Reshaping the HIV treatment and prevention landscape
Disciplined cost management
Major restructuring complete in 2022, ongoing productivity initiatives
2018-2021 (2018 Restructuring)
COGS
£0.5bn
-
-
-
R&D
-
in 2021
-
SGA
-
Focused sales force behind growth drivers
Decreased non-customer facing spend
Reduced manufacturing sites from 55 to 41
Rationalised brands (>400 to ~200 in GM)
Established support functions regional hubs
Reinvested in R&D pipeline
2021-2023 (Future Ready)
R&D
COGS
£1bn
in 2023
SGA
-
-
-
-
-
-
Unlock R&D "One Development❞ synergies
Improve R&D productivity
Reduce manufacturing sites from 41 to 35
Optimise commercial footprint
Build top quartile global support functions
+£200m savings from Future Ready
Ongoing savings through embedded cost discipline culture
Digitise
interactions to
reduce T&E
spend
Continue investment
in automation and Al
to improve
efficiency and
effectiveness
Rationalise
commercial real
estate footprint
in alignment with
flexible working
Prioritise ROI, priority
markets and growth
drivers to grow top
and bottom lines
Capital Allocation Board
and Portfolio Investment
Board used to review,
challenge and prioritise
capital and R&D spend
gsk
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