacy staff.
GSK is committed to complying with all applicable sanctions
laws and regulations and has deployed a programme to enable
management of sanctions risk. The programme, led by GSK
Finance, is made up of various systems and controls including,
but not limited to, policies and procedures, training and
awareness, screening, monitoring and risk reporting.
Context
Non-promotional engagements are diverse activities directed at
healthcare professionals, as well as patients, payers and other
stakeholders. They aim to improve patient care through the
exchange or provision of knowledge on the use of GSK
medicines and vaccines and about related diseases. Non-
promotional engagement with external stakeholder groups is
vital to GSK, as a research-based healthcare company, and
necessary for scientific and medical advances. We expect our
non-promotional activities to be scientifically sound and
accurate, conducted ethically and transparently and compliant
with applicable codes, laws and regulations. However, non-
promotional engagements are largely unregulated. Therefore,
measured risk taking, rooted in sound values, and principles-
based decision making, training, communication and monitoring
are key to managing the risk and enabling full and appropriate
engagement.
GSK Annual Report 2020 267
Investor informationFinancial statementsStrategic reportGovernance and remuneration Non-promotional engagement continued
Mitigating activities
Our Chief Medical Officer (CMO) oversees all non-promotional
engagement as enterprise risk owner.
The GSK Code of Practice is the key internal policy for non-
promotional engagement activities. These activities include,
among others, scientific interactions, support of medical and
disease education, advice seeking, scientific communication of
our research, and disease awareness for the general public. In
2020 we launched a revised Code of Practice supported by
revised Standard Operating Procedures, in order to become a
more agile and innovative organisation.
Privacy
Risk definition
The failure to collect, secure, use and destroy Personal
Information (PI) in accordance with data privacy laws can lead
to harm to individuals (e.g. financial, stress, prejudice) and GSK
(e.g. fines, operational, financial and reputational).
Risk impact
Non-compliance with data privacy laws globally could lead to
harm to individuals and GSK. It could also damage trust
between GSK and individuals, communities, business partners
and government authorities.
Many countries have increased the enforcement powers of
their data protection authorities by allowing them to impose
significant fines, impact cross-border data flows, or temporarily
ban data processing. Many new country laws also give
individuals the right to bring collective legal actions against
companies like GSK for failure to comply with data privacy laws.
Context
Data privacy legislation is diverse with limited harmonisation or
simplification. It is challenging for multinationals to standardise
their approach to compliance with data privacy laws.
Governments are enforcing compliance with data privacy laws
more rigorously. The focus on the ethical use of personal
information is growing, over and above compliance with data
privacy laws, due to an increase in the volume of data
processed and advances in technology.
Workforce protection and effective privacy controls for research
during the COVID-19 pandemic are creating unique challenges.
Additionally, new data privacy laws, enforcement activities and
court decisions – like the Court of Justice of the European
Union ruling for Schrems II – are creating uncertainties for
international data transfers and potential localisation
requirements.
268 GSK Annual Report 2020
In 2020 COVID-19 resulted in a significant increase in virtual
engagements (e.g., with external experts, advisory boards,
patient advocacy, patient engagements and congresses). We
further modernized our practices and applied our internal
principles and policies to this rapidly changing and growing
environment. We are evolving our employee training so that our
people understand the risk associated with non-promotional
activities, and conduct them in compliance with GSK’s values
and policies, local laws and regulations. This training must be
extended to third parties who support non-promotional activities
to ensure they also understand and comply with the risk
mitigation to ensure non-promotional activities are not, or
do not appear as, promotion. We continue to build effective
management monitoring systems and apply key risk indicators
for managing non-promotional engagement.
Mitigating activities
The Group’s Chief Compliance Officer is also the chair of our
Privacy Governance Board, which oversees GSK’s overall
data privacy operating model. Each GSK business area has
appointed a risk owner accountable for overseeing its privacy
risks, who is supported by privacy leaders within their business.
In some countries data privacy laws require a data protection
officer (DPO) to be appointed. GSK has appointed a single
DPO for the EU, who is represented and supported in specific
countries by country privacy advisors.
Our Chief Compliance Officer is GSK’s enterprise risk owner
(ERO). The ERO has appointed a delegate risk owner, the
global privacy officer (GPO), who has day-to-day accountability
for designing and implementing the control framework.
The GPO co-leads the cross-functional Privacy Centre of
Excellence, together with the Global Privacy Counsel. They
are supported by privacy officers, privacy counsel, and multiple
country privacy advisors (who are familiar with local privacy
regulations).
GSK has evolved the initial control framework implemented
for the EU General Data Protection Regulation into a
comprehensive privacy control framework, based on global
privacy principles common across the global privacy landscape.
This global framework has been deployed in countries exhibiting
a need for such a comprehensive framework, based on factors
like robust local privacy legislation, established data protection
authorities, and GSK footprint. Beyond those countries, we
have started preparations to involve, resource and educate the
employees in remaining undeployed countries with a GSK
footprint.
Our Privacy Centre of Excellence is responsible for:
– operating and improving the centralised global privacy control
framework;
– continuously assessing and providing relevant and
proportionate controls and aid to non-deployed markets;
Principal risks and uncertainties continued
Privacy continued
Privacy continued
– monitoring new, or changing, laws and adapting the privacy
framework accordingly; and
– deploying a comprehensive training programme to drive
greater awareness and accountability for managing personal
information across the entire organisation.
We certify key GSK privacy network roles with an accredited
international privacy association.
Research practices
We continuously improve our processes, such as issue
identification, reporting and handling, through monitoring.
The Privacy Centre of Excellence is involved in new business
development opportunities at an early stage to ensure
appropriate due diligence is performed and the right steps
are taken when onboarding or splitting off a business unit.
Risk definition
Research Practices risk is the failure to adequately conduct
ethical and sound pre-clinical and clinical research. In addition,
it is the failure to engage in scientific activities that are
consistent with the letter and spirit of the law and industry, or
the Group’s requirements. It comprises the following sub-risks:
Non-Clinical & Laboratory Research; Human Subject Research;
Data Integrity; Care, Welfare & Treatment of Animals; Human
Biological Samples Management; Data Disclosure; Regulatory
Filings & Engagement; and Patents.
The integrity and governance of our data is essential to success
in all stages of the data lifecycle, including design, generation,
recording and management, analysis, reporting, storage and
retrieval. Our R&D data are governed by legislation and
regulatory requirements. Data and supporting documents are
core components at various stages of pipeline progression
decision making and form the content of regulatory
submissions, publications and patent filings. Poor data integrity
and governance could compromise GSK’s R&D efforts and
negatively impact our reputation.
Risk impact
The potential impacts of the risk include harm to human subjects,
reputational damage, failure to obtain the necessary regulatory
approvals for our products, governmental investigation, legal
proceedings brought against the Group by governmental and
private plaintiffs (product liability suits and claims for damages),
loss of revenue due to inadequate patent protection or inability
to supply GSK products, and regulatory action such as fines,
penalties, or loss of product authorisation. Any of these could
materially and adversely affect our financial results and damage
the trust of patients and customers.
There are innate complexities and interdependencies in
regulatory filings, particularly given our global R&D footprint.
Ever changing and increasingly stringent submission
requirements continue to increase the complexity of worldwide
product registration. The supply of GSK medicines to patients
is dependent on the ongoing compliance and maintenance of
licences across many geographies, whose requirements and
timelines differ. The secure management of the high volume of
lifecycle changes to these licences, and their renewal, is critical
to compliant supply. Failure to maintain our licences will directly
impact patients and company revenue.
Context
Research involving animals can raise ethical concerns. In many
cases, however, research in animals is the only way to
investigate the effects of a potential new medicine in a living
body other than in humans. Animal research provides critical
information about the causes and mechanisms of diseases and
therefore remains a vital part of our research. We continually
seek ways in which we can minimise our use of animals in
research, development and testing, while complying with
regulatory requirements and reducing the impact on the animals
used.
Human subject research, including clinical trials in healthy
volunteers and patients, assess and demonstrate an
investigational product’s efficacy and safety, or further evaluate
the product once it has been approved. We disclose this
research externally, according to regulations, ethical principles
and industry commitments.
We also work with human biological samples, which are
fundamental to the discovery, development and safety
monitoring of our products. GSK is committed to ensuring
that human biological samples are managed in accordance
with relevant laws, regulations and ethical principles, in a
manner that respects the interests of sample donors.
A wide variety of biological materials are used by GSK in the
discovery, research and development of our assets. Through
the Convention on Biological Diversity (CBD) and the Nagoya
Protocol, the international community has established a global
framework regulating access to, and use of, genetic resources
of non-human origin in R&D.
We support the principles of access to, and benefit sharing
of, genetic resources as outlined in the CBD and the Nagoya
Protocol. We also recognise the importance of appropriate,
effective and proportionate implementation measures at national
and regional levels.
Patent rights are awarded to protect innovation and play an
important role in providing a competitive advantage in the
market for a limited period of time. Any loss of patent protection
in a market for GSK’s products developed through our R&D –
including reducing the term, availability or scope of patent rights
– could materially and adversely affect our financial results in
that market. Inadequate patent or data exclusivity protection
which could lead, for example, to competition from
manufacturers of generic or biosimilar pharmaceutical products
could limit our opportunity to rely on such markets for future
sales growth. This could also materially and adversely impact
our financial results.
GSK Annual Report 2020 269
Investor informationFinancial statementsStrategic reportGovernance and remuneration Principal risks and uncertainties continued
Research practices continued
Following expiration of certain intellectual property rights,
a generic or biosimilar manufacturer may lawfully produce a
competing copy of a product. Introduction of generic products
typically leads to a rapid and dramatic loss of sales and reduces
our revenues and margins for our proprietary products.
Enhancing our data integrity controls remains an important
priority. Our data integrity committees provide oversight, with
data integrity quality assurance teams conducting assessments
to provide independent business monitoring of our internal
controls for R&D activities.
Mitigating activities
We have an established Office of Animal Welfare, Ethics and
Strategy (OAWES), led by our Chief Veterinary Officer, that
supports the humane and responsible care of animals, carries
out ethical reviews, independent scientific reviews of animal
studies, and shares knowledge and advocates for the
application of non-animal alternatives. The OAWES provides a
framework of animal welfare governance, defines and provides
oversight for animal care and use training, promotes the
replacement, refinement and reduction of animals in research,
conducts quality assessments, manages a programme of
external animal diligence, and develops and deploys strategies
on reproducibility of experiments and translatability to human
clinical end points.
GSK’s Chief Medical Officer oversees the following enterprise
Medical Governance Boards:
– The Human Subject Research Board and Risk Forum provide
oversight for the human subject research that we sponsor and
support to ensure it conforms to ethical, medical and
scientific standards
– The Data Disclosure Board and Risk Forum oversee
disclosure of our sponsored and supported human subject
research. We make information available on our clinical
studies, including summaries of the results – whether positive
or negative.
We have a global human biological samples management
(HBSM) governance framework to oversee the ethical and
lawful acquisition and management of human biological
samples. Our HBSM enterprise risk management team works
to minimise the risks related to the acquisition, storage, use,
transfer, and disposal of human biological samples.
The Regulatory Governance Board serves as the global
regulatory risk management and compliance board. It promotes
compliance with regulatory requirements and procedures and
oversees Group-wide written standards for cross-business
regulatory processes. A significant programme is underway to
replace and modernise our regulatory information management
systems across GSK.
We established an Access and Benefit Sharing Centre of
Excellence to oversee requirements and enforcement measures
for the acquisition and use of genetic material of non-human
origin in line with the Nagoya Protocol.
Our R&D organisation maintains and controls pre-publication
procedures to guard against public disclosure in advance of
filing patent applications. In addition, because loss of patent
protection can occur due to a lack of data integrity in preparing
patent application data and information, legal experts
collaborate with R&D to support the review process for new
patent applications.
The Research practices risk is overseen by an enterprise
framework that seeks to ensure strengthened governance
across R&D in our Pharmaceuticals, Vaccines and Consumer
Healthcare businesses.
Under the leadership of the Research practices enterprise risk
owner, management of the risk takes a pragmatic approach to
information sharing, streamlining risk identification and
escalation while ensuring ownership stays with the business.
270 GSK Annual Report 2020
Environment, health and safety
Risk definition
Failure in management of:
– execution of hazardous activities;
– GSK’s physical assets and infrastructure;
– handling and processing of hazardous chemicals and
biological agents;
– control of releases of substances harmful to the environment
in both the short and long term;
leading to incidents which could disrupt our R&D and Supply
activities, harm employees, harm the communities and harm the
local environments in which we operate.
Risk impact
Failure to manage EHS risks could lead to significant harm
to people, the environment and the communities in which we
operate; fines; inability to meet stakeholder expectations and
regulatory requirements; litigation or regulatory action; and
damage to the Group’s reputation, which could materially and
adversely affect our financial results.
Context
GSK is subject to the health, safety and environmental laws
of various jurisdictions. These laws impose duties to protect
people, the environment, and the communities in which we
operate, as well as potential obligations to remediate
contaminated sites. Overall, our control framework for
managing EHS risk is effective.
Mitigating activities
The Corporate Executive Team is responsible for EHS
governance and risk oversight and ensures there is an effective
control framework in place, and in use, to manage the risks,
impacts and legal compliance issues that relate to EHS across
each of our businesses. This includes assigning responsibility
to senior managers for providing and maintaining these controls
and ensuring that tiered monitoring and governance processes
are in place within their businesses. Individual managers seek
to ensure that the EHS control framework is effective and well
implemented in their respective business area, and that it is
fully compliant with all applicable laws and regulations and
is adequately resourced, maintained, communicated, and
monitored. Additionally, each employee is personally
responsible for ensuring that they follow all applicable local
standard operating procedures.
Our risk-based, proactive approach is articulated in our global
EHS policy and detailed in our global EHS standards against
which we audit all our operations to ensure compliance. We
ensure hazards are appropriately controlled through the safe
design of facilities, plant and equipment, and by following
rigorous procedures that help us provide effective barriers to
protect employees’ health and safety.
Despite our extensive safety programmes, tragically we
experienced two employee fatalities, one at a manufacturing
site in Canada and another in a road traffic accident in India.
There was an additional work-related fatality in Belgium,
involving a construction worker not under GSK’s direct
supervision. We conducted extensive investigations into the
causes of each fatality to ensure we could take actions to
reduce the risk of similar tragic incidents occurring. We have
developed a safety improvement plan to further strengthen
our existing safety practices.
GSK Annual Report 2020 271
Investor informationFinancial statementsStrategic reportGovernance and remuneration Principal risks and uncertainties continued
Environmental sustainability
Risk definition
Failure in the management of:
– Physical climate and environmental risks;
– Current and future regulatory requirements for environmental
policies and taxes;
– Delivery and performance of management environmental
objectives;
leading to: reduced supply chain resilience; product life cycle
management issues, loss of trust/reputation with employees,
investors, customers, regulators and other stakeholders;
increased costs; loss of sales or market access; negative
impacts on the environment.
Risk impact
GSK recognises that the way we respond to climate change
and manage environmental risks impacts our ability to supply
products to patients and consumers and could lead to harm to
the environment and impact our reputation.
Failure to meet fast-evolving regulatory requirements and
stakeholder expectations could result in litigation or regulatory
actions, which may materially and adversely impact our financial
results.
Context
It is increasingly understood that the effects of climate change
and nature loss, which are themselves interconnected, are
impacting human health. Internal and external expectations for
companies to address their impact on the environment are
increasing; as are the effects of climate change on operational
resilience, in regard to access to energy, water and the natural
resources used in products, along with potential cost increases
from any regulatory changes or environmental taxes.
Mitigating activities
In November 2020, GSK announced a new commitment to
have net zero climate impact and to be net nature positive by
2030. These goals build on our long-term ambition, as set out
in 2010, to reduce our impact on the environment.
The Corporate Executive Team (CET) is responsible for
environmental sustainability governance and risk oversight. It
ensures there is an effective framework in place, and in use, to
manage the risks across each of our businesses and to deliver
on the commitments made. GSK has a dedicated environmental
sustainability enterprise risk plan in place. The CET’s
responsibilities include appointing dedicated senior leaders and
resources to provide and maintain risk controls and ensure that
governance processes are established and effective within their
businesses.
We will continue to control antibiotic emissions from
manufacturing effluents at all GSK facilities, and those of our
suppliers, following good operational practice and meeting
emission limits as defined by the AMR Alliance Manufacturing
Framework.
We continuously assess our business resilience to climate
change against the Task Force on Climate-related Financial
Disclosures framework guidelines.
We ensure reductions in carbon emissions, energy, water and
waste are delivered and managed by our mature programmes
and by including eco-design considerations into products and
packaging.
272 GSK Annual Report 2020
Mitigating activities
We have a global information security policy and accompanying
IT standards and processes that are supported by a dedicated
team and programme of activity. The GSK Technology, Security
and Risk function provides strategy, direction and oversight.
This includes active monitoring of cybersecurity, while
enhancing our global information security capabilities through
an ongoing programme of investment. In 2020, we made the
following significant investments in mitigation activities, which
we will continue to advance in the coming year:
– Modernising cyber operations to ensure the timely detection
and response to information security incidents
– Modernising operational technology (OT) to address the age,
complexity and global footprint of the OT environment in
manufacturing and R&D sites
– Optimising security architecture to mitigate the risk of network
users using email, externally-connected communications and
removeable media inappropriately, whether intentionally or
unintentionally. We are also continuing to remediate and
improve the control environment for privileged or elevated
user rights across GSK’s systems
– Transferring third party risk management to a managed
service partner. This organisation will process GSK’s critical
and sensitive information and support the development of a
solution that will enable us to move all third parties that
access our IT resources remotely to a more secure
environment
– Enabling business performance in high risk markets by
assessing data and information originating in, and flowing to,
international markets where local laws and norms represent a
heightened risk to the confidentiality, integrity and availability
of GSK’s operational systems.
Information security
Risk definition
The risk that unauthorised disclosure, theft, unavailability or
corruption of GSK’s information or key information systems
may lead to harm to our patients, workforce and customers,
disruption to our business and/or loss of commercial or
strategic advantage, damage to our reputation or regulatory
sanction.
Risk impact
Failure to adequately protect GSK’s information, or key
information systems, may cause harm to our patients, workforce
and customers, disruption to our business and/or loss of
commercial or strategic advantage, regulatory sanction,
or damage to our reputation.
