The information you are about to be referred to may not comply with the local regulatory requirements. Further information relevant to the local environment is available from the company or via the Product Information. You are currently visiting our United States website. Philadelphia, PA. Another was making adjustments to our vacation policies. There was just so much impacted by the pandemic.
We also provided online ergonomics training on how to create a safe and healthy workstation. GlaxoSmithKline Inc. Employee engagement space at the GSK head office. Employees play a game of chess on the patio at GSK's Mississauga office.
Employer Background. Physical Workplace Rating : A. Employee social committee name Fun Squad est. Vacation note GSK has multiple employee groups, vacation policies may vary by position Vacation allowance new employees receive 3 weeks of paid vacation after their first year on the job Vacation jump vacation increases after 10 years of employment Maximum vacation allowance employees move to a maximum of 6 weeks of vacation over their career Previous experience considers previous work experience when setting annual vacation for new employees Paid holiday shutdown during the Christmas to New Year's holiday break, employees receive an additional 3 days off Personal paid days off employees can schedule 6 personal days off each year, as needed Unpaid leave of absence option yes Additional time-off information paid personal days varies by employee group, vacation increases on a gradual scale starting after 3 years of employment, moving to 4 weeks after 10 years of employment.
Community Involvement Rating : A. In all parts of its business, GSK employees use their skills and expertise to fulfill the company's goal to help people do more, feel better and live longer Photo credit : GSK. GSK employees participating in a fundraising ride for Save the Children.
Highlights for New Grads. Academic fields recruited. Recruits at these schools. Search all jobs from GlaxoSmithKline Inc. Find Jobs. Visit careers page. Follow this employer:. Established in Canada. Publicly traded. Parent company. Parent company head office. Major Canadian hiring locations. Full-time employees in Canada. Part-time employees in Canada.
Full-time employees worldwide. Workforce engaged on a contract basis. Average age of employees in Canada. Longest serving employee.
Pandemic response. Editorial note. Commuter amenities. Workplace features. Employee lounge amenities. Onsite cafeteria. Onsite fitness facility. Other nearby amenities.
Employee social committee name. Past social events. Clustered regularly interspaced short palindromic repeats. We believe this offers tremendous potential as a platform for the future. We simplified many steps in our financial processes and decision making.
We made decisions faster and streamlined portfolios to increase output. But we also had to pause a lot of initiatives as a result of the pandemic.
We kept our two manufacturing plants in China going, even through part of the Chinese New Year, as we witnessed the spread of the virus. Globally, we provided guidance and a framework but enabled the local team to make decisions because they were closest to the situation.
As the virus spread, the lesson of local empowerment is one we applied around the world. The resilience of our business in China has been impressive. The lingering question is will the virus have a second wave and, if so, where? What will be the economic impact? What have been the takeaways for GSK? Brian McNamara: In some categories, consumption and demand have doubled or even tripled almost overnight. Flexibility is key. We are evaluating our end-to-end supply chain—where we source from, where we build in flexibility for increased demand, and what categories we pursue going forward.
What is the next normal? Brian McNamara: We anticipate an acceleration in e-commerce—specifically, in the over-the-counter space. Right now, OTC e-commerce sales are only 2 to 3 percent of sales in the US, so there is lots of room for growth. And I think that will stick. Consumers are getting used to OTC being part of their overall shopping basket. The use of digital technologies is also here to stay—to accelerate speed to market, improve products, and enhance the customer experience.
We will also see a fundamental shift in consumers proactively managing their health, particularly in the consumption of immunity products and vitamins, minerals, and supplements products. Everything went through a massive sellout at retailers in March as people were pantry loading, and we continue to see strong trends in those categories. What are your thoughts? There are numerous variables that can affect consumer behavior, from the duration of immunity to consumer confidence and acceptance of a vaccine.
I believe the trend toward self-care and proactive health management will continue, as will the memories of how COVID surprised us all.
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