Context
The overall information security environment is challenging,
because of the difficulty of keeping pace with increasingly
sophisticated cyber threats. This is due to many factors
including, the complexity of large regulated organisations; the
well-resourced nature of hacking activities; and the increasing
demands for accountability of data handled by companies. We
continue to reassess GSK’s reliance on interconnectivity with
third party contractors, partners and suppliers. The COVID-19
pandemic has emerged as another significant external factor
impacting how information security is managed at GSK.
COVID-19-related threats include an increase in ransomware
attacks against the healthcare sector, as hackers have used the
opportunity to disrupt critical healthcare operations and, in
some cases, seize healthcare research related to COVID-19
vaccines and treatments.
GSK operates a highly-connected information network which
holds confidential research and development, manufacturing,
commercial, workforce and financial data. This means that our
systems and information have been and will continue to be the
target of cyberattacks. We continue to consolidate information
systems to reduce attack points and enable more focused
controls. GSK’s strategic approach to digital analytics will
further increase our dependency on digital assets and
distributed data. Our continued analysis and assessment of
GSK’s critical data assets and the threats to those assets will
require a continuous re-evaluation of emerging risks to GSK.
Mitigating actions already defined in these areas includes the
secure deployment and operation of GSK resources in high-risk
markets, the risk posed by GSK having data in the Cloud, and
the potential for complexity resulting from agile business-led IT
development across the enterprise.
GSK Annual Report 2020 273
Investor informationFinancial statementsStrategic reportGovernance and remuneration Principal risks and uncertainties continued
Supply continuity
Risk definition
Failure to deliver a continuous supply of compliant finished
product; inability to respond effectively to a crisis incident in a
timely manner to recover and sustain critical operations.
We also participated in the EU’s new reporting system for
anticipated drug shortages, introduced during the pandemic to
proactively resolve supply issues before they potentially
impacted hospital intensive care units.
Risk impact
We recognise how important the continuity of supply of our
products is to the patients and consumers who rely on them.
A material interruption of supply could lead to litigation or
regulatory action, including exclusion from healthcare
programmes and financial penalties that might adversely affect
the Group’s financial results. GSK’s international presence,
and those of our partners, expose our workforce, facilities,
operations and IT to potential disruption from natural events
(e.g., storms and earthquakes), man-made events (e.g., the
imposition of trading barriers at short notice, civil/political
unrest, terrorism and cyberattacks), and public health
emergencies (e.g., the global COVID-19 pandemic). It is
therefore vital that we have robust crisis management and
recovery plans in place to manage such events.
Context
Our supply chain operations are subject to review and approval
by various regulatory agencies that effectively provide our
licence to operate. Failure of our manufacturing and distribution
network to deliver products could lead to litigation or regulatory
action, such as product recalls and seizures, interruption of
supply, delays in approval of new products, and suspension of
manufacturing operations pending resolution of manufacturing
or logistics issues.
We rely on materials and services provided by third party
suppliers to make our products. These include active
pharmaceutical ingredients, antigens, intermediates,
commodities, and components for developing, manufacturing
and packaging pharmaceutical, vaccine and consumer
healthcare products. Our third-party oversight includes the
outsourcing of operations, such as contract manufacturing
and clinical research organisations, that provide manufacturing
and support development of key products on our behalf.
Although we undertake risk mitigation, we recognise that
certain events could still result in delays or service interruptions.
We use effective crisis management and business continuity
planning to ensure the health and safety of our people and to
minimise the impact on supply, by maintaining functional
operations in the event of a natural or man-made disaster,
or a public health emergency. Drug shortages are reported to
appropriate regulatory authorities such as the US Food and
Drug Administration for transparency and to solicit feedback
on risk mitigation.
Supply performance expectations increased during the
COVID-19 pandemic as governments sought to secure supply
for key medicines and vaccines. We prioritised, and aligned
behind, the manufacture and supply of these pandemic
medicines with our suppliers, leveraging strategic stocks and
modifying supply routes to avoid disrupting the availability of
our finished products.
274 GSK Annual Report 2020
Mitigating activities
The supply chain model adopted in our Pharmaceuticals,
Vaccines and Consumer Healthcare business units is designed
to ensure, as far as possible, the supply, quality and security of
our products around the world.
Supply chain governance committees within each business unit
closely monitor the inventory status and delivery of our products,
with the aim of ensuring that customers have the products they
need. Improved links between commercial forecasting and
manufacturing – made possible by our core commercial cycle
– should, over time, reduce the risk associated with demand
fluctuations and any impact on our ability to supply, or the cost
of write-offs where products exceed their expiry date. Each
node of the supply chain is periodically reviewed to ensure
adequate safety stock, while balancing working capital in our
end-to-end supply chain. Particular attention is placed on
mitigating supply risks associated with medically-critical,
high-revenue products and key new product launches.
We routinely monitor the compliance of external manufacturing
suppliers and service providers to identify and manage risks in
our supply base. Where practical, we minimise our dependence
on single sources of supply for critical items. Where alternative
sourcing arrangements are not possible for certain materials,
our inventory strategy aims to limit the impact and ultimately
protect the supply chain from unanticipated disruption.
We continue to implement anti-counterfeit systems like product
serialisation in accordance with new and emerging supply chain
requirements around the world, such as the EU Falsified
Medicines Directive.
Corporate policy requires each business and functional area
head to ensure effective crisis management and business
continuity plans, including authorised response and recovery
strategies, key areas of responsibility and clear communication
routes, are in place before any business disruption occurs.
Corporate Security supports the business by coordinating
crisis management and business continuity training, facilitating
simulation exercises, assessing preparedness and recovery
capability, and providing assurance oversight of GSK’s central
repository of plans supporting our critical business processes.
Each business unit performs risk oversight through their
respective Risk Management and Compliance Board to assure
adequate risk mitigation, including identifying new and emerging
threats. For example, we have taken a coordinated approach to
evaluating and managing the implications for GSK of Brexit.
These activities help ensure that we maintain an appropriate
level of readiness and response capability. We also develop
and maintain partnerships with external bodies, including the
Business Continuity Institute and the UN International Strategy
for Disaster Risk Reduction, which helps improve our business
continuity initiatives in disaster-prone areas and supports the
development of community resilience to disasters.
Transformation
Risk definition
Failure to deliver the plan for successful transformation and
separation of GSK into two competitive standalone companies:
New GSK, a biopharma company, and new Consumer
Healthcare.
Risk impact
The failure to manage the increasing macro level risk due to
COVID-19 in relation to the delivery of the transformation plan
could materially and adversely affect our ability to deliver GSK’s
strategy and long-term priorities.
Context
In February 2020, GSK announced a new ‘Future Ready’
programme to prepare for its separation into two companies:
New GSK, a biopharma company with an R&D approach
focused on science related to the immune system, the use of
genetics and new technologies, and a new leader in consumer
healthcare. As GSK increases investment in R&D and new
product launches, the two-year separation programme aims to
drive a common approach to innovation across modalities with
improved capital allocation; to align and improve the capabilities
and efficiencies of global support functions to support New
GSK; to further optimise the supply chain and portfolio,
including divesting non-core assets; and to prepare Consumer
Healthcare to operate as a standalone company. Once
complete, the outlook of both companies will have been
fundamentally strengthened, making them more efficient,
modern and automated, with future skills and capabilities
that will extend beyond the transition timeline.
Mitigating activities
The Future Ready Office (FRO), established in the fourth
quarter of 2019, is accountable for monitoring the progress,
performance and risks associated with creating the two new
leading companies. It reports monthly to the Corporate
Executive Team (CET) to ensure there is enterprise oversight of
the plan, using key performance and risk indicators. In addition,
GSK’s Chief Executive Officer (CEO), Chief Financial Officer,
Chief Strategy Officer and Head of FRO meet the leaders of
Consumer Healthcare when input and approval of key design
choices for that new company is required. Overall, the balance
between transformation and separation is upheld through clear
governance, joint New GSK and Consumer Healthcare
coordination, rigorous progress tracking and the setting of
clear parameters.
The GSK Board is regularly informed of the Future Ready
programme lead indicators through the CEO Board Report
at each Board meeting. A Transformation and Separation
Committee has been established at Board level to support and
advise management’s work on transforming and separating the
Group. This committee is chaired by the GSK Chairman and
includes our Senior Independent Director and the Chairs of the
Audit & Risk, Remuneration and Corporate Responsibility
Committees.
GSK Annual Report 2020 275
Investor informationFinancial statementsStrategic reportGovernance and remuneration Shareholder information
Share capital and control
Details of our issued share capital and the number of shares
held in Treasury as at 31 December 2020 can be found in
Note 36 to the financial statements, ‘Share capital and share
premium account’.
Our Ordinary Shares are listed on the London Stock Exchange
(LSE) and are also quoted on the New York Stock Exchange
(NYSE) in the form of American Depositary Shares (ADS). Each
ADS represents two Ordinary Shares. For details of listed debt
and where it is listed refer to Note 29 to the financial statements,
‘Net debt’.
Holders of Ordinary Shares and ADS are entitled to receive
dividends (when declared) and the company’s Annual Report.
They are also entitled to attend, speak, appoint proxies and
exercise voting rights at general meetings of the company.
There are no restrictions on the transfer, or limitations on the
holding, of Ordinary Shares and ADS and no requirements
to obtain approval prior to any transfers. No Ordinary Shares
or ADS carry any special rights with regard to control of the
company and there are no restrictions on voting rights. Major
shareholders have the same voting rights per share as all other
shareholders. There are no known arrangements under which
financial rights are held by a person other than the holder of
the shares and no known agreements on restrictions on share
transfers or on voting rights.
Shares acquired through the Group’s employee share plans
rank equally with the other shares in issue and have no special
rights. The trustees of our Employee Share Ownership Plan
trusts have waived their rights to dividends on shares held by
those trusts.
Exchange controls and other limitations affecting holders
Other than certain economic sanctions, which may be in
force from time to time, there are currently no applicable laws,
decrees or regulations in force in the UK restricting the import
or export of capital or restricting the remittance of dividends or
other payments to holders of the company’s shares who are
non-residents of the UK. Similarly, other than certain economic
sanctions which may be in force from time to time, there are no
limitations relating only to non-residents of the UK under English
law or the company’s Articles of Association on the right to be a
holder of, and to vote in respect of, the company’s shares.
276 GSK Annual Report 2020
Interests in voting rights
Other than as stated below, as far as we are aware, there are
no persons with significant direct or indirect holdings in the
company. Information provided to the company pursuant to
the Financial Conduct Authority’s Disclosure Guidance and
Transparency Rules (DTR 5) is published on a Regulatory
Information Service and on the company’s website,
www.gsk.com.
The company has received notifications in accordance with
DTR 5 of the following notifiable interests in the voting rights in
the company’s issued share capital:
31 December 2020
3 March 2021
No. of
voting rights
BlackRock, Inc 332,238,289(2)
–
Dodge & Cox
Percentage
of total voting
No. of
rights(1)
voting rights
6.40% 332,238,289(2)
– 253,464,108(3)
Percentage
of total voting
rights(1)
6.40%
5.04%
(1) Percentage of total voting rights at the date of notification to the company.
(2) Comprising an indirect interest in 329,124,508 Ordinary Shares and a
holding of 3,113,781 Qualifying Financial Instruments (Contract for
Difference).
(3) Comprising an indirect interest in 99,377,874 Ordinary Shares and
154,086,234 American Depositary Shares.
The company has not acquired or disposed of any interests
in its own shares during the period under review, with the
exception of those transferred from Treasury to satisfy awards
under the Group’s employee share plans.
Share buy-back programme
The Board has been authorised to issue and allot Ordinary
Shares under Article 9 of the company’s Articles of Association.
The power under Article 9 and the authority for the company to
make purchases of its own shares are subject to shareholder
authorities which are sought on an annual basis at our Annual
General Meeting (AGM). Any shares purchased by the
company may be cancelled, held as Treasury shares or
used for satisfying share options and grants under the Group's
employee share plans.
Our programme covers purchases of shares for cancellation
or to be held as Treasury shares, in accordance with the
authority renewed by shareholders at the AGM in May 2020,
when the company was authorised to purchase a maximum
of just under 502 million shares. Details of shares purchased,
cancelled, held as Treasury shares and subsequently
transferred from Treasury to satisfy awards under the Group’s
employee share plans are disclosed in Note 36 to the financial
statements, ‘Share capital and share premium account’.
In determining specific share repurchase levels, the company
considers the development of free cash flow during the year.
No shares have been purchased since 2014.
The company confirms that it does not currently intend to make
any market purchases in 2021. The company will review the
potential for future share buy-backs in line with its usual annual
cycle and subject to return and ratings criteria.
Shareholder information continued
Share capital and control continued
Market capitalisation
The market capitalisation, based on shares in issue excluding
Treasury shares, of GSK at 31 December 2020 was £67.33
billion. At that date, GSK was the 6th largest company by
market capitalisation in the FTSE index.
Share price
At 1 January
At 31 December
Increase/(decrease)
High during the year
Low during the year
2020
£
17.79
13.42
(24.6)%
18.46
12.92
2019
£
14.91
17.79
19.3%
18.19
14.36
2018
£
13.23
14.91
12.7%
16.22
12.43
The table above sets out the middle market closing prices.
The company’s share price decreased by 24.6% in 2020. This
compares with an increase in the FTSE 100 index of 14.3%
during the year. The middle market closing share price on
3 March 2021 was £12.08.
UK£
19
18
17
16
15
14
13
12
11
10
09
US$
80
75
70
65
60
55
50
45
40
35
30
31/12/17
31/12/18
31/12/19
31/12/20
UK share price (UK£)
US ADS price (US$)
Nature of trading market
The following table sets out, for the periods indicated, the high and low middle market closing prices for the company’s Ordinary
Shares on the LSE and for the ADS on the NYSE.
March 2021*
February 2021
January 2021
December 2020
November 2020
October 2020
September 2020
Quarter ended 31 December 2020
Quarter ended 30 September 2020
Quarter ended 30 June 2020
Quarter ended 31 March 2020
Quarter ended 31 December 2019
Quarter ended 30 September 2019
Quarter ended 30 June 2019
Quarter ended 31 March 2019
Year ended 31 December 2019
Year ended 31 December 2018
Year ended 31 December 2017
Year ended 31 December 2016
* to 3 March 2021
Ordinary Shares
UK£ per share
ADS
US$ per share
Low
12.01
11.91
13.42
13.33
13.25
12.92
14.35
12.92
14.35
14.89
13.75
16.36
15.90
15.02
14.36
14.36
12.43
12.76
13.45
High
34.24
37.59
39.24
37.97
39.17
37.69
39.90
39.17
42.16
42.74
47.89
47.32
42.68
41.88
41.87
47.32
41.94
44.37
45.49
Low
33.73
33.61
36.80
36.09
34.40
33.42
37.38
33.42
37.38
37.14
31.85
41.19
39.68
38.64
37.83
37.83
35.49
34.66
37.39
High
12.09
13.68
14.14
14.17
14.68
14.50
15.33
14.68
16.60
17.42
18.46
18.19
17.45
16.07
15.97
18.19
16.22
17.22
17.23
GSK Annual Report 2020 277
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Shareholder information continued
Analysis of shareholdings at 31 December 2020
Holding of shares
Up to 1,000
1,001 to 5,000
5,001 to 100,000
100,001 to 1,000,000
Over 1,000,000
Held by
Institutional and Corporate holders
Individuals and other corporate bodies
Guaranty Nominees Limited
Held as Treasury shares by GlaxoSmithKline
Number of
accounts
% of total
accounts
% of total
shares
Number of
shares
73,707
23,295
5,413
739
374
103,528
4,829
98,696
2
1
71.20
22.50
5.23
0.71
0.36
100.00
4.66
95.34
0.00
0.00
0.47
0.93
1.55
4.79
92.26
100.00
25,340,430
50,136,696
83,179,656
258,213,935
4,968,318,900
5,385,189,617
61.90
14.03
17.47
6.60
3,333,752,207
755,558,172
940,673,288
355,205,950
J.P. Morgan Chase Bank, N.A. is the Depositary for the company’s American Depository Receipt (ADR) programme. The
company’s ADS are listed on the NYSE. Ordinary Shares representing the company’s ADR programme, which is managed by the
Depositary, are registered in the name of Guaranty Nominees Limited. At 3 March 2021, Guaranty Nominees Limited held
935,976,788 Ordinary Shares representing 18.60% of the issued share capital (excluding Treasury shares) at that date.
At 3 March 2021, the number of holders of Ordinary Shares in the US was 949 with holdings of 947,263 Ordinary Shares, and the
number of registered holders of ADS was 19,411 with holdings of 467,988,394 ADS. Certain of these Ordinary Shares and ADS
were held by brokers or other nominees. As a result, the number of holders of record or registered holders in the US is not
representative of the number of beneficial holders or of the residence of beneficial holders.
The Board intends to maintain the dividend for 2021 at the
current level of 80p per share, subject to any material change
in the external environment or performance expectations, and
to implement a new distribution policy for dividends from 2022.
Details of the dividends declared, the amounts and the payment
dates are given in Note 16 to the financial statements,
‘Dividends’.
2021 Dividend calendar
Quarter
Q4 2020
Q1 2021
Q2 2021
Q3 2021
Q4 2021
Ex-dividend date
18 February 2021
Record date
19 February 2021
20 May 2021
21 May 2021
Payment date
8 April 2021
8 July 2021
19 August 2021
20 August 2021
7 October 2021
18 November 2021 19 November 2021
13 January 2022
24 February 2022
25 February 2022
7 April 2022
Dividends
The company pays dividends quarterly and continues to return
cash to shareholders through its dividend policy. Dividends
remain an essential component of total shareholder return and
GSK recognises the importance of dividends to shareholders.
The company aims to distribute regular dividend payments that
will be determined primarily with reference to the free cash flow
generated by the business after funding the investment
necessary to support the Group’s future growth.
Dividends per share
The table below sets out the dividend per share and per ADS
for the last five years. The dividend per ADS is translated into
US dollars at applicable exchange rates.
Dividend
Year
2020
2019
2018
2017
2016
pence
80
80
80
80
80
US$
–*
1.98
2.08
2.16
2.00
* The Q4 2020 ordinary dividend receivable by ADS holders will be calculated based on
the exchange rate on 8 April 2021. An annual fee of $0.03 per ADS (or $0.0075 per
ADS per quarter) will be charged by the Depository. The cumulative dividend receivable
by ADS holders for Q1, Q2 and Q3 2020 was $1.48.
278 GSK Annual Report 2020
Shareholder information continued
Financial calendar 2021
Event
Quarter 1 Results announcement
Annual General Meeting
Biopharma Investor Update
Quarter 2 Results announcement
Date
April 2021
May 2021
June 2021
July 2021
Results announcements
Results announcements are issued to the LSE and are available
on its news service. They are also sent to the US Securities and
Exchange Commission (SEC) and the NYSE, issued to the
media and made available on our website.
Quarter 3 Results announcement
Preliminary/Quarter 4 Results announcement
Annual Report publication
Annual Report distribution
October 2021
February 2022
February/March 2022
March 2022
Information about the company, including the share and ADS
price, is available on our website at www.gsk.com. Information
made available on the website does not constitute part of this
Annual Report.
Financial reports
The company publishes an Annual Report which is made
available on our website from the date of publication.
Shareholders may elect to receive notification by email
of the publication of Annual Reports by registering on
www.shareview.co.uk, and may also elect to receive a
printed copy of the Annual Report by contacting our registrar,
Equiniti Limited.
Copies of previous Annual Reports are available on our website.
Printed copies can also be obtained from our registrar (see
page 282 for the contact details).
Annual General Meeting 2021
Our Annual General Meeting (AGM) will be held at 2.30pm
(UK time) on Wednesday, 5 May 2021 at 980 Great West
Road, Brentford, Middlesex TW8 9GS, which is the company's
registered office.
Investors holding shares through a nominee service should
arrange with that nominee service to be appointed as a proxy
in respect of their shareholding in order to attend and vote at
the meeting electronically.
The AGM will be broadcast online from our registered office
and, in line with the UK Government's COVID-19 restrictions,
physical attendance by shareholders will not be permitted. All
shareholders will be invited to attend the meeting electronically.
The AGM is the company’s principal forum for communication
with private shareholders. In addition to the formal AGM
business, there will be a presentation by the CEO on the
performance of the Group and its future development. There
will be an opportunity for questions to be asked of the Board.
Chairs of the Board’s Committees and the Workforce
Engagement Director will be available to take questions
relating to their roles.
Further details on how to access the AGM, ask questions and
vote, all electronically, can be found in the notice of Annual
General Meeting 2021 (AGM Notice) which is available on
our website at www.gsk.com.
ADS holders wishing to attend the meeting electronically should
refer to the AGM Notice for details on how to request a proxy
appointment from the Depositary, J.P. Morgan Chase Bank N.A.
This will enable them to attend, ask questions and vote, all
electronically, on the business to be transacted at the meeting.
ADS holders are reminded that if they do not instruct the
Depositary as to the way in which the shares represented
by their ADS should be voted by completing and returning
the voting card provided by the Depositary, their shares
will not be voted.
Documents on display
The Articles of Association of the company and Directors’
service contracts or, where applicable, letters of appointment
between Directors and the company or any of its subsidiaries
(and any side letters relating to severance terms and pension
arrangements) are available for inspection at the company’s
registered office by appointment.
GSK Annual Report 2020 279
Investor informationFinancial statementsStrategic reportGovernance and remuneration Inheritance tax
Individual (UK-domiciled or otherwise) shareholders may be
liable to UK inheritance tax on the transfer of shares or ADS.
Tax may be charged on the amount by which the value of the
shareholder’s estate is reduced as a result of any transfer by
way of lifetime gift or other disposal at less than full market
value. In the case of a bequest on death, tax may be charged on
the value of the shares at the date of the shareholder’s death.
If such a gift or other disposal were subject to both UK
inheritance tax and US estate or gift tax, the Estate and Gift Tax
Convention would generally provide for tax paid in the US to be
credited against tax payable in the UK.
Stamp duty and stamp duty reserve tax
UK stamp duty and/or stamp duty reserve tax (SDRT) will,
subject to certain exemptions, be payable on the transfer of
shares at a rate of 0.5% (rounded up to the nearest £5 in
the case of stamp duty) of the consideration for the transfer.
Notwithstanding this, provided that an instrument is executed
in pursuance of the agreement that gave rise to the charge to
SDRT and that instrument is stamped within six years of the
agreement (including being stamped as exempt) any SDRT
charge should be cancelled and any SDRT which has already
been paid will be repaid.
US shareholders
This summary only applies to a shareholder (who is a citizen or
resident of the US or a domestic corporation or a person that
is otherwise subject to US federal income tax on a net income
basis in respect of the shares or ADS) that holds shares or ADS
as capital assets, is not resident in the UK for UK tax purposes
and does not hold shares for the purposes of a trade, profession
or vocation that is carried on in the UK through a branch or
agency.
The summary also does not address the tax treatment of
holders that are subject to special tax rules, such as banks,
tax-exempt entities, insurance companies, dealers in securities
or currencies, persons that hold shares or ADS as part of an
integrated investment (including a ‘straddle’) comprised of a
share or ADS and one or more other positions, and persons that
own (directly or indirectly) 10% or more of the company’s stock
(by vote or value), nor does it address tax treatment that may be
applicable as a result of international income tax treaties.
Shareholder information continued
Tax information for shareholders
A summary of certain UK tax and US federal income tax
consequences for holders of shares and ADS who are citizens
of the UK or the US is set out below. It is not a complete
analysis of all the possible tax consequences of the purchase,
ownership or sale of these securities. It is intended only as a
general guide. Holders are advised to consult their advisers with
respect to the tax consequences of the purchase, ownership or
sale of their shares or ADS and the consequences under state
and local tax laws in the US and the implications of the current
UK/US tax conventions.
US holders of ADS generally will be treated as the owners of
the underlying shares for the purposes of the current UK/US
double taxation conventions relating to income and gains
(Income Tax Convention), estate and gift taxes (Estate and Gift
Tax Convention), and for the purposes of the Internal Revenue
Code of 1986, as amended.
UK shareholders
This summary only applies to a UK resident shareholder that
holds shares as capital assets.
Taxation of dividends
For the 2020/21 UK tax year, UK resident individuals are
entitled to a dividend tax allowance of up to £2,000, so that the
first £2,000 of dividends received in a tax year will be free of
tax. Dividends in excess of this allowance will be taxed at 7.5%
for basic rate taxpayers, 32.5% for higher rate taxpayers and
38.1% for additional rate taxpayers.
UK resident shareholders that are corporation taxpayers should
note that dividends payable on ordinary shares are generally
entitled to exemption from corporation tax.
Taxation of capital gains
UK resident shareholders may be liable for UK tax on gains on
the disposal of shares or ADS.
For disposals by individuals in the 2020/21 UK tax year, a
taxable capital gain accruing on a disposal of shares or ADS
will be taxed at 10% for basic rate taxpayers, or 20% if, after
all allowable deductions, the individual’s taxable income for
the year exceeds the basic rate income tax banding. Note this is
following the use of any exemptions available to the individual
taxpayer such as the annual exempt amount.
Corporation taxpayers may be entitled to an indexation
allowance which applies to reduce capital gains to the extent
that such gains arise due to inflation. Indexation allowance may
reduce a chargeable gain but will not create an allowable loss.
For assets acquired on or before 1 January 2018, legislation in
the Finance Act 2018 freezes the level of indexation allowance
that is given in calculating a company’s chargeable gains at the
value that would apply to the disposal of an asset in December
2017. For assets acquired from 1 January 2018 onwards,
legislation in the Finance Act 2018 removes any indexation
allowance on disposal.
280 GSK Annual Report 2020
Shareholder information continued
Tax information for shareholders continued
Taxation of dividends
The gross amount of dividends received is treated as foreign
source dividend income for US tax purposes. It is not eligible for
the dividend received deduction allowed to US corporations.
Dividends on ADS are payable in US dollars; dividends on
Ordinary Shares are payable in Sterling. Dividends paid in
Sterling will be included in income in the US dollar amount
calculated by reference to the exchange rate on the day the
dividends are received by the holder. Subject to certain
exceptions for short-term or hedged positions, an individual
eligible US holder will be subject to US taxation at a maximum
federal rate of 23.8% plus applicable state and local tax in
respect of qualified dividends. A qualified dividend as defined
by the US Internal Revenue Service (IRS) is a dividend that
meets the following criteria:
1. Must be issued by a US corporation, a corporation
incorporated in a US possession, or a corporation that is
eligible for the benefits of a comprehensive income tax treaty
deemed satisfactory, as published by the IRS
2. The dividends are not of a type listed by the IRS as dividends
that do not qualify
3. The required dividend holding period has been met. The
shares must have been owned by you for more than 60 days
of the ‘holding period’ – which is defined as the 121-day
period that begins 60 days before the ex-dividend date, or
the day in which the stock trades without the dividend priced
in. For example, if a stock’s ex-dividend date is 1 October,
the shares must be held for more than 60 days in the period
between 2 August and 30 November of that year in order to
count as a qualified dividend.
Dividends that are not qualified are subject to taxation at the
US federal graduated tax rates, at a maximum rate of 40.8%.
Some types of dividends are automatically excluded from being
qualified dividends, even if they meet the other requirements.
These include (but are not limited to):
1. Capital gains distributions
2. Dividends on bank deposits
3. Dividends held by a corporation in an Employee Stock
Ownership Plan (ESOP)
4. Dividends paid by tax-exempt corporations.
US state and local tax rates on qualified and non-qualified
dividends may vary and would be assessed in addition to the
federal tax rates communicated above.
Taxation of capital gains
Generally, US holders will not be subject to UK capital gains
tax, but will be subject to US tax on capital gains realised on
the sale or other disposal of shares or ADS. Such gains will be
long-term capital gains (subject to reduced rates of taxation for
individual holders) if the shares or ADS were held for more than
one year, from the date the shares were vested/released.
Short-term capital gains can be subject to taxation of rates of
up to 40.8%, whereas long-term capital gains may be subject to
rates of up to 23.8%. State and local tax rates on capital gains
may also apply.
Information reporting and backup withholding
Dividends and payments of the proceeds on a sale of shares or
ADS, paid within the US or through certain US-related financial
intermediaries, are subject to information reporting and may
be subject to backup withholding unless the US holder is a
corporation or other exempt recipient or provides a taxpayer
identification number and certifies that no loss of exemption
has occurred. Non-US holders generally are not subject to
information reporting or backup withholding, but may be
required to provide a certification of their non-US status in
connection with payments received. Any amounts withheld will
be allowed as a refund or credit against a holder’s US federal
income tax liability provided the required information is furnished
to the IRS.
Estate and gift taxes
Under the Estate and Gift Tax Convention, a US shareholder
is not generally subject to UK inheritance tax. However, a US
holder may be subject to US federal estate and gift tax.
Stamp duty
UK stamp duty and/or SDRT will, subject to certain exemptions,
be payable on any transfer of shares to the ADS custodian or
depository at a rate of 1.5% of the amount of any consideration
provided (if transferred on sale), or their value (if transferred for
no consideration).
However, no stamp duty or SDRT should be payable on the
transfer of, or agreement to transfer, an ADS.
GSK Annual Report 2020 281
Investor informationFinancial statementsStrategic reportGovernance and remuneration Other statutory disclosures
Shareholder services and contacts
Registrar
The company’s registrar is:
Equiniti Limited
Aspect House, Spencer Road, Lancing, BN99 6DA
www.shareview.co.uk
Tel: 0371 384 2991 (in the UK)*
Tel: +44 (0)121 415 7067 (outside the UK)
Equiniti provides a range of services for shareholders:
Service
What it offers
How to participate
Dividend Reinvestment Plan
(DRIP)
As an alternative to receiving cash dividends you may choose
to reinvest your dividends to buy more GSK shares.
Dividend payment direct to your bank
account (Bank Mandate)
Dividend payment direct to bank
account for overseas shareholders
Electronic communications
Shareview portfolio service
Deduplication of publications or mailings
Share dealing service†
(please note that market trading hours
are from 8.00am to 4.30pm UK time,
Monday to Friday (excluding public
holidays in England and Wales))
All dividends are paid directly into your bank or building society
account. To receive your cash dividends, you must provide
Equiniti with your bank or building society account details.
This is a quick and secure method of payment.
Equiniti can convert your dividend into your local currency and
send it direct to your local bank account. This service is available
in over 100 countries worldwide.
Shareholders may elect to receive electronic notifications
of company communications including our Annual Report,
dividend payments, dividend confirmations and the availability of
online voting for all general meetings. Each time GSK publishes
shareholder documents you will receive an email containing a link
to the document or relevant website.
This enables you to create a free online portfolio to view your
share balance and movements, update your address and
dividend payment instructions and register your votes for
our general meetings.
If you receive duplicate copies of mailings, you may have more
than one account. Please contact Equiniti and they will arrange
for your accounts to be merged into one for your convenience
and to avoid waste and unnecessary costs.
Shareholders may trade shares, either held in certificated
form or in our Corporate Sponsored Nominee, online, by
telephone or via postal dealing service provided by Equiniti
Financial Services Limited.
Corporate Sponsored Nominee Account
Individual Savings Accounts (ISAs)†
This is a convenient way to manage your shares without requiring
a share certificate. The service provides a facility for you to hold
your shares in a nominee account sponsored by the company.
You will continue to receive dividend payments and can attend
and vote at the company’s general meetings. Shareholders’
names do not appear on the publicly available share register
and the service is free to join.
The company has arranged for Equiniti Financial Services
Limited to provide a GSK Corporate ISA to hold GSK shares.
A DRIP election form can be downloaded
from www.shareview.co.uk or requested by
contacting Equiniti.
A dividend bank mandate form can be
downloaded from www.shareview.co.uk
or requested by contacting Equiniti.
For more details on this service and the costs
involved please contact Equiniti.
Please register at www.shareview.co.uk.
Please register at www.shareview.co.uk.
Please contact Equiniti.
For online transactions, please log on to:
www.shareview.co.uk/dealing.
For telephone transactions, please call:
0345 603 7037 (in the UK) or
+44 (0)121 415 7560 (outside the UK).
Lines are open from 8.00am to 4.30pm
UK time, Monday to Friday (excluding
UK public holidays).
For postal transactions, please call:
0371 384 2991* to request a
dealing form.
An application form can be requested
from www.shareview.co.uk or by
contacting Equiniti.
Details are available from www.shareview.co.uk
or can be requested by telephoning Equiniti,
on 0345 300 0430. Lines are open 8.00am
to 4.30pm for dealing, and until 6.00pm for
enquiries Monday to Friday (excluding public
holidays in England and Wales).
*
†
Lines are open from 8.30am to 5.30pm, Monday to Friday (excluding public holidays in England and Wales).
The provision of share dealing details is not intended to be an invitation or inducement to engage in an investment activity. Advice on share dealing should be obtained from a
stockbroker or independent financial adviser.
282 GSK Annual Report 2020
Other statutory disclosures continued
Shareholders services and contacts continued
ADS Depositary
The ADR programme is administered by J.P. Morgan
Chase Bank, N.A:
Contacts
Investor relations
Investor relations may be contacted as follows:
UK
980 Great West Road
Brentford, Middlesex, TW8 9GS
Tel: +44 (0)20 8047 5000
US
5 Crescent Drive
Philadelphia PA 19112
Tel: +1 888 825 5249 (US toll free)
Tel: +1 215 751 4611 (outside the US)
GSK Response Center
Tel: +1 888 825 5249 (US toll free)
Share scam alert
If you receive an unsolicited telephone call offering to sell or buy
your shares, please take extra care. The caller may be part of a
highly organised financial scam.
If you are a UK shareholder, please contact the Financial
Conduct Authority at www.fca.org.uk/consumers or on its
consumer helpline:
Tel: 0800 111 6768 (in the UK)*
Tel: +44 (0)20 7066 1000 (outside the UK)
*
Lines are open from 8.00am to 6.00pm, UK time, Monday to Friday, except UK public
holidays, and 9.00am to 1.00pm on Saturdays.
Regular Correspondence:
EQ Shareowner Services
P.O. Box 64504
St. Paul, MN 55164-0504
Delivery of Stock Certificates and Overnight Mail:
EQ Shareowner Services
110 Centre Point Curve, Suite 101
Mendota Heights, MN 55120-4100
www.shareowneronline.com
General: +1 800 990 1135
From outside the U.S: +1 651 453 2128
The Depository also provides Global Invest Direct, a direct
ADS purchase/sale and dividend reinvestment plan for ADS
holders. For details on how to enrol please visit www.adr.com
or call the above helpline number to obtain an enrolment pack.
Donating shares to Save the Children
In 2013, GSK embarked on an ambitious global partnership
with Save the Children to share our expertise and resources
with the aim of helping to save the lives of one million children.
Shareholders with a small number of shares, the value of which
makes it uneconomical to sell, may wish to consider donating
them to Save the Children. Donated shares will be aggregated
and sold by Save the Children who will use the funds raised to
help them reach the above goal.†
To obtain a share donation form, please contact our registrar,
Equiniti, which is managing the donation and sale of UK shares
to Save the Children free of charge.
†
The provision of share dealing details is not intended to be an invitation or inducement
to engage in an investment activity. Advice on share dealing should be obtained from
a stockbroker or independent financial adviser.
Stock Exchange announcement notifications
We provide shareholders with a service to receive automatic
email notifications when we publish a stock exchange
announcement. To receive email notifications, please sign up
for announcements at www.gsk.com in the Investors section.
GSK Annual Report 2020 283
Investor informationFinancial statementsStrategic reportGovernance and remuneration Other statutory disclosures continued
US law and regulation
A number of provisions of US law and regulation apply to the
company because our shares are quoted on the NYSE in the
form of ADS.
NYSE rules
In general, the NYSE rules permit the company to follow UK
corporate governance practices instead of those applied in
the US, provided that we explain any significant variations.
This explanation is contained in our Form 20-F, which can be
accessed from the SEC'S EDGAR database or via our website.
NYSE rules require us to file annual and interim written
affirmations concerning our Audit & Risk Committee (ARC)
and our statement on significant differences in corporate
governance.
Sarbanes-Oxley Act of 2002
Following a number of corporate and accounting scandals in
the US, Congress passed the Sarbanes-Oxley Act of 2002.
Sarbanes-Oxley is a wide-ranging piece of legislation
concerned largely with financial reporting and corporate
governance.
As recommended by the SEC, the company has established a
Disclosure Committee. The Committee reports to the CEO, the
CFO and to the ARC. It is chaired by the Company Secretary
and its members consist of senior managers from finance, legal,
corporate communications and investor relations.
External legal counsel, the external auditors and internal experts
are invited to attend the Disclosure Committee’s meetings
periodically. The Committee has responsibility for considering
the materiality of information and, on a timely basis, determining
the disclosure of that information. It has responsibility for the
timely filing of reports with the SEC and the formal review of
the Annual Report and Form 20-F. In 2020, the Committee met
17 times.
Sarbanes-Oxley requires that the annual report on Form 20-F
contains a statement as to whether a member of the ARC is
an audit committee financial expert, as defined in rules under
Sarbanes-Oxley. Such a statement for the relevant members
of the ARC (Judy Lewent and Charles Bancroft) are included
in the Board Committee information area of the Corporate
Governance report on page 97 and in their biographies on
pages 81 and 82. Additional disclosure requirements arise
under section 302 and section 404 of Sarbanes-Oxley in
respect of disclosure controls and procedures and internal
control over financial reporting.
284 GSK Annual Report 2020
Section 302: Corporate responsibility for
financial reports
Sarbanes-Oxley requires for the CEO and the CFO to complete
formal certifications, confirming that:
– they have each reviewed the annual report on Form 20-F
– based on their knowledge, the annual report on Form 20-F
contains no material misstatements or omissions
– based on their knowledge, the financial statements and other
financial information fairly present, in all material respects, the
financial condition, results of operations and cash flows as of
the dates, and for the periods, presented in the annual report
on Form 20-F
– they are responsible for establishing and maintaining
disclosure controls and procedures that ensure that material
information is made known to them, and have evaluated the
effectiveness of these controls and procedures as at the year-
end, the results of such evaluation being contained in the
annual report on Form 20-F
– they are responsible for establishing and maintaining internal
control over financial reporting that provides reasonable
assurance regarding the reliability of financial reporting and
the preparation of financial statements for external purposes
in accordance with generally accepted accounting principles
– they have disclosed in the annual report on Form 20-F any
changes in internal controls over financial reporting during the
period covered by the annual report on Form 20-F that have
materially affected, or are reasonably likely to affect materially,
the company’s internal control over financial reporting, and
they have disclosed, based on their most recent evaluation of
internal control over financial reporting, to the external auditor
and the ARC, all significant deficiencies and material
weaknesses in the design or operation of internal controls
over financial reporting which are reasonably likely to affect
adversely the company’s ability to record, process,
summarise and report financial information, and any fraud
(regardless of materiality) involving persons that have a
significant role in the company’s internal control over financial
reporting.
The Group has carried out an evaluation under the supervision
and with the participation of its management, including the CEO
and CFO, of the effectiveness of the design and operation of
the Group’s disclosure controls and procedures as at 31
December 2020.
There are inherent limitations to the effectiveness of any system
of disclosure controls and procedures, including the possibility
of human error and the circumvention or overriding of the
controls and procedures. Accordingly, even effective disclosure
controls and procedures can only provide reasonable
assurance of achieving their control objectives.
Other statutory disclosures continued
US law and regulation continued
The CEO and CFO expect to complete these certifications
and report their conclusions on the effectiveness of disclosure
controls and procedures in March 2021, following which the
certifications will be filed with the SEC as part of our Group’s
Form 20-F.
Section 404: Management’s annual report on internal
control over financial reporting
In accordance with the requirements of section 404 of
Sarbanes-Oxley, the following report is provided by
management in respect of the company’s internal control over
financial reporting (as defined in Rules 13a-15(f) and 15d-15(f)
under the US Securities Exchange Act of 1934, as amended
(the Exchange Act)):
– management is responsible for establishing and maintaining
adequate internal control over financial reporting for the
Group. Internal control over financial reporting is designed
to provide reasonable assurance regarding the reliability of
financial reporting and the preparation of financial statements
for external purposes in accordance with IFRS
– management conducted an evaluation of the effectiveness
of internal control over financial reporting based on the
framework, Internal Control – Integrated Framework (2013)
issued by the Committee of Sponsoring Organisations of
the Treadway Commission (COSO)
– there have been no changes in the Group’s internal control
over financial reporting during 2020 that have materially
affected, or are reasonably likely to affect materially, the
Group’s internal control over financial reporting
– management has assessed the effectiveness of internal
control over financial reporting as at 31 December 2020
and its conclusion will be filed as part of the Group’s Form
20-F, and
– Deloitte LLP, which has audited the consolidated financial
statements of the Group for the year ended 31 December
2020, has also assessed the effectiveness of the Group’s
internal control over financial reporting under Auditing
Standard 2201 of the Public Company Accounting Oversight
Board (United States). Their audit report will be filed with the
Group’s Form 20-F.
Section 13(r) of the Exchange Act
Section 13(r) of the Exchange Act requires issuers to make
specific disclosure in their annual reports of certain types of
dealings with Iran, including transactions or dealings with
government-owned entities, as well as dealings with entities
sanctioned for activities related to terrorism or proliferation of
weapons of mass destruction, even when those activities are
not prohibited by US law and do not involve US persons.
The Group exports certain pharmaceutical, vaccine and
consumer products to Iran, via sales by non-US entities that
are not subsidiaries of a US entity, to two privately held Iranian
distributors.
The Group does not regularly receive information regarding
the identity of its distributors' downstream customers and
intermediaries in Iran, and it is possible that these parties
include entities, such as government-owned hospitals and
pharmacies, that are owned directly or indirectly by the Iranian
government or by persons or entities sanctioned in connection
with terrorism or proliferation activities.
Because the Group does not regularly receive information
regarding the identity of its distributors' downstream customers
it cannot establish the proportion of gross revenue or sales
potentially attributable to entities affiliated with the Iranian
government or parties sanctioned for disclosable activities.
As a result, the Group is reporting the entire gross revenues
(£16.5 million) and net loss (£5.9 million) from the Group's sales
to Iran in 2020.
The Group is also aware that some hospitals or other medical
facilities in Lebanon may be affiliated with or controlled by
Hezbollah or other groups that are designated by the United
States pursuant to Executive Order 13224. Again, the Group
does not deal directly with such hospitals or facilities and
instead sells through distributors. The Group is unable to
establish the proportion of gross revenue or sales potentially
attributable to reportable activities. As a result, the Group is
reporting the entire gross revenues (£50.3 million) and net
profits (£16.0 million) from the Group's sales to Lebanon
in 2020.
Unless noted, the Group intends to continue the activities
described above.
In addition to Section 13(r) of the Exchange Act, US law
generally restricts dealings by US persons and dealings that
otherwise are subject to US jurisdiction with certain countries or
territories that are subject to comprehensive sanctions, currently
Crimea, Cuba, Iran, North Korea and Syria, as well as with the
Government of Venezuela (though not with the country of
Venezuela as a whole). The Group does business, via non-US
entities (which are not owned or controlled by US entities), in
certain such jurisdictions. While we believe the Group complies
with all applicable US sanctions in all material respects, such
laws are complex and continue to evolve rapidly.
GSK Annual Report 2020 285
Investor informationFinancial statementsStrategic reportGovernance and remuneration Other statutory disclosures continued
Donations to political organisations and political expenditure
As a result, the definitions may cover legitimate business
activities not in the ordinary sense considered to be political
donations or political expenditure, nor are they designed to
support any political party or independent election candidate.
Therefore, notwithstanding our policy, and while we do
not intend to make donations to any EU political parties or
organisations, nor to incur any EU political expenditure, we
annually seek shareholder authorisation for any inadvertent
expenditure.
The authority is a precautionary measure to ensure that the
company and its subsidiaries do not inadvertently breach the
legislation.
This authorisation process, for expenditure of up to £100,000
each year, dates back to the AGM held in May 2001, following
the introduction of the Political Parties, Elections and
Referendums Act 2000. The authority has since been
renewed annually.
To ensure a consistent approach to political contributions
across the Group, in 2009 a global policy was introduced
to voluntarily stop all corporate political contributions.
In the period from 1 January 2009 to 31 December 2020,
the Group did not make any political donations to EU or
non-EU organisations.
Notwithstanding the introduction of this policy, in accordance
with the Federal Election Campaign Act in the US, we continue
to support an employee-operated Political Action Committee
(PAC) that facilitates voluntary political donations by eligible
GSK employees.
The PAC is not controlled by GSK. Decisions on the
amounts and recipients of contributions are made by
participating employees exercising their legal right to pool
their resources and make political contributions, which are
subject to strict limitations. In 2020, a total of US$366,750
(2019 – US$265,185) was donated to political organisations
by the GSK employee PAC.
English law requires prior shareholder approval for political
contributions to EU political parties and independent election
candidates as well as for any EU political expenditure. The
definitions of political donations, political expenditure, and
political organisations used in the legislation are, however,
quite broad. In particular, the definition of EU political
organisations may extend to bodies such as those concerned
with policy review, law reform, the representation of the
business community and special interest groups such as
those concerned with the environment, which the company
and its subsidiaries might wish to support.
286 GSK Annual Report 2020
Other statutory disclosures continued
Group companies
In accordance with Section 409 of the Companies Act 2006 a full list of subsidiaries, associates, joint ventures and joint
arrangements, the address of the registered office and effective percentage of equity owned, as at 31 December 2020 are
disclosed below. Unless otherwise stated the share capital disclosed comprises Ordinary shares which are indirectly held by
GlaxoSmithKline plc. The percentage held by class of share is stated where this is less than 100%. Unless otherwise stated,
all subsidiary companies have their registered office and are tax resident in their country of incorporation.
Name
Wholly owned subsidiaries
1506369 Alberta ULC
Action Potential Venture Capital Limited
Adechsa GmbH (ii)
Affymax Research Institute
Allen & Hanburys Limited (ii)
Allen & Hanburys Pharmaceutical Nigeria Limited
Allen Farmaceutica, S.A.
Allen Pharmazeutika Gesellschaft m.b.H.
Security
Common
Ordinary
Ordinary
Common
Ordinary
Ordinary
Ordinary
Ordinary
Registered address
3500 855-2nd Street SW, Calgary, AB, T2P 4J8, Canada
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
c/o PRV Provides Treuhandgesellschaft AG, Dorfstrasse 38, Baar, 6341,
Switzerland
Corporation Service Company, 2710 Gateway Oaks Drive, Suite 150N,
Sacramento, California, 95833, United States
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
24 Abimbola Way, Ilasamaja, Isolo, Lagos, Nigeria
Severo Ochoa, 2, Parque Tecnologico de Madrid, Tres Cantos, Madrid,
28760, Spain
Wagenseilgasse 3, Euro Plaza, Gebäude I, 4. Stock, Vienna, A-1120,
Austria
Beecham Group p.l.c
20p Shares ‘A’; 5p Shares ‘B’
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Beecham Pharmaceuticals (Pte) Limited
Beecham Portuguesa-Produtos Farmaceuticos e Quimicos, Lda Ordinary Quota
Ordinary
Beecham S.A. (ii)
Biovesta Ilaçlari Ltd. Sti. (ii)
Ordinary
Nominative
38 Quality Road, Jurong Industrial Estate, Jurong, 618809, Singapore
Rua Dr Antonio Loureiro Borges No 3, Arquiparque, Miraflores, Alges,
1495-131, Portugal
Parc de la Noire Epine, Avenue Fleming 20, 1300 Wavre, Belgium
Büyükdere Caddesi No. 173, 1.Levent Plaza B Blok, 1.Levent, Istanbul,
34394, Turkey
Partnership Capital
Prinzregentenplatz 9, D-81675, Munich, Germany
Cascan GmbH & Co. KG
Castleton Investment Ltd (in liquidation)
Cellzome GmbH
Ordinary
Ordinary
Cellzome, Inc. (Merged into GlaxoSmithKline LLC 31 Dec 2020) Common;
Series A Preferred;
Series B Preferred;
Series C-1 Convertible Preferred;
Series C-3 Convertible Preferred
c/o DTOS, 19 Cybercity, 10th Floor Standard Chartered Tower, Ebene,
Mauritius
Meyerhofstrasse 1, Heidelberg, 69117, Germany
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Charles Midgley Limited (ii)
Ordinary; 7% Cumulative Preference
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Clarges Pharmaceuticals Trustees Limited (ii) (iv)
Colleen Corporation
Corixa Corporation
Coulter Pharmaceutical, Inc. (ii)
Dealcyber Limited
Desarrollo Energia Solar Alternativa S.L.
Ordinary
Common
Common
Common
Ordinary
Ordinary
Duncan Flockhart Australia Pty Limited (ii) (iv)
Etex Farmaceutica Ltda
Ordinary
Social Capital
Fipar (Thailand) Ltd (in liquidation)
Genelabs Technologies, Inc.
Glaxo Group Limited
Glaxo Kabushiki Kaisha (ii)
Glaxo Laboratories (Nigeria) Limited (ii)
Glaxo Laboratories Limited (in liquidation)
Glaxo New Zealand Pension Plan Trustee Limited
Glaxo Operations UK Limited
Glaxo Properties BV
Ordinary
Common
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Severo Ochoa, 2, Parque Tecnologico de Madrid, Tres Cantos, Madrid,
28760, Spain
1061 Mountain Highway, Boronia, VIC, 3155, Australia
Avenue Andres Bello 2687, Piso 19, Las Condes, Santiago, C.P.
7550611, Chile
12th Floor Wave Place, 55 Wireless Road, Lumpini, Pathumwan,
Bangkok, 10330, Thailand
Corporation Service Company, 2710 Gateway Oaks Drive, Suite 150N,
Sacramento, California, CA, 95833, United States
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
1-8-1 Akasaka Minato-Ku, Tokyo, Japan
82 Marine Road, Apapa, Lagos, Nigeria
55 Baker Street, London, W1U 7EU, England
Level 2 E.2,Generator at GridAKL, 12 Madden Street, Wynyard Quarter,
Auckland 1010, New Zealand
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Van Asch van Wijckstraat 55h, 3811 LP, Amersfoort, Netherlands
GSK Annual Report 2020 287
Investor informationFinancial statementsStrategic reportGovernance and remuneration Other statutory disclosures continued
Group companies continued
Name
Wholly owned subsidiaries continued
Glaxo Trustees Limited (in liquidation)
Glaxo Verwaltungs GmbH
Glaxo Wellcome Australia Pty Ltd (ii) (iv)
Glaxo Wellcome Farmaceutica, Limitada
Glaxo Wellcome International B.V. (ii) (iii)
Glaxo Wellcome Manufacturing Pte Ltd
Glaxo Wellcome Production S.A.S.
Glaxo Wellcome Vidhyasom Limited (ii)
Glaxo Wellcome, S.A.
Glaxo, S.A.
Glaxo-Allenburys (Nigeria) Limited (ii)
Glaxochem Pte Ltd (iii)
Security
Ordinary
Ordinary
Ordinary
Ordinary Quota
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
GlaxoSmithKline – Produtos Farmaceuticos, Limitada
Ordinary Quota
GlaxoSmithKline (Cambodia) Co., Ltd. (in liquidation)
Ordinary
GlaxoSmithKline (China) Investment Co Ltd
GlaxoSmithKline (China) R&D Company Limited
GlaxoSmithKline (Cyprus) Limited
GlaxoSmithKline (GSK) S.R.L.
GlaxoSmithKline (Ireland) Limited
GlaxoSmithKline (Israel) Ltd
GlaxoSmithKline (Malta) Limited
GlaxoSmithKline (Private) Limited (ii)
GlaxoSmithKline (Thailand) Limited
GlaxoSmithKline AB
GlaxoSmithKline AG
GlaxoSmithKline Angola Unipessoal Limitada (iv)
GlaxoSmithKline Argentina S.A.
GlaxoSmithKline AS
GlaxoSmithKline Asia Pvt. Limited
GlaxoSmithKline Australia Pty Ltd
GlaxoSmithKline B.V.
GlaxoSmithKline Beteiligungs GmbH
GlaxoSmithKline Biologicals (Shanghai) Ltd.
GlaxoSmithKline Biologicals Kft.
GlaxoSmithKline Biologicals S.A.S.
GlaxoSmithKline Biologicals SA
GlaxoSmithKline Brasil Limitada
GlaxoSmithKline Capital Inc.
GlaxoSmithKline Capital plc
GlaxoSmithKline Caribbean Limited
Ordinary
Equity
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Quotas
Ordinary
Ordinary
Equity
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Quotas
Common
Ordinary
Ordinary
GlaxoSmithKline Chile Farmaceutica Limitada
Social Capital
GlaxoSmithKline Colombia S.A.
GlaxoSmithKline Consumer Healthcare Holdings Limited (i)
GlaxoSmithKline Consumer Healthcare Investments (Ireland)
Limited (iii) (in liquidation)
GlaxoSmithKline Consumer Healthcare Ireland IP Limited (iii)
(in liquidation)
GlaxoSmithKline Consumer Holding B.V. (ii)
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
288 GSK Annual Report 2020
Registered address
55 Baker Street, London, W1U 7EU, England
Industriestrasse 32-36, Bad Oldesloe, 23843, Germany
1061 Mountain Highway, Boronia, VIC, 3155, Australia
Rua Dr Antonio Loureiro Borges No 3, Arquiparque, Miraflores, Alges,
1495-131, Portugal
Huis ter Heideweg 62, 3705 LZ, Zeist, Netherlands
1 Pioneer Sector 1, Jurong Industrial Estate, Jurong, 628413, Singapore
23 rue François Jacob, 92500, Rueil-Malmaison, France
12th Floor Wave Place, 55 Wireless Road, Lumpini, Pathumwan,
Bangkok, 10330, Thailand
Poligono Industrial Allendeduero, Avenida de Extremadura, 3, Aranda de
Duero, Burgos, 09400, Spain
Severo Ochoa, 2, Parque Tecnologico de Madrid, Tres Cantos, Madrid,
28760, Spain
41 Creek Road, Apapa, Lagos, PMB 1401, Nigeria
23 Rochester Park, 139234, Singapore
Rua Dr Antonio Loureiro Borges No 3, Arquiparque, Miraflores, Alges,
1495-131, Portugal
5th Floor DKSH Building, No. 797 Preah Monivong Boulevard (Corner of
Street 484), Sangkat Phsar Deum Thakov, Khan Chamkarmon, Phnom
Penh, Cambodia
Room 901, 902, 903, 905, 908, 909 and 910, Unit 901, Floor 9, No.56
Mid 4th East Ring Road, Chaoyang District, Beijing, China
F1-3, No. 18 building, 999 Huanke Road, Pilot Free Trade Zone,
Shanghai, 201210, China
Arch. Makariou III, 2-4, Capital Center, 9th Floor, Nicosia, P.C. 1505,
Cyprus
1-5 Costache Negri Street, Opera Center One, 5th and 6th floors, Zone
1, District 5, Bucharest, Romania
12 Riverwalk Citywest Business Campus, Dublin, 24, Ireland
25 Basel Street, PO Box 10283, Petach-Tikva, 49002, Israel
1, First Floor, De La Cruz Avenue, Qormi, QRM2458, Malta
Unit 3, 20 Anthony Road, Msasa, Harare, Zimbabwe
12th Floor Wave Place, 55 Wireless Road, Lumpini, Pathumwan,
Bangkok, 10330, Thailand
Hemvarnsg. 9, Solna, 171 54, Sweden
Talstrasse 3-5, 3053 Muenchenbuchsee, Switzerland
Luanda, Bairro Petrangol, Estrada de Cacuaco n° 288, Angola
Tucumán 1, piso 4, Buenos Aires, C1049AAA, Argentina
Drammensveien 288, 0283 Oslo, Norway
Patiala Road, Nabha 147201, Dist Patiala, Punjab, India
1061 Mountain Highway, Boronia, VIC, 3155, Australia
Van Asch van, Wijckstraat 55h, 3811 LP Amersfoort, The Netherlands,
Netherlands
Prinzregentenplatz 9, Munchen, 81675, Germany
277 Niudun Road, Pilot Free Trade Zone, Shanhai, China
2100 Gödöllõ, Homoki Nagy István utca 1, Hungary
637 Rue des Aulnois, Saint-Amand Les Eaux, 59230, France
Estrada dos Bandeirantes, 8464, Rio de Janeiro, 22783-110, Brazil
Wilmington Trust SP Services Inc., 1105 North Market Street, Suite 1300,
Wilmington, Delaware, 19801, United States
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Avenue Andres Bello No. 2687, Piso 19, Las Condes, Santiago, C.P.
7550611, Chile
Avenida El Dorado, #69B-45/Piso 9, Bogota, Colombia
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Knockbrack, Dungarvan, Co Waterford, X35 RY76, Ireland
Knockbrack, Dungarvan, Co Waterford, X35 RY76, Ireland
Van Asch van Wijckstraat 55h, 3811 LP, Amersfoort, Netherlands
Ordinary; Preference
Rue de l'Institut 89, B-1330 Rixensart, Belgium
Other statutory disclosures continued
Group companies continued
Name
Security
Registered address
Wholly owned subsidiaries continued
GlaxoSmithKline d.o.o
GlaxoSmithKline d.o.o.
GlaxoSmithKline doo Beograd
GlaxoSmithKline Ecuador S.A.
GlaxoSmithKline Eesti OU
GlaxoSmithKline El Salvador S.A. de C.V.
GlaxoSmithKline EOOD
GlaxoSmithKline Export Limited
GlaxoSmithKline Export Panama S.A.
GlaxoSmithKline Far East B.V.
GlaxoSmithKline Finance plc
GlaxoSmithKline GmbH & Co. KG
GlaxoSmithKline Guatemala S.A.
GlaxoSmithKline Holding AS
GlaxoSmithKline Holdings (Americas) Inc.
GlaxoSmithKline Holdings (Ireland) Limited
GlaxoSmithKline Holdings (One) Limited (i)
GlaxoSmithKline Holdings Limited (i)
GlaxoSmithKline Holdings Pty Ltd
GlaxoSmithKline Honduras S.A.
GlaxoSmithKline IHC Limited
Quotas
Equity capital
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Zmja od Bosne broj 7-7a, Sarajevo, 71000, Bosnia and Herzegovina
Ulica Damira Tomljanovica Gavrana 15, Zagreb, Croatia
Omladinskih brigada 88, New Belgrade, City of Belgrade, 11070, Serbia
Av 10 De Agosto N36-239, y Naciones Unidas, Edificio
Electroectuatoriana, 2do piso, Quito, Ecuador
Lõõtsa 8a, Tallinn, 11415, Estonia
Municipio de San Salvador, Departamento de San Salvador, El Salvador
115 G Tsarigradsko Shose Blvd., floor 9, Mladost Region, Sofia, 1784,
Bulgaria
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Panama City, Republic of Panama, Panama
Van Asch van Wijckstraat 55h, 3811 LP, Amersfoort, Netherlands
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Partnership Capital
Prinzregentenplatz 9, Munchen, 81675, Germany
Ordinary
Ordinary
Common
3ra. Av. 13-78 Zona 10, Torre Citibank, Nivel 8, Guatemala City,
Guatemala
Drammensveien 288, 0283 Oslo, Norway
Wilmington Trust SP Services Inc., 1105 North Market Street, Suite 1300,
Wilmington, Delaware, 19801, United States
Ordinary; Deferred
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
1061 Mountain Highway, Boronia, VIC, 3155, Australia
Tegucigalpa, MDC, Honduras
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Büyükdere Caddesi No. 173, 1.Levent Plaza B Blok, 1.Levent, Istanbul,
34394, Turkey
GlaxoSmithKline Ilaclari Sanayi ve Ticaret A.S.
Nominative
GlaxoSmithKline Inc.
GlaxoSmithKline Insurance Ltd.
GlaxoSmithKline Intellectual Property (No.2) Limited
GlaxoSmithKline Intellectual Property Development Limited
Class A Common; Class C Preference
7333 Mississauga Road North, Mississauga, ON, L5N 6L4, Canada
Ordinary
Ordinary
Ordinary
19 Par-La-Ville Road, Hamilton, HM11, Bermuda
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
GlaxoSmithKline Intellectual Property Holdings Limited
A Ordinary; B Ordinary
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
GlaxoSmithKline Intellectual Property Limited
Ordinary; Deferred
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
GlaxoSmithKline Intellectual Property Management Limited
GlaxoSmithKline Investigación y Desarrollo, S.L.
GlaxoSmithKline Investment Holdings Limited (In liquidation)
GlaxoSmithKline Investment Services Limited (In liquidation)
Ordinary
Ordinary
Ordinary
Ordinary
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Severo Ochoa 2 Parque Tecnológico de Madrid, Tres Cantos, Madrid,
28760, Spain
55 Baker Street, London, W1U 7EU, England
55 Baker Street, London, W1U 7EU, England
GlaxoSmithKline Investments (Ireland) Limited (iii) (in liquidation) Ordinary
12 Riverwalk Citywest Business Campus, Dublin, 24 Ireland
GlaxoSmithKline Investments Pty Ltd
GlaxoSmithKline K.K.
GlaxoSmithKline Korea Limited
GlaxoSmithKline Latin America, S.A.
GlaxoSmithKline Latvia SIA
GlaxoSmithKline Lietuva UAB
GlaxoSmithKline Limited
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
GlaxoSmithKline LLC
LLC Interests
GlaxoSmithKline Manufacturing SpA
GlaxoSmithKline Maroc S.A.
GlaxoSmithKline Medical and Healthcare Products Limited
GlaxoSmithKline Mercury Limited (i)
Ordinary
Ordinary
Ordinary
Ordinary
GlaxoSmithKline Mexico S.A. de C.V.
Ordinary A; Ordinary B
GlaxoSmithKline NZ Limited
GlaxoSmithKline Oy
GlaxoSmithKline Peru S.A.
GlaxoSmithKline Pharma A/S
Ordinary
Ordinary
Ordinary
Ordinary
1061 Mountain Highway, Boronia, VIC, 3155, Australia
1-8-1 Akasaka Minato-Ku, Tokyo, Japan
9F LS Yongsan Tower 92, Hangangdae-ro Yongsan-gu, Seoul, 04386,
Republic of Korea
Panama City, Republic of Panama, Panama
Duntes iela 3, Riga, Latvia
Ukmerges st. 120, Vilnius, LT-08105, Lithuania
23/F., Tower 6, The Gateway, 9 Canton Road, Tsimshatsui, Kowloon,
Hong Kong
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Via Alessandro Fleming 2, Verona, 37135, Italy
42-44 Angle Bd, Rachidi et Abou Hamed El Glaza, Casablanca, Morocco
H-1124, Csorsz utca 43, Budapest, Hungary
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Calzada, Mexico-Xochimilco 4900, Colonia San Lorenzo, Huipulco,
Delegacion Tlalpan, 14370, Mexico
Level 2 E.2, 12 Madden Street, Wynyard Quarter, Auckland 1010,
New Zealand
Piispansilta 9A, P.O. Box 24, Espoo, FIN-02230, Finland
Av. Javier Prado Oeste, 995, San Isidro, Lima 27, Peru
Nykaer 68, Brondby, DK-2605, Denmark
GSK Annual Report 2020 289
Investor informationFinancial statementsStrategic reportGovernance and remuneration Other statutory disclosures continued
Group companies continued
Name
Wholly owned subsidiaries continued
GlaxoSmithKline Pharma GmbH
GlaxoSmithKline Pharmaceutical Kenya Limited
GlaxoSmithKline Pharmaceutical Nigeria Limited
GlaxoSmithKline Pharmaceutical Sdn Bhd
GlaxoSmithKline Pharmaceuticals (Pvt) Ltd
GlaxoSmithKline Pharmaceuticals Costa Rica S.A
GlaxoSmithKline Pharmaceuticals S.A.
GlaxoSmithKline Pharmaceuticals SA
GlaxoSmithKline Pharmaceuticals Ukraine LLC
GlaxoSmithKline Pte Ltd
GlaxoSmithKline Puerto Rico, Inc.
GlaxoSmithKline Republica Dominicana S.A.
GlaxoSmithKline Research & Development Limited
GlaxoSmithKline S.A.
GlaxoSmithKline S.p.A.
GlaxoSmithKline s.r.o.
Security
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary A; Ordinary B;
Ordinary C; Ordinary D
Ordinary
Chartered Capital
Ordinary
Common
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
GlaxoSmithKline Services GmbH & Co. KG
GlaxoSmithKline Services Inc. (ii)
Partnership Capital
Common
GlaxoSmithKline Services Unlimited (i)
GlaxoSmithKline Single Member A.E.B.E.
GlaxoSmithKline SL LLC
GlaxoSmithKline SL LP (ii) (viii)
GlaxoSmithKline Slovakia s.r.o.
GlaxoSmithKline South Africa (Pty) Limited
GlaxoSmithKline Trading
GlaxoSmithKline Trading Services Limited (iii)
GlaxoSmithKline Tunisia S.A.R.L.
GlaxoSmithKline UK Limited
GlaxoSmithKline Uruguay S.A.
GlaxoSmithKline US Trading Limited
GlaxoSmithKline Venezuela C.A.
Ordinary
Ordinary
LLC Interests
Partnership
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
GlaxoSmithKline Vietnam Limited Liability Company (ii) (iv)
Equity capital
GlycoVaxyn AG (iv)
Groupe GlaxoSmithKline S.A.S.
GSK Australia NVD Pty Ltd (ii) (iv)
GSK Bangladesh Private Limited
GSK Biopharma Argentina S.A.
Common; Preferred A;
Preferred B; Preferred C
Ordinary
Ordinary
Ordinary
Nominative non endorseable
ordinary shares
GSK Business Service Centre Sdn Bhd
GSK Capital B.V. (Incorporated on 01/02/2021) (iii) (ix)
GSK Capital K.K.
GSK Commercial Sp. z o.o.
GSK d.o.o., Ljubljana
GSK Enterprise Management Co, Ltd
GSK Equity Investments, Limited
290 GSK Annual Report 2020
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Unit
Registered address
Wagenseilgasse 3, Euro Plaza, Gebäude I, 4. Stock, Vienna, A-1120,
Austria
Likoni Road, Nairobi, 78392 - 00507, Kenya
1 Industrial Avenue, Ilupeju, Ikeja, Lagos, PM B 21218, Nigeria
Level 6, Quill 9, 112, Jalan Prof. Khoo Kay Kim, 46300 Petaling Jaya,
Selangor, Malaysia
121 Galle Road, Kaldemulla, Moratuwa, Sri Lanka
300 metros al este de la Rotonda de la Betania, Mercedes de Montes de
Oca, Sabanilla, Montes de Oca, San Jose, Costa Rica
Ul. Grunwaldzka 189, Poznan, 60-322, Poland
Site Apollo, Avenue Pascal 2-4-6, Wavre, 1300, Belgium
Pavla Tychyny avenue, 1-V, Kiev, 02152, Ukraine
23 Rochester Park, 139234, Singapore
The Prentice-Hall Corporation System, Puerto Rico, Inc., c/o Fast
Solutions, LLC, 252 Ponce de Leon Avenue, Floor 20, San Juan, 00918,
Puerto Rico
Blue Mall Tower, Floor 23 Ave., Winston Churchill 95, Santo Domingo,
Dominican Republic
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Severo Ochoa, 2, Parque Tecnologico de Madrid, Tres Cantos, Madrid,
28760, Spain
Viale dell’Agricoltura 7, Verona, 37135, Italy
Hvezdova 1734/2c, Prague, 4 140 00, Czech Republic
Prinzregentenplatz 9, Munchen, 81675, Germany
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
266 Kifissias Avenue, Halandri, Athens, 152 32, Greece
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Galvaniho 7/A, Bratislava, 821 04, Slovakia
Flushing Meadows Building, The Campus, 57 Sloane Street, Bryanston
2021, South Africa
Leningradskiy Prospect 37A, Building 4, Floor 3, Premises XV, Room 1,
Moscow, 125167, Russian Federation
12 Riverwalk Citywest Business Campus, Dublin, 24, Ireland
Immeuble Les Quatres R, Rue du Lac Lochness, Berges du Lac, Tunis,
Tunisia
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Urbanizacion La Trinidad, Calle luis De Camoems, Edif No 115-117
Apatado Posta, Caracas, 1010, Venezuela
The Metropolitan, 235 Dong Khoi Street, District 1, 7th Floor Unit 701,
Ho Chi Minh City, Viet Nam
Grabenstrasse 3, 8952 Schlieren, Switzerland
23 Rue françois Jacob, 92500, Rueil-Malmaison, France
1061 Mountain Highway, Boronia, VIC, 3155, Australia
Sweden Tower, 1, Harinnachala, Konabari, Gazipur, Bangladesh
Tucumán 1, piso 4, Buenos Aires, C1049AAA, Argentina
Level 6, Quill 9, 112 Jalan Prof. Khoo Kay Kim, Petaling Jaya, Selangor,
46300, Malaysia
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
1-8-1 Akasaka Minato-Ku, Tokyo, Japan
ul. Rzymowskiego 53, Warsaw, 02-697, Poland
Ameriška ulica 8,Ljubljana, 1000, Slovenia
Floor 4, 18 Lane 999 Huanke Road, No. 1358 Zhongke Road, Shanghai,
China
Corporation Service Company, 2595 Interstate Drive, Suite 103,
Harrisburg, Pennsylvania, PA, 17110, United States
Registered shares provisory stock
Salto 1105, CP 11.200 Montevideo, Uruguay
Ordinary; Preference
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Other statutory disclosures continued
Group companies continued
Name
Security
Registered address
Wholly owned subsidiaries continued
GSK Finance (No 2) Limited
GSK Finance (No.3) plc
GSK India Global Services Private Limited
Ordinary
Ordinary
Equity shares
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Prestige Trade Tower, 4, 5, 6th Floor, Palace Road, Sampangiramnagar,
Bangalore, Karnataka, 560001, India
GSK Kazakhstan LLP
Participation/Participating Interest
23, Furmanov Street, Almaty, Medeu District, 050059, Kazakhstan
GSK Pharma Vietnam Company Limited
Chartered Capital
GSK Pharmaceutical Trading SA (ii) (iv)
GSK Services Sp z o.o.
GSK Vaccines BV
GSK Vaccines GmbH
GSK Vaccines Institute for Global Health S.r.l.
GSK Vaccines S.r.l.
GSK Vaccines Vertriebs GmbH (ii)
HGS France S.a.r.l. (ii) (iv)
Horlicks Limited
Human Genome Sciences, Inc.
ID Biomedical Corporation of Quebec
Instituto Luso Farmaco, Limitada (ii)
Ordinary
Ordinary
Ordinary
Ordinary
Quotas
Quotas
Ordinary
Ordinary
Common
Common
Ordinary Quota
InterPharma Dienstleistungen GmbH (ii)
Quotas
J&J Technologies, LC
Laboratoire GlaxoSmithKline
Laboratoire Pharmaceutique Algérien LPA Production SPA
Laboratoire Pharmaceutique Algérien SPA
Laboratoires Paucourt (ii)
Laboratoires Saint-Germain (ii)
Laboratorios Dermatologicos Darier, S.A de C.V.
LLC Interests
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
"Ordinary A;
Ordinary B"
Laboratorios Farmaceuticos Stiefel (Portugal) LTDA (ii)
Ordinary Quota
Laboratorios Stiefel de Venezuela SA
Laboratorios Stiefel Ltda.
Ordinary
Ordinary
Laboratorios Wellcome De Portugal Limitada (ii)
Ordinary Quota
Okairos AG (in liquidation)
Penn Labs Inc. (ii)
S.R. One International B.V.
Setfirst Limited
Sitari Pharma, Inc.
Common
Ordinary
Ordinary; Preference
Common Stock
Smith Kline & French Portuguesa-Produtos Farmaceuticos,
LDA (ii)
Ordinary Quota
SmithKline Beecham (Bangladesh) Private Limited (ii)
SmithKline Beecham (Cork) Limited
SmithKline Beecham (Manufacturing) Limited
SmithKline Beecham (SWG) Limited (In liquidation)
Ordinary
Ordinary
Ordinary
Ordinary
SmithKline Beecham Biologicals US Partnership
Partnership Interest
SmithKline Beecham Egypt L.L.C.
SmithKline Beecham Farma, S.A.
Quotas
Ordinary
SmithKline Beecham Inter-American Corporation (ii)
Common
Unit 702/703 7th Floor, The Metropolitan Tower, 235 Dong Khoi Street,
Ben Nghe Ward, District 1, Ho Chi Minh, Viet Nam
1-5 Costache Negri Street, Opera Center One, 5th floor, discussions
room 01, District 5, Bucharest, Romania
Ul. Grunwaldzka 189, Poznan, 60-322, Poland
Hullenbergweg 85, Amsterdam, 1101 CL, Netherlands
Emil-von-Behring-Str.76, 35041 Marburg, Germany
Via Fiorentina 1, Siena, 53100, Italy
Via Fiorentina 1, Siena, 53100, Italy
Rudolf-Diesel-Ring 27, Holzkirchen, 83607, Germany
52-54, Rue de la Belle Feuille, Boulogne-Billancourt, 92100, France
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
2323, boul. Du Parc Technologique, Québec, G1P 4R8, Canada
Rua Dr Antonio Loureiro Borges No 3, Arquiparque, Miraflores, Alges,
1495-131, Portugal
Wagenseilgasse 3, Euro Plaza, Gebäude I, 4. Stock, Vienna, A-1120,
Austria
Corporation Service Company, 100 Shockoe Slip, 2nd Floor, Richmond,
VA 23219, United States
23 rue François Jacob, 92500, Rueil-Malmaison, France
Zone Industrielle Est, Boudouaou, Boumerdes, Algeria
Zone Industrielle Est, Boudouaou, Boumerdes, Algeria
23 rue François Jacob, 92500, Rueil-Malmaison, France
23 rue François Jacob, 92500, Rueil-Malmaison, France
Calzada Mexico Xochimilco, 4900 San Lorenzo Huipulco, District Federal
Mexico, 14370, Mexico
Rua Dr Antonio Loureiro Borges No 3, Arquiparque, Miraflores, Alges,
1495-131, Portugal
Calle Luis de Camoens, Edificio GlaxoSmithKline, No. 115-117, Urb. La
Trinidad, Caracas, Venezuela
Rua Professor Joao Cavalheiro Salem, no.1077, Bairro de Bonsucesso,
Municipality of Guarulhos, Sao Paulo, CEP 07243-580, Brazil
Rua Dr Antonio Loureiro Borges No 3, Arquiparque, Miraflores, Alges,
1495-131, Portugal
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Van Asch van Wijckstraat 55h, 3811 LP, Amersfoort, Netherlands
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, DE, 19808, United States
Rua Dr Antonio Loureiro Borges No 3, Arquiparque, Miraflores, Alges,
1495-131, Portugal
14, Topkhana Road, Segunbagicha, Dhaka 1000, Bangladesh
12 Riverwalk Citywest Business Campus, Dublin, 24, Ireland
12 Riverwalk Citywest Business Campus, Dublin, 24, Ireland
55 Baker Street London W1U 7EU, England
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Amoun Street, El Salam City, Cairo, Egypt
Severo Ochoa, 2, Parque Tecnologico de Madrid, Tres Cantos, Madrid,
28760, Spain
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
GSK Annual Report 2020 291
Mixis Genetics Limited (In liquidation)
Ordinary; Ordinary Euro
55 Baker Street, London, W1U 7EU, England
Montrose Pharma Company Limited (ii) (iv)
Ordinary Quota
H-1124, Csorsz utca 43, Budapest, Hungary
Common; Preferred A; Preferred B
c/o OBC Suisse AG, Aeschenvorstadt 71, 4051, Basel, Switzerland
Investor informationFinancial statementsStrategic reportGovernance and remuneration Other statutory disclosures continued
Group companies continued
Name
Wholly owned subsidiaries continued
SmithKline Beecham Limited
SmithKline Beecham Overseas Limited
SmithKline Beecham Pension Plan Trustee Limited (ii)
SmithKline Beecham Pension Trustees Limited (in liquidation)
Security
Ordinary
Ordinary
Ordinary
Ordinary
Registered address
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
55 Baker Street, London, W1U 7EU, England
SmithKline Beecham Pharma GmbH & Co KG
Partnership Capital
Prinzregentenplatz 9, Munchen, 81675, Germany
SmithKline Beecham Pharma Verwaltungs GmbH
SmithKline Beecham Pharmaceuticals (Pty) Limited (ii) (iv)
SmithKline Beecham Pharmaceuticals Co.
Ordinary
Ordinary
Common
SmithKline Beecham Port Louis Limited (in liquidation)
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
SmithKline Beecham Senior Executive Pension Plan Trustee
Limited (ii)
Stiefel Distributors (Ireland) Limited (in liquidation)
Stiefel Dominicana, S.R.L. (ii) (iv)
Stiefel Farma, S.A.
Stiefel GmbH & Co. KG
Stiefel India Private Limited
Stiefel Laboratories (Maidenhead) Ltd (In liquidation)
Stiefel Laboratories Legacy (Ireland) Limited
Stiefel Laboratories Limited (ii)
Stiefel Laboratories Pte Limited (ii)
Stiefel Laboratories, Inc.
Stiefel Maroc SARL (ii) (iv)
Stiefel Research (Australia) Holdings Pty Ltd
Stiefel Research Australia Pty Ltd
Stiefel West Coast LLC
Strebor Inc.
Tempero Pharmaceuticals, Inc.
Tesaro Bio Austria GmbH in Liqu (in liquidation)
Tesaro Bio GmbH
Tesaro Bio Netherlands B.V
Tesaro Bio Spain S.L.U. (iv)
Tesaro Bio Sweden AB
Tesaro Development Limited
Tesaro, Inc.
The Sydney Ross Co. (ii)
The Wellcome Foundation Investment Company Limited
(Active proposal to strike off)
UCB Pharma Asia Pacific Sdn Bhd (ii)
Wellcome Consumer Healthcare Limited (ii)
Wellcome Consumer Products Limited (ii)
Wellcome Developments Pty Ltd (ii) (iv)
Wellcome Limited
Wellcome Operations Pty Ltd (ii) (iv)
GSK Pharma Vietnam Company Limited
GlaxoSmithKline Limited
GSK Consumer Healthcare Export Limited
292 GSK Annual Report 2020
Prinzregentenplatz 9, Munchen, 81675, Germany
Flushing Meadows Building, The Campus, 57 Sloane Street, Bryanston
2021, South Africa
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
c/o CIM Corporate Services Ltd, Les Cascades Building, Edith Cavell
Street, Port Louis, Mauritius
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Finisklin Business Park, Sligo, Ireland
Ave. Lope de Vega #29, Torre NovoCentro, Local 406, Santo Domingo,
Dominican Republic
Severo Ochoa, 2, Parque Tecnologico de Madrid, Tres Cantos, Madrid,
28760, Spain
Partnership Capital
Prinzregentenplatz 9, Munchen, 81675, Germany
Equity
Ordinary
Ordinary
Ordinary
Ordinary
Common
Ordinary
Ordinary
Ordinary
LLC Interests
Common
401-402, A, Wing, 4th Floor,Floral Deck Plaza, Opp Rolta Bhavan,
Central MIDC Road, Mumbai, Andheri (E), 400093, India
55 Baker Street, London, W1U 7EU, England
Unit 2 Building 2500, Avenue 2000 Cork Airport Business Park, Cork,
Ireland
Eurasia Headquarters, Concorde Road, Maidenhead, Berkshire, SL6 4BY,
England
1 Pioneer, Sector 1, 62841, Singapore
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
275 Boulevard Zerktouni, Casablanca, Morocco
1061 Mountain Highway, Boronia, VIC, 3155, Australia
1061 Mountain Highway, Boronia, VIC, 3155, Australia
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Series A Preference;
Series B Preference; Common
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Common
Ordinary
Shares
Shares/Participation Quota
Common
Shares
Common
Common
Fleischmarkt 1/6/12, Vienna, 1010, Austria
Poststrasse 6, 6300 Zug, Switzerland
Joop Geesinkweg 901, 1114 AB, Amsterdam-Duivendrecht, Netherlands
Severo Ochoa 2 Parque Tecnológico de Madrid, Tres Cantos, Madrid,
28760, Spain
c/o BDO Malardalen AB, Skatt Box 24193, Stockholm, 104 51, Sweden
Clarendon House, 2 Church Street, Hamilton HM11, Bermuda
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, DE, 19808, United States
Corporation Service Company, Princeton South Corporate Center, Suite
160, 100 Charles Ewing Blvd, Ewing, New Jersey, 08628, United States
Limited by guarantee
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
12th Floor, Menara Symphony, No.5, Jalan Prof. Khoo Kay Kim, Seksyen
13, Petaling Jaya, 46200, Malaysia
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
1061 Mountain Highway, Boronia, VIC, 3155, Australia
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
1061 Mountain Highway, Boronia, VIC, 3155, Australia
Chartered Capital
Unit 702/703 7th Floor, The Metropolitan Tower, 235 Dong Khoi Street,
Ben Nghe Ward, District 1, Ho Chi Minh, Viet Nam
Ordinary
Likoni Road; PO Box 78392; Nairobi; Kenya
980, Great West Road, Brentford, Middlesex, TW8 9GS, England
Other statutory disclosures continued
Group companies continued
Name
Security
Effective %
Ownership
Registered address
A Ordinary; B Ordinary (0%) 55
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Subsidiaries where the effective interest is less than 100%
Alacer Corp.
Common
Amoun Pharmaceutical Industries Co. S.A.E.
New Monetary Shares
(99.5%)
Beecham Enterprises Inc. (ii)
Biddle Sawyer Limited
Block Drug Company, Inc.
Block Drug Corporation (ii)
British Pharma Group Limited (i)
Consumer Healthcare Holdings Limited
Consumer Healthcare Intermediate Holdings Limited
Duncan Consumer Healthcare Philippines Inc
Duncan Pharmaceuticals Philippines Inc.
Ex-Lax, Inc.
Ferrosan ApS
Ferrosan International ApS
Ferrosan S.R.L.
Galvani Bioelectronics Inc.
Galvani Bioelectronics Limited
Glaxo Saudi Arabia Limited
Glaxo Wellcome Ceylon Limited
GlaxoSmithKline (Tianjin) Co. Ltd
GlaxoSmithKline Algérie S.P.A.
GlaxoSmithKline Brasil Produtos para Consumo e Saude
Ltda
GlaxoSmithKline Consumer Healthcare (China) Co. Ltd
GlaxoSmithKline Consumer Healthcare (Hong Kong)
Limited
GlaxoSmithKline Consumer Healthcare (Ireland) Limited
GlaxoSmithKline Consumer Healthcare (Overseas) Limited
GlaxoSmithKline Consumer Healthcare (Thailand) Limited
Common
Equity
Common
Common
Captial (50%)
Ordinary
Ordinary
Common
Common
Common
A Shares; B Shares
Ordinary
Registered capital
Common
Ordinary
Ordinary; Ordinary B
Ordinary
Ordinary
Quotas
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
GlaxoSmithKline Consumer Healthcare (UK) IP Limited (iv) Ordinary
GlaxoSmithKline Consumer Healthcare (UK) Trading
Limited
Ordinary
GlaxoSmithKline Consumer Healthcare (US) IP LLC
LLC Interests
GlaxoSmithKline Consumer Healthcare A/S
GlaxoSmithKline Consumer Healthcare AB (v)
GlaxoSmithKline Consumer Healthcare Australia Pty ltd
GlaxoSmithKline Consumer Healthcare B.V.
GlaxoSmithKline Consumer Healthcare Colombia SAS
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
GlaxoSmithKline Consumer Healthcare Czech Republic s.r.o. Ordinary
GlaxoSmithKline Consumer Healthcare Finance Limited
GlaxoSmithKline Consumer Healthcare Finance No.2
Limited
GlaxoSmithKline Consumer Healthcare Finland Oy
GlaxoSmithKline Consumer Healthcare GmbH
Ordinary
Ordinary
Ordinary
Ordinary
GlaxoSmithKline Consumer Healthcare GmbH & Co. KG
Partnership Capital
GlaxoSmithKline Consumer Healthcare Hellas Single
Member Societe Anonyme
Ordinary
68
90.7
59.8
75
68
68
50
68
68
68
92.5
68
68
68
68
55
Corporate Service Company d/b/a CSC-Lawyers Incorp., 2710 Gateway
Oaks Drive, Suite 150N, Sacramento, California, 95833-3505, United
States
El Salam City 11491, PO Box 3001, Cairo, Egypt
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
252 Dr Annie Besant Road, Mumbai, 400030, India
Corporation Service Company, Princeton South Corporate Center, Suite
160, 100 Charles Ewing Blvd, Ewing, New Jersey, 08628, United States
Corporation Service Company, Princeton South Corporate Center, Suite
160, 100 Charles Ewing Blvd, Ewing, New Jersey, 08628, United States
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
23rd Floor, The Finance Centre, 26th Street Corner 9th Avenue, Bonifacio
Global City, Taguig City, 1634, Philippines
23rd Floor, The Finance Centre, 26th Street Corner 9th Avenue, Bonifacio
Global City, Taguig City, 1634, Philippines
The Prentice Hall Corporation System, Puerto Rico, Inc., c/o Fast
Solutions, LLC, Citi Tower, 252 Ponce de Leon Avenue, Floor 20, San
Juan, 00918, Puerto Rico
Nykaer 68, Brondby, DK-2605, Denmark
Nykaer 68, Brondby, DK-2605, Denmark
178/C Calea Turzii, Cluj-Napoca, Cluj County, Romania
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
75
67.8
90
PO Box 22617, Area No 56 to 73, Warehouse City, First Stage Al
Khomrah, Jeddah 21416, Saudi Arabia
121 Galle Road, Kaldemulla, Moratuwa, Sri Lanka
No. 65, the Fifth Avenue, Tai Feng Industrial Park, Tianjin Economic and
Technolog, Tianjin, 300457, China
99.99
Zone Industrielle Est, Boudouaou, Wilaya de Boumerdes, Algeria
68
68
68
68
68
68
68
68
68
68
68
68
68
68
68
68
68
68
68
68
68
Av das Americas, 3500, 4th floor, rooms 407-420, Rio de Janeiro, RJ,
22621-000, Brazil
Floor 8, 168 Xizangzhong Road, Huangpu District, Shanghai, China
23/F., Tower 6, The Gateway, 9 Canton Road, Tsimshatsui, Kowloon,
Hong Kong
12 Riverwalk Citywest Business Campus, Dublin, 24, Ireland
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
13th Floor, Unit 13.05 and 13.06 Wave Place, 55 Wireless Road,
Lumpini, Pathumwan, Bangkok, 10330, Thailand
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Nykaer 68, Brondby, DK-2605, Denmark
Nykaer 68, Brondby, DK-2605, Denmark
82 Hughes Avenue, Ermington, NSW, 2115, Australia
Van Asch van Wijckstraat 55G, Amersfoort, 3811 LP, Netherlands
Carrera 7 No. 113 - 43 Piso 4, Colombia
Hvezdova 1734/2c, Prague, 4 140 00, Czech Republic
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Piispansilta 9A, Fin-02230, Espoo, Finland
Wagenseilgasse 3, Euro Plaza, Gebäude I, 4. Stock, Vienna, A-1120,
Austria
Barthstr. 4, München, 80339, Germany
274 Kifissias Avenue Halandri, Athens, 152 32, Greece
GSK Annual Report 2020 293
Investor informationFinancial statementsStrategic reportGovernance and remuneration Other statutory disclosures continued
Group companies continued
Name
Security
Effective %
Ownership
Registered address
Subsidiaries where the effective interest is less than 100% continued
GlaxoSmithKline Consumer Healthcare Holdings (No.2)
Limited
A; B(0%); Preference
GlaxoSmithKline Consumer Healthcare Holdings (US) LLC
LLC Interests
GlaxoSmithKline Consumer Healthcare Investments
(Ireland) (No 3) Limited (iii) (In liquidation)
GlaxoSmithKline Consumer Healthcare Investments
(Ireland) (No.2) Unlimited Company (iii) (In liquidation)
GlaxoSmithKline Consumer Healthcare Japan K.K.
GlaxoSmithKline Consumer Healthcare Korea Co., Ltd.
Ordinary
Ordinary
Ordinary
Ordinary
GlaxoSmithKline Consumer Healthcare L.L.C.
LLC Interests
GlaxoSmithKline Consumer Healthcare Mexico,
S. De R.L. de C.V.
GlaxoSmithKline Consumer Healthcare New Zealand ULC
GlaxoSmithKline Consumer Healthcare Norway AS
Ordinary
Ordinary
Ordinary
68
68
68
68
68
68
68
68
68
68
GlaxoSmithKline Consumer Healthcare Pakistan Limited
Ordinary (85.8%)
58.3
GlaxoSmithKline Consumer Healthcare Philippines Inc
Common
GlaxoSmithKline Consumer Healthcare Pte. Ltd.
GlaxoSmithKline Consumer Healthcare S.A.
GlaxoSmithKline Consumer Healthcare S.A.
GlaxoSmithKline Consumer Healthcare S.r.l
GlaxoSmithKline Consumer Healthcare Saudi Limited
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
GlaxoSmithKline Consumer Healthcare Sdn. Bhd.
Ordinary
GlaxoSmithKline Consumer Healthcare Slovakia s. r. o.
Ownership interest
GlaxoSmithKline Consumer Healthcare South Africa
(Pty) Ltd
GlaxoSmithKline Consumer Healthcare Sp.z.o.o.
GlaxoSmithKline Consumer Healthcare SRL
Ordinary
Ordinary
Ordinary
GlaxoSmithKline Consumer Healthcare ULC /
GlaxoSmithKline Soins De Sante Aux Consommateurs SRI
A Class Preference;
Common
GlaxoSmithKline Consumer Healthcare Vietnam Company
Limited (ii)
Charter Capital
68
68
68
68
68
68
68
68
68
68
68
68
68
GlaxoSmithKline Consumer Healthcare, L.P.
Partnership Capital
59.8
GlaxoSmithKline Consumer Healthcare, Produtos para a
Saude e Higiene, Lda
Ordinary Quota
GlaxoSmithKline Consumer Nigeria plc (vi)
Ordinary (46.4%)
GlaxoSmithKline Consumer Private Limited
GlaxoSmithKline Consumer Trading Services Limited
GlaxoSmithKline Costa Rica S.A.
GlaxoSmithKline Dungarvan Limited
GlaxoSmithKline Healthcare AO
GlaxoSmithKline Healthcare GmbH
GlaxoSmithKline Healthcare Ukraine O.O.O.
GlaxoSmithKline Pakistan Limited
GlaxoSmithKline Panama S.A.
GlaxoSmithKline Paraguay S.A.
GlaxoSmithKline Pharmaceuticals Limited
GlaxoSmithKline Philippines Inc
294 GSK Annual Report 2020
Equity
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ownership interest
Ordinary (82.6%)
Ordinary
Ordinary
Equity (75%)
Common
68
46.4
68
68
68
68
68
68
68
82.6
68
68
75
92.5
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Knockbrack, Dungarvan, Co Waterford, X35 RY76, Ireland
Knockbrack, Dungarvan, Co Waterford, X35 RY76, Ireland
1-8-1 Akasaka Minato-Ku, Tokyo, Japan
9F LS Yongsan Tower, 92, Hangang-daero, Yongsan-gu, Seoul, 04386,
Korea, Republic of
Corporation Service Company, 2595 Interstate Drive Suite 103,
Harrisburg, Pennsylvania, 17110, United States
Calzada Mexico-Xochimilco 4900, Colonia San Lorenzo Huipulco,
Delegacion Tlalpan, Mexico, D.F. 14370, Mexico
Level 11, Zurich House, 21 Queen Street, Auckland, 1010, New Zealand
Drammensveien 288, 1326 Lysaker, Norway
The Sykes Building, 35 Dockyard Road, West Wharf, Karachi, 74000,
Pakistan
23rd Floor, The Finance Centre, 26th Street Corner 9th Avenue, Bonifacio
Global City, Taguig City, 1634, Philippines
23 Rochester Park, 139234, Singapore
Site Apollo, Avenue Pascal 2-4-6, Wavre, 1300, Belgium
Severo Ochoa, 2, Parque Tecnologico de Madrid, Tres Cantos, Madrid,
28760, Spain
Via Zambeletti snc,Baranzate, Milan, 20021, Italy
603 Salamah Tower 6th Floor, Madinah Road Al-Salamah District Jeddah
21425, Saudi Arabia
Lot 89, Jalan Enggang, Ampang/Ulu Kelang Industrial Estate, 6800
Ampang, Selangor, Darul Ehsan, Malaysia
Galvaniho 7/A, Bratislava, 821 04, Slovakia
Flushing Meadows Building, The Campus, 57 Sloane Street, Bryanston
2021, South Africa
Ul. Grunwaldzka 189, Poznan, 60-322, Poland
1-5 Costache Negri Street, Opera Center One, 6th floor (Zone 2), District
5, Bucharest, Romania
595 Burrard Street, Suite 2600 Three Bentall Centre, P.O. Box 49314,
Vancouver, BC V7X 1L3, Canada
Floor 16, Metropolitan, 235 Dong Khoi, Ben Nghe Ward, District 1, Ho
Chi Minh City, Viet Nam
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Rua Dr Antonio Loureiro Borges No 3, Arquiparque, Miraflores, Alges,
1495-131, Portugal
1 Industrial Avenue, Ilupeju, Ikeja, Lagos, PM B 21218, Nigeria
Patiala Road, Nabha 147201, Dist Patiala, Punjab, India
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
San Jose 300 Este de la Rotonda Betania, Carretera a Sabanilla,
Costa Rica
Knockbrack, Dungarvan, Co Waterford, X35 RY76, Ireland
Premises III, Room 9, floor 6, Presnenskaya nab. 10, Moscow, 123112,
Russian Federation
Barthstr. 4, München, 80339, Germany
Pavla Tychyny avenue, 1-V, Kiev, 02152, Ukraine
The Sykes Building, 35 Dockyard Road, West Wharf, Karachi, 74000,
Pakistan
Urbanizacion Industrial Juan D, Calles A Y B, Republic of Panama,
Panama
Oficial Gilberto Aranda 333, Planta Alta casi Salvador del Mundo,
Asuncion, Paraguay
252 Dr Annie Besant Road, Mumbai, 400030, India
23rd Floor, The Finance Centre, 26th Street Corner 9th Avenue, Bonifacio
Global City, Taguig City, 1634, Philippines
Other statutory disclosures continued
Group companies continued
Name
Security
Effective %
Ownership
Registered address
Subsidiaries where the effective interest is less than 100% continued
GlaxoSmithKline S.A.E.
Ordinary (91.2%)
91.2
GlaxoSmithKline Sante Grand Public SAS
GlaxoSmithKline Technology (Taizhou) Co., Ltd
Ordinary
Ordinary
GlaxoSmithKline Tuketici Sagligi Anonim Sirketi
Nominative
GlaxoSmithKline-Consumer Hungary Limited Liability
Company
GSK Canada Holding Company Limited
GSK CH Kazakhstan LLP
GSK Consumer Health, Inc.
Membership
Ordinary
Charter Capital
Common
GSK Consumer Healthcare Holdings (US) Inc.
Common
GSK Consumer Healthcare Holdings No. 2 LLC (iii)
Unit
GSK Consumer Healthcare Israel Ltd (iv)
GSK Consumer Healthcare Levice, s.r.o.
GSK Consumer Healthcare S.A.
GSK Consumer Healthcare Schweiz AG
GSK Consumer Healthcare Services, Inc.
GSK Consumer Healthcare Singapore Pte. Ltd.
GSK Consumer Healthcare Trinidad and Tobago Limited
(Incorporated 20 Jan 2021)
GSK New Zealand Holding Company Limited
GSK-Gebro Consumer Healthcare GmbH
Iodosan S.p.A.
Kuhs GmbH
Laboratorios ViiV Healthcare, S.L.
Modern Pharma Trading Company L.L.C.
N.C.H. – Nutrition Consumer Health Ltd (ii)
Ordinary
Ordinary
Ordinary
Ordinary
Common
Ordinary
Ordinary
Ordinary
Ordinary (60%)
Ordinary
Ordinary
Ordinary
Quotas (98.2%)
Ordinary
P.T. SmithKline Beecham Pharmaceuticals
A Shares; B Shares (0%)
P.T. Sterling Products Indonesia
A Shares; B Shares
Panadol GmbH
PF Consumer Healthcare 1 LLC
Ordinary
Membership Interest
PF Consumer Healthcare B.V.
Class A; Class B
PF Consumer Healthcare Brazil Importadora e Distribuidora
de Medicamentos Ltda
Quota
PF Consumer Healthcare Canada ULC / PF Soins De
Sante SRI
PF Consumer Healthcare Holding B.V.
PF Consumer Healthcare Poland sp.z.o.o
PF Consumer Healthcare Singapore Pte. Ltd
PF Consumer Ireland Company Limited
PF Consumer Taiwan LLC
Pfizer Biotech Corporation
Pfizer Consumer Healthcare AB
Pfizer Consumer Healthcare GmbH
Pfizer Consumer Manufacturing Italy S.r.l.
Pfizer Laboratories PFE (Pty) Ltd.
Common
Ordinary
Ordinary
Ordinary
Ordinary
Interests
Ordinary (55%)
Ordinary
Ordinary
Quota (no stock)
Common
Pfizer PFE Colombia S.A.S
PHIVCO Jersey II Limited (iii) (Dissolved 31 Dec 2020)
PHIVCO Jersey Limited (iii) (Dissolved 31 Dec 2020)
Common
Ordinary
Ordinary
68
68
68
68
68
68
68
68
68
68
68
68
68
68
68
68
68
40.8
68
68
78.3
98.2
68
99
68
68
68
68
68
68
68
68
68
68
68
37.4
68
68
68
68
68
78.3
78.3
Boomerang Office Building – Land No. 46, Zone (J) – 1st District, Town
Center – 5th Tagammoe, New Cairo City, Egypt
23 rue François Jacob, 92500, Rueil-Malmaison, France
Room 708 in Building D, Phase II of New Drug Innovation Base, Taizhou,
225300, Jiangsu Province, China
Büyükdere Caddesi No. 173, 1.Levent Plaza B Blok, 1.Levent, Istanbul,
34394, Turkey
H-1124, Csorsz utca 43, Budapest, Hungary
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
32 A Manasa Str., Bostandyk District, Almaty, 050008, Kazakhstan
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, DE, 19808, United States
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, DE, 19808, United States
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, DE, 19808, United States
25 Basel Street, Petech Tikva 49510, Israel
Priemyselny Park Gena, Ul. E. Sachsa 4-6, 934 01, Levice, Slovakia
Route de I'Etraz, 1197 Prangins, Switzerland
Suurstoffi 14, Rotkreuz, 6343, Switzerland
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
23 Rochester Park, 139234, Singapore
5th Floor Algico Plaza, 91-93 St.Vincent Street, Port of Spain, Trinidad
and Tobago
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Bahnhofbichl 13, 6391 Fieberbrunn, Kitzbühel, Austria
Via Zambeletti snc,Baranzate, Milan, 20021, Italy
Barthstr. 4, München, 80339, Germany
Severo Ochoa, 2, Parque Tecnologico de Madrid, Tres Cantos, Madrid,
28760, Spain
Amoun Street, PO Box 3001, El Salam City, Cairo, 11491, Egypt
14 Hamephalsim St, Petach Tikva, Israel
Jl. Pulobuaran Raya, Kav. III DD/2,3,4, Kawasan Industri Pulogadung,
Jakarta, 13930, Indonesia
Graha Paramita Building, 5th F, Jalan Denpasar Raya Blok D-2, Jakarta,
12940, Indonesia
Barthstr. 4, München, 80339, Germany
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, DE, 19808, United States
Van Asch van Wijckstraat 55G, 3811 LP Amersfoort, The Netherlands
Barueri, at Avenida Ceci, No.1900, Block III, Part 67, Tambore District,
Sao Paulo, 06460, Brazil
595 Burrard Street, Suite 2600 Three Bentall Centre, P.O. Box 49314,
Vancouver, BC V7X 1L3, Canada
Van Asch van Wijckstraat 55G, 3811 LP Amersfoort, The Netherlands
Rzymowskiego 53 street, 02-697 Warsaw, Poland
23 Rochester Park, 139234, Singapore
9 Riverwalk, National Digital Park, Citywest Business Park, Dublin, 24,
Ireland
1209 Orange Street, Corporate Trust Center, Wilmington, Delaware,
19808,United States
24F, No.66, Sec. 1, Zhong Xiao W. Rd., Taipei 100, Taiwan
Vetenskapsvagen 10, SE-191 90, Sollentuna, Sweden
Linkstrasse 10, 10785, Berlin, Germany
90, Via Nettunese, 04011, Aprilia (Prov. di Latin), Italy
Flushing Meadows Building, The Campus, 57 Sloane, Bryanston 2021,
South Africa
Carrera 7 No. 113-43 Piso 4, Colombia
IFC 5, St Helier, JE1 1ST, Jersey, United Kingdom
IFC 5, St Helier, JE1 1ST, Jersey, United Kingdom
GSK Annual Report 2020 295
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Other statutory disclosures continued
Group companies continued
Name
Security
Effective %
Ownership
Registered address
Subsidiaries where the effective interest is less than 100% continued
PHIVCO-1 LLC
PHIVCO-2 LLC
PRISM PCH Limited
LLC Interests
LLC Interests
Voting Shares; Non Voting
Shares
78.3
78.3
68
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
PT Glaxo Wellcome Indonesia
A Shares; B Shares (0%)
95
PT GSK Consumer Healthcare Indonesia
PT. Bina Dentalindo (in liquidation)
Ordinary
Ordinary
Shionogi-ViiV Healthcare LLC (ii)
Common Interests
Sino-American Tianjin Smith Kline & French Laboratories
Ltd
Ordinary (55%)
SmithKline Beecham (Private) Limited
Ordinary (99.6%)
SmithKline Beecham Research Limited
SmithKline Beecham S.A.
Ordinary
Ordinary
68
68
78.3
37.4
67.8
68
68
SmithKline Beecham-Biomed O.O.O.
Participation Interest (97%) 97
Stafford-Miller (Ireland) Limited
Stafford-Miller Limited (In liquidation)
Sterling Drug (Malaya) Sdn Berhad
Ordinary
Ordinary;
Non-Cumulative Non
Redeemable Preference
Ordinary
Sterling Products International, Incorporated (ii)
Common
Stiefel Consumer Healthcare (UK) Limited
Stiefel Egypt LLC (ii)
Stiefel Laboratories (Ireland) Limited (iv)
Treerly Health Co., Ltd
Ordinary
Quota (99%)
Ordinary
Capital Contribution
ViiV Healthcare (South Africa) (Proprietary) Limited (ii) (iv)
Ordinary
ViiV HealthCare BV
ViiV Healthcare Company
ViiV Healthcare Finance 1 Limited (in liquidation)
ViiV Healthcare Finance 2 Limited
ViiV Healthcare Finance Limited
ViiV Healthcare GmbH
ViiV Healthcare GmbH
ViiV Healthcare Hong Kong Limited (ii)
ViiV Healthcare K.K.
ViiV Healthcare Limited
ViiV Healthcare Pty Ltd
ViiV Healthcare Puerto Rico, LLC
ViiV Healthcare S.r.l.
ViiV Healthcare SAS
ViiV Healthcare sprl
Ordinary
Common
Ordinary
Ordinary
Ordinary; Redeemable
Preference
Ordinary
Ordinary
Ordinary
Ordinary
Class A Shares, Deferred;
Class B Shares (0%);
Class C Shares (0%);
Class D1 (0%);
Class D2 (0%);
Class E 5%
CumulativePreference (0%)
Ordinary
LLC Interests
Quota
Ordinary
Ordinary
ViiV Healthcare Trading LLC (ii)
Participation Interest
296 GSK Annual Report 2020
68
68
68
68
68
99
68
68
78.3
78.3
78.3
78.3
78.3
78.3
78.3
78.3
78.3
78.3
78.3
78.3
78.3
78.3
78.3
78.3
78.3
Jl Pulobuaran Raya Kav III DD/, Kawasan Industri Pulogadung, Timur,
Jakarta, 13930, Indonesia
Graha Paramita Building, 5th F, Jalan Denpasar Raya Blok D-2, Kuningan,
JAKARTA SELATAN, 12940, Indonesia
Gedung Graha Ganesha Lantai 3, Jl Raya Bekasi Km 17, No5, Jakarta
Timur 13930, Indonesia
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Cheng Lin Zhuang Industrial Zone, Dong Li District, Tianjin, 300163,
China
World Trade Center, Level 34, West Tower, Echelon Square, Colombo 1,
Sri Lanka
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Ctra de Ajalvir Km 2.500, Alcala de Henares, Madrid, 28806, Spain
Leningradskiy Prospect 37A, Building 4, Floor 2, Premises XIV, Room 42,
Moscow, 125167, Russian Federation
Clocherane, Youghal Road, Dungarvan, Co. Waterford, Ireland
55 Baker Street, London, W1U 7EU, United Kingdom
Lot 89, Jalan Enggang,Ampang / Hulu Kelang Industrial Estate, Selangor
Darul Ehsan, 68000 Ampang, Malaysia
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Amoun Street, PO Box 3001, El Salam City, Cairo, 11491, Egypt
Finisklin Business Park, County Sligo, Ireland
Unit 01A, Room 3901, No 16. East Zhujiang Road, Tianhe District,
Guangzhou City, the PRC, China
Flushing Meadows Building, The Campus, 57 Sloane Street, Bryanston
2021, South Africa
Van Asch van, Wijckstraat 55h, 3811 LP Amersfoort, The Netherlands,
Netherlands
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
55 Baker Street, London, W1U 7EU, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Prinzregentenplatz 9, Munchen, 81675, Germany
Talstrasse 3-5, 3053 Muenchenbuchsee, Switzerland
23/F Tower 6, The Gateway, 9 Canton Road, Harbour City, Tsimshatsui,
Kowloon, Hong Kong
1-8-1 Akasaka Minato-Ku, Tokyo, Japan
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
1061 Mountain Highway, Boronia, VIC, 3155, Australia
Centro International de Mercadeo, 90 carr. 165 Torre 2, Suite 800,
Guaynabo, 00968, Puerto Rico
Viale dell’Agricoltura 7, Verona, 37135, Italy
23 rue François Jacob, 92500, Rueil-Malmaison, France
Site Apollo, Avenue Pascal 2-4-6, Wavre, 1300, Belgium
Leningradskiy Prospect 37A, Building 4, Floor 2, Premises XIV, Room 28,
Moscow, 125167, Russian Federation
Other statutory disclosures continued
Group companies continued
Name
Security
Effective %
Ownership
Registered address
Subsidiaries where the effective interest is less than 100% continued
ViiV Healthcare Trading Services UK Limited
ViiV Healthcare UK (No.2) Limited (in liquidation)
ViiV Healthcare UK (No.3) Limited
ViiV Healthcare UK (No.4) Limited
ViiV Healthcare UK (No.5) Limited
ViiV Healthcare UK (No.6) Limited
ViiV Healthcare UK Limited
ViiV Healthcare ULC
ViiV Healthcare Venture LLC
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Common
LLC Interests
ViiVHIV Healthcare Unipessoal Lda
Quota
Vog AU PTY LTD (ii)
Ordinary; Redeemable
Preference
Winster Pharmaceuticals Limited (ii)
Ordinary
Wyeth Consumer Healthcare LLC
Membership Interest
Wyeth Pharmaceutical Co. Ltd
Wyeth Pharmaceuticals Company (vii)
Registered capital
Capital Contribution
Associates
Apollo Therapeutics LLP
Partnership interest
(25%)
78.3
78.3
78.3
78.3
78.3
78.3
78.3
78.3
78.3
78.3
68
46.4
68
68
68
25
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
IFC 5, St Helier, JE1 1ST, Jersey, United Kingdom
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
3500 855-2nd Street SW, Calgary, AB, T2P 4J8, Canada
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Rua Dr Antonio Loureiro Borges No 3, Arquiparque, Miraflores, Alges,
1495-131, Portugal
82 Hughes Avenue, Ermington, NSW, 2115, Australia
2A Association Avenue, Ilupeju Industrial Estate, Lagos, PO Box 3199,
Nigeria
CT Corporation System, 600 N 2nd St, Suite 401, Harrisburg,
Pennsylvania, 17101, United States
4 Baodai West Road, Suzhou, Jiangsu Province, 215128, China
State Road No 3, Kilometer 141.3, Guayama, 00784, Puerto Rico
Stevenage Biosciences Catalyst, Gunnels Wood Road, Stevenage,
Hertfordshire, SG1 2FX, England
GlaxoSmithKline Landholding Company, Inc
Common (40%)
39.9
2266 Chino Roces Avenue, City of Makati, 1231, Philippines
Index Ventures Life VI (Jersey) LP
Partnership interest (25%)
25
44 Esplanade, St Helier, Jersey JE4 9WG, Channel Islands
Innoviva Inc
Common shares (31.6%)
31.6
Kurma Biofund II FCPR
Longwood Fund I, LP
Medicxi Ventures I LP
Joint Ventures
Partnership Interest
(32.1%)
Partnership Interest
(35%)
Partnership Interest
(26.2%)
Chiron Panacea Vaccines Private Limited (ii)
Equity Shares (50%)
Qualivax Pte. Limited
Ordinary (50%)
32.1
35
26.2
50
50
Quell Intellectual Property Corp., LLC
Membership Interest (34%) 34
Qura Therapeutics, LLC
Units (39.2%)
39.2
1350 Old Bayshore Highway, Suite 400, Burlingame, CA, 94010,
United States
24 rue Royale, 75008 Paris, France
The Prudential Tower, Suite 1555, 800 Boylston Street, Boston,
MA 02199
44 Esplanade, St Helier, Jersey JE4 9WG, Channel Islands
708/718, 7th Floor, A Wing, Sagar Tech Plaza, Saki Naka, Andheri East,
Mumbai, Maharashtra, 400072, India
80 Robinson Road, #02-00, 068898 Singapore
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Corporation Service Company, 251 Little Falls Drive, Wilmington,
Delaware, 19808, United States
Other significant shareholdings
Axon Therapies, Inc
Common shares (9%)
Series A Preference (13%)
22
C/O Coridea, LLC, 315 west 36th street, New York 10018, Delaware,
USA
Gladius Pharmaceuticals Corporation
Series A shares (21.2%)
21.2
16.7
500 Boulevard West Cartier Quest, Laval, QC H7V 5B7
Cazadores de Coquimbo 2841 piso 3, Munro, Argentina
Global Farm S.A.
Longwood Fund II LP
NeuSpera Medical, Inc.
Sanderling Ventures VII, L.P. A63
SR One Capital Fund I-B, LP
VHsquared Limited
A Shares (0%)
B Shares (0%)
C shares(100%)
D Shares (0%)
E Shares (0%)
F Shares (0%)
Partnership Interest
(20%)
20
Series A Preference (9.3%)
Series B Preference (10.5%)
19.8
Partnership Interest
(25.3%)
Partnership Interest
(44%)
Series A Preference shares
(27.2%)
25.3
44
27.2
The Prudential Tower, Suite 1555, 800 Boylston Street, Boston,
MA 02199
51 Daggett Dr, San Jose, CA 95134, United States
400 S. El Camino Real, Suite 1200, San Mateo, CA 94402
Corporation service company, 251 Little Falls Drive, City of Wilmington,
County of New Castle, Delaware 19808
Copley Hill Farm, Cambridge Rd, Babraham, Cambridge CB22 3GN,
United Kingdom
GSK Annual Report 2020 297
Investor informationFinancial statementsStrategic reportGovernance and remuneration
Other statutory disclosures continued
Group companies continued
The following UK subsidiaries will take advantage of the audit exemption set out within section 479A of the Companies Act 2006
for the period ended 31 December 2020. Unless otherwise stated, the undertakings listed below are owned, either directly or
indirectly, by GlaxoSmithKline plc.
Company
Number
00543757
05001893
00100583
03907643
SC005534
00099025
00480080
04299472
00753340
09400298
11480952
11721880
11959399
02298366
12508093
12215835
12342879
SC190635
11678315
06944229
06944223
00052207
02860752
03296131
Name
Security
Registered address
UK registered subsidiaries exempted from audit
Burroughs Wellcome International Limited
Cellzome Limited
Clarges Pharmaceuticals Limited
Ordinary
Ordinary
Ordinary; Preference
(99.97%)
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Domantis Limited
Ordinary
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Edinburgh Pharmaceutical Industries Limited
Ordinary; Preference
Shewalton Road, Irvine, Ayrshire, KA11 5AP, Scotland
Eskaylab Limited
Glaxo Wellcome UK Limited
Glaxochem (UK) Unlimited
10p Ordinary
Ordinary
Ordinary; Ordinary B;
Ordinary C
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
GlaxoSmithKline Consumer Healthcare (UK) (No.1) Limited** Ordinary
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
GlaxoSmithKline Consumer Healthcare Sri Lanka Holdings
Limited**
GlaxoSmithKline Intellectual Property (No.3) Limited
GlaxoSmithKline Intellectual Property (No.4) Limited
GlaxoSmithKline Intellectual Property (No.5) Limited
GlaxoSmithKline International Limited
GSK Consumer Healthcare Export Limited**
GSK Limited (ii)
GSK New Zealand Holding Company Limited**
Montrose Fine Chemical Company Ltd
PF Consumer Healthcare UK Limited**
PHIVCO UK II Limited*
PHIVCO UK Limited*
Smith Kline & French Laboratories Limited
SmithKline Beecham (Export) Limited
SmithKline Beecham (H) Limited
SmithKline Beecham (Investments) Limited
SmithKline Beecham Marketing and Technical Services
Limited
SmithKline Beecham Nominees Limited
Stiefel Laboratories (U.K.) Ltd
Tesaro UK Limited
The Wellcome Foundation Limited
ViiV Healthcare Overseas Limited*
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Non-cumulative
non-redeemables;
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
Ordinary
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Shewalton Road, Irvine, Ayrshire, KA11 5AP, Scotland
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
00302065
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
00494385
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
Eurasia Headquarters, Concorde Road, Maidenhead, Berkshire, SL6
4BY, England
55 Baker Street, London, W1U 7EU, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
980 Great West Road, Brentford, Middlesex, TW8 9GS, England
00503868
00831160
07890847
00194814
07027385
* The company has an effective ownership in ViiV Healthcare Overseas Limited, PHIVCO UK II Limited and PHIVCO UK Limited of 78.3%
** The company has an effective ownership in GlaxoSmithKline Consumer Healthcare (UK) (No.1) Limited, GlaxoSmithKline Consumer Healthcare Sri Lanka Holdings Limited, GSK
Consumer Healthcare Export Limited and GSK New Zealand Holding Company Limited of 68%
In accordance with section 479C of the Companies Act 2006, the Company will guarantee debts and liabilities of the above UK subsidiary undertakings. As at 31 December 2020 the
total sum of these debts and liabilities is £168 million (2019 – £16 million)
Key
(i) Directly owned by GlaxoSmithKline plc.
(ii) Dormant entity.
(iii) Tax resident in the UK.
(iv) Entity expected to be disposed of or removed.
(v) Incorporated in Sweden.
(vi) Consolidated as a subsidiary in accordance with section 1162 (4)(a) of the Companies Act 2006 on the grounds of dominant influence.
(vii) Principal business address in Puerto Rico.
(viii) Exempt from the provisions of Regulations 4-6 of the Partnership (Accounts) Regulation 2008, in accordance with the exemptions noted in Regulation 7 of that Regulation.
(ix) Incorporated in the Netherlands
298 GSK Annual Report 2020
Glossary of terms
Terms used in the Annual Report
US equivalent or brief description
Accelerated capital allowances
Tax allowance in excess of depreciation arising from the purchase of fixed assets that delay
the charging and payment of tax. The equivalent of tax depreciation.
American Depositary Receipt (ADR)
Receipt evidencing title to an ADS. Each GSK ADR represents two Ordinary Shares.
American Depositary Shares (ADS)
Listed on the New York Stock Exchange; represents two Ordinary Shares.
Basic earnings per share
Basic income per share.
Called up share capital
Ordinary Shares, issued and fully paid.
CER growth
The company
Currency swap
Defined benefit plan
Defined contribution plan
Growth at constant exchange rates.
GlaxoSmithKline plc.
An exchange of two currencies, coupled with a subsequent re-exchange of those currencies,
at agreed exchange rates and dates.
Pension plan with specific employee benefits, often called ‘final salary scheme’.
Pension plan with specific contributions and a level of pension dependent upon the growth
of the pension fund.
Derivative financial instrument
A financial instrument that derives its value from the price or rate of some underlying item.
Diluted earnings per share
Diluted income per share.
Employee Share Ownership Plan Trusts
Trusts established by the Group to satisfy share-based employee incentive plans.
Equity Shareholders’ funds
Shareholders’ equity.
Finance lease
Freehold
The Group
GSK
Hedging
Intangible fixed assets
Novartis transaction
Ordinary Share
Profit
Profit attributable to shareholders
Share capital
Share option
Capital lease.
Ownership with absolute rights in perpetuity.
GlaxoSmithKline plc and its subsidiary undertakings.
GlaxoSmithKline plc and its subsidiary undertakings.
The reduction of risk, normally in relation to foreign currency or interest rate movements,
by making off-setting commitments.
Assets without physical substance, such as computer software, brands, licences, patents,
know-how and marketing rights purchased from outside parties.
The three-part inter-conditional transaction with Novartis AG involving the Consumer
Healthcare, Vaccines and Oncology businesses completed on 2 March 2015.
A fully paid up ordinary share in the capital of the company.
Income.
Net income.
Ordinary Shares, capital stock or common stock issued and fully paid.
Stock option.
Share premium account
Additional paid-up capital or paid-in surplus (not distributable).
Shares in issue
Subsidiary
Treasury share
Turnover
The number of shares outstanding.
An entity in which GSK exercises control.
Treasury stock.
Revenue.
UK Corporate Governance Code
As required by the UK Listing Authority, the company has disclosed in the Annual Report how
it has applied the best practice corporate governance provisions of the Financial Reporting
Council’s UK Corporate Governance Code.
GSK Annual Report 2020 299
Investor informationFinancial statementsStrategic reportGovernance and remuneration Index
2020 Remuneration policy summary
Accounting principles and policies
Acquisitions and disposals
Adjustments reconciling profit after tax to operating
cash flows
Affordability and availability
Annual General Meeting 2021
Approach to tax
Assets held for sale
Associates and joint ventures
Audit & Risk Committee Report
Business model
Cash and cash equivalents
Cash generation and conversion
CEO’s statement
Chairman’s statement
Chairman’s Governance statement
Chairman’s Remuneration annual statement
Climate-related financial disclosure
Commitments
Consolidated balance sheet
Consolidated cash flow statement
Consolidated income statement
Consolidated statement of changes in equity
Consolidated statement of comprehensive income
Consumer Healthcare
Consumer Healthcare products and competition
Contingent consideration liabilities
Contingent liabilities
Corporate Executive Team
Corporate governance
Corporate Responsibility Committee Report
Critical accounting policies
Data and engagement
Directors and senior management
Directors’ interests in shares
Directors’ report
Directors’ statement of responsibilities
Dividends
Donations to political organisations and
political expenditure
Earnings per share
Employee costs
Employee share schemes
Environment
Ethics and values
Exchange rates
Finance expense
Finance income
Financial calendar 2021
Financial instruments and related disclosures
Financial performance
Financial position and resources
Financial statements of GlaxoSmithKline plc, prepared
under UK GAAP
Five year record
Glossary of terms
Goodwill
Group companies
Group financial review
Impact of Brexit
Independent Auditor’s report
Industry trends
Innovation
Inventories
Investments in associates and joint ventures
300 GSK Annual Report 2020
Page
133
158
208
212
35
279
54
187
174
97
01
187
68
04
03
78
112
46
202
155
157
154
156
154
27,31
260
201
202
83
77
102
75
40
131
130
109
140
178,278
286
178
171
231
41
39
166
173
173
279
214
06,55
69
238
249
299
181
287
51
49
142
12
18
186
184
Investor relations
Key accounting judgements and estimates
Key performance indicators
Legal proceedings
Major restructuring costs
Modern employer
Movements in equity
Net debt
New accounting requirements
Nominations Committee Report
Non-controlling interests
Non-controlling interests in ViiV Healthcare
Non-Executive Directors’ fees
Non-financial information statement
Notes to the financial statements
Operating profit
Other intangible assets
Other investments
Other non-current assets
Other non-current liabilities
Other operating income/(expense)
Other provisions
Our culture
Our long-term priorities
Pensions and other post-employment benefits
Performance
Pharmaceuticals
Pharmaceutical products, competition and
intellectual property
Pipeline
Post balance sheet events
Presentation of the financial statements
Principal Group companies
Principal risks and uncertainties
Property, plant and equipment
Quarterly trend
Reconciliation of net cash flow to movement in net debt
Registrar
Related party transactions
Reliable supply
Remuneration governance
Remuneration report
Reporting framework
Responsible business
Right of use assets
Risk management
Science and technology
Science Committee report
Section 172 statement
Share capital and control
Share capital and share premium account
Shareholder information
Shareholder services and contacts
Stakeholder engagement
Taxation
Tax information for shareholders
The Board
Trade and other payables
Trade and other receivables
Transformation & Separation Committee report
Treasury policies
Trust
Turnover and segment information
US law and regulation
Vaccines
Vaccine products, competition and intellectual property
Viability statement
Page
283
163
11
234
172
36
204
189
165
105
206
52
129
49
158
170
182
185
185
202
169
200
10
09
191
28
18,28
258
255
237
158
233
261
179
244
213
282
208
39
128
114
51
39
180
43
34
104
108
276
203
276
282
16
175
280
80
188
186
107
74
33
166
284
18,30
259
48
About GSK
GlaxoSmithKline plc was incorporated as an English
public limited company on 6 December 1999. We were
formed by a merger between Glaxo Wellcome plc and
SmithKline Beecham plc. GSK acquired these two
English companies on 27 December 2000 as part
of the merger arrangements.
Our shares are listed on the London Stock Exchange
and the New York Stock Exchange.
Read more at www.gsk.com
Brand names
Brand names appearing in italics throughout this report
are trade marks either owned by and/or licensed to GSK
or associated companies. All other trade marks are the
property of their respective owners.
Acknowledgements
Printing
Printed sustainably in the UK by Pureprint, a CarbonNeutral®
company with FSC® chain of custody and an ISO 14001
certified environmental management system recycling over
99% of all dry waste.
Paper
Printed on Innovation Premium, an FSC certified paper.
The pulps used are Totally Chlorine Free and the
manufacturing mill has ISO 14001 environmental
management certification. The mill’s energy is produced
from 100% biomass fuels sourced from local forestry
and no fossil fuels are used. The carbon emissions have
been measured and offset using the World Land Trust’s
Carbon Balanced scheme.
Download PDFs:
Annual Report 2020
Form 20-F
Cautionary statement regarding
forward-looking statements
The Group’s reports filed with or furnished to the US
Securities and Exchange Commission (SEC), including
this document, and any other written information released,
or oral statements made, to the public in the future by or
on behalf of the Group, may contain forward-looking
statements. Forward-looking statements give the Group’s
current expectations or forecasts of future events. An
investor can identify these statements by the fact that
they do not relate strictly to historical or current facts.
They use words such as ‘anticipate’, ‘estimate’, ‘expect’,
‘intend’, ‘will’, ‘project’, ‘plan’, ‘believe’, ‘target’ and other
words and terms of similar meaning in connection with
any discussion of future operating or financial
performance. In particular, these include statements
relating to future actions, prospective products or product
approvals, future performance or results of current and
anticipated products, sales efforts, expenses, the
outcome of contingencies such as legal proceedings,
dividend payments and financial results. Other than in
accordance with its legal or regulatory obligations
(including under the Market Abuse Regulations, the
UK Listing Rules and the Disclosure and Transparency
Rules of the Financial Conduct Authority), the Group
undertakes no obligation to update any forward-looking
statements, whether as a result of new information, future
events or otherwise. The reader should, however, consult
any additional disclosures that the Group may make in any
documents which it publishes and/or files with the SEC.
All readers, wherever located, should take note of these
disclosures. Accordingly, no assurance can be given that
any particular expectation will be met and investors are
cautioned not to place undue reliance on the forward-
looking statements.
Forward-looking statements are subject to assumptions,
inherent risks and uncertainties, many of which relate to
factors that are beyond the Group’s control or precise
estimate. The Group cautions investors that a number
of important factors, including those in this document,
could cause actual results to differ materially from those
expressed or implied in any forward-looking statement.
Such factors include, but are not limited to, those discussed
under ‘Principal risks and uncertainties’ on pages 261
to 275 of this Annual Report and any impacts of the
COVID-19 pandemic. Any forward-looking statements
made by or on behalf of the Group speak only as of the
date they are made and are based upon the knowledge
and information available to the Directors on the date of
this Annual Report.
A number of non-IFRS measures are used to report the
performance of our business. These measures are defined
on pages 51 to 53 and a reconciliation of Adjusted results
to Total results is set out on page 64.
The information in this document does not constitute an
offer to sell or an invitation to buy shares in GlaxoSmithKline
plc or an invitation or inducement to engage in any other
investment activities. Past performance cannot be relied
upon as a guide to future performance. Nothing in this
Annual Report should be construed as a profit forecast.
Assumptions related to 2021 guidance
In outlining the guidance for 2021, the Group has made
certain assumptions about the healthcare sector, the
different markets in which the Group operates and the
delivery of revenues and financial benefits from its current
portfolio, pipeline and restructuring programmes.
The Group has made planning assumptions for 2021 that
healthcare systems and consumer trends will approach
normality in the second half of the year, and we expect
turnover to be flat to low single digit growth for the
Pharmaceuticals and Vaccines businesses and low to
mid-single digit growth for Consumer Healthcare excluding
brands divested/under review. These planning assumptions
as well as earnings guidance and dividend expectations
assume no material interruptions to supply of the Group’s
products, no material mergers, acquisitions or disposals,
no material litigation or investigation costs for the Company
(save for those that are already recognised or for which
provisions have been made), no share repurchases by the
Company, and no change in the Group’s shareholdings in
ViiV Healthcare. The assumptions also assume no material
changes in the healthcare environment. The 2021 guidance
factors in all divestments and product exits announced to
date, including product divestments planned in connection
with the formation of the Consumer Healthcare Joint
Venture with Pfizer, and the non-core divestments planned
to fund the cash costs of the Separation Preparation
restructuring programme.
The Group’s guidance assumes successful delivery of the
Group’s integration and restructuring plans. It also assumes
that the integration and investment programmes following
the creation of the Consumer Healthcare Joint Venture with
Pfizer are delivered successfully. Material costs for
investment in new product launches and R&D have been
factored into the expectations given. Given the potential
development options in the Group’s pipeline, the outlook
may be affected by additional data-driven R&D investment
decisions. Our guidance assumes no significant new
changes in tax regimes, and does not include the impact
of the intended change in the UK corporation tax rate
announced on 3 March 2021. The guidance is given on
a constant currency basis.
Notice regarding limitations on
Director Liability under English Law
Under the UK Companies Act 2006, a safe harbour limits
the liability of Directors in respect of statements in and
omissions from the Directors’ Report (for which see page
109), the Strategic report and the Remuneration report.
Under English law the Directors would be liable to the
company, but not to any third party, if one or more of these
reports contained errors as a result of recklessness or
knowing misstatement or dishonest concealment of a
material fact, but would otherwise not be liable. Pages 77
to 110, 140 to 141, and 261 to 298 inclusive comprise the
Directors’ Report, pages 1 to 76 inclusive comprise the
Strategic report and pages 111 to 138 inclusive comprise
the Remuneration report, each of which have been drawn
up and presented in accordance with and in reliance upon
English company law and the liabilities of the Directors in
connection with these reports shall be subject to the
limitations and restrictions provided by such law.
Website
GSK’s website www.gsk.com gives additional information
on the Group. Notwithstanding the references we make
in this Annual Report to GSK’s website, none of the
information made available on the website constitutes
part of this Annual Report or shall be deemed to be
incorporated by reference herein.
Front cover
Technology can help us find more patterns
in genetic data faster. Combining genetics
with tools like functional genomics and artificial
intelligence can help us understand what is really
causing disease, and could help double success
rates for new treatments and interventions.
This image was created using anonymised
real-world clinical trial data formatted to produce
visualisations of unexpected natural groupings
and patterns within each dataset which can give
us new insight into which patients best respond
to new medicines and why.
Search for us here
Head Office and Registered Office
GlaxoSmithKline plc
980 Great West Road
Brentford, Middlesex TW8 9GS
United Kingdom
Tel: +44 (0)20 8047 5000
Registered number: 3888792
www.gsk.com