Ahead Together
ESG Performance Report 2022

2	
GSK ESG Performance Report 2022
March 2023
In this report:
CEO’s statement	
3
Our approach	
4
Progress in 2022 – Our six focus areas	
Access 	
9
Global health and health security 	
13
Environment 	
16
Diversity, equity and inclusion 	
23
Ethical standards 	
26
Product governance	
30
Appendix	
Materiality assessment	
33
People disclosures	
34
GRI and SASB index 	
36
ESG reporting criteria 	
42
Independent Limited Assurance Reports	
49
2022 was a landmark year for GSK. Following the demerger of 
our Consumer Healthcare business to form Haleon in July, we 
are now a fully-focused biopharma company. All data reported 
excludes our previous Consumer Healthcare business unless 
otherwise specified.
Being a responsible business means getting ahead of disease 
together in the right way. We therefore need to consider 
environmental, social and governance (ESG) impacts across 
everything we do, from the lab to the patient. That’s why ESG 
is embedded in our strategy and supports our sustainable 
performance and long-term growth. It helps us build trust 
with and deliver returns to our stakeholders, reduce risk to 
our operations and deliver positive social impact.
In this report
In this report we publish our performance on each of our six 
ESG focus areas. The report includes our reporting on the 
Sustainability Accounting Standards Board (SASB) and Global 
Reporting Initiative (GRI). We also submit an annual UN Global 
Compact Communication on Progress (UNGC CoP). 
You can find our public positions on a range of issues on the 
public policy page of gsk.com. We also publish more information 
on gsk.com, including: 
Sustainable Development Goals
Engagement with patient organisations
Engagement with healthcare professionals
Trade association memberships
Charitable partnerships
Cautionary statement
This document 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', 
'believe', 'estimate', 'expect', intend', 'plan', 'project', 'target', 'will' 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, UK 
Listing Rules and the Disclosure Guidance 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. Investors should, however, consult any additional 
disclosures that the Group may make in any documents which it publishes 
and/or files with the US Securities and Exchange Commission. All investors, 
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 report, could cause actual 
results to differ materially from those expressed or implied in any forward-
looking statement.
We are a global biopharma company with a purpose to unite science, technology 
and talent to get ahead of disease together. 
We aim to positively impact the health of 2.5 billion people by the end of 2030. 
Our bold ambitions for patients are reflected in commitments to growth and a 
step-change in performance. 
We are a company where outstanding people can thrive. 
External benchmarking 
Detailed below is how we perform in key ESG ratings that we are 
frequently asked about by investors:  	
– Access to Medicines: Ranked 1st in the Access to Medicines
Index in 2022 and an industry leader in the 2021 Antimicrobial
Resistance Benchmark	
– S&P Global Corporate Sustainability Assessment: Ranked
2nd in the pharmaceuticals industry with a score of 86 (as at
17 February 2023) and included in the DJSI World and
Europe indices	
– FTSE4Good: Member of FTSE4Good Index since 2004	
– CDP: A- in Climate change, B in Water security, A- in Forests
(palm oil) and B in Forests (timber)	
– Sustainalytics: Low risk rating	
– MSCI: AA rating	
– Moody’s ESG solutions: Ranked 2nd in the
pharmaceuticals sector	
– ISS Corporate Rating: B+ rating

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GSK ESG Performance Report 2022
March 2023
GSK’s purpose is to unite science, technology and talent, and to 
get ahead of disease together. 
We have made building Trust by operating responsibly an integral 
part of our strategy and our culture. Ultimately, to support returns 
to shareholders, reduce risk, help our people to thrive, and to 
deliver sustainable health impact at scale.
Our ESG focus is on six core areas: Access to healthcare, Global 
health and health security, Environment, Diversity, equity and 
inclusion, Ethical standards and Product governance. 
These areas address what matters most to our business and 
to our stakeholders. They are where we can have the greatest 
positive impact on some of society’s most urgent challenges.  
This sets out the progress we are making in each area and 
supplements our Annual Report. We hope this information 
and level of transparency is helpful, particularly for investors. 
To strengthen measurement and reporting of GSK’s overall 
ESG performance, this year we have introduced a new ESG 
Performance Rating. 
This new rating is one of our corporate KPIs and measures 
progress against key metrics aligned to each of our six focus 
areas. In 2022, this included 23 metrics, developed with 
stakeholder input, each of which were assessed and aggregated 
to a single overall performance score. I am pleased to report that 
GSK’s performance in 2022 is ‘on track’ and more details can be 
found on pages 5 to 6. 
Included in our 2022 performance was strong progress on:  
	
– Vaccine and medicines access initiatives reaching 73 million 
people in lower income countries
	
– Progressed 12 Global Health pipeline assets for priority WHO 
diseases including malaria and TB
	
– 30 R&D projects relevant to AMR with 13 targeting pathogens 
deemed 'critical' or 'urgent' by WHO and US CDC
	
– All phase III trials started in 2022 had a diversity plan to enrol 
those most affected by the disease being studied
	
– Improvement in gender and ethnicity representation in our 
leadership  
	
– 13% reduction in our indirect carbon emissions from 2020 to 
2021 (our latest available scope 3 data)
	
– Delivery of our 2030 target to reduce water use in operations 
by 20%
	
– 100% of employees completing mandatory training
Our ESG performance continues to be recognised. We ranked 
1st in the Access to Medicines Index for the 8th consecutive 
time, ranked 2nd in the S&P Global Corporate Sustainability 
Assessment for the pharmaceutical industry, and maintained 
top-quartile positions in the MSCI, ISS Corporate Rating and 
Sustainalytics ESG ratings.  
While proud of our progress, we keep our approach to ESG 
under constant review. Being a responsible business is not a 
static requirement and our operating environment continues 
to change at pace. We will continue to adapt, respond and 
proactively change our approach, to ensure GSK continues 
to deliver strong ESG performance alongside the broader 
performance of the company.  
Emma Walmsley
Chief Executive Officer
CEO’s statement
We are pleased to provide this report of our ESG performance for 2022.

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GSK ESG Performance Report 2022
March 2023
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
Our six ESG focus areas 
We can only deliver on our purpose and build trust if we embed 
ESG into everything that we do. We have identified six ESG focus 
areas that address what is most material to our business and the 
issues that matter the most to our stakeholders. These focus areas 
are core to our strategy and are the areas where we can have the 
greatest positive impact on some of society’s most urgent 
challenges. These focus areas are:
	
– Access to healthcare
	
– Global health and health security
	
– Environment
	
– Diversity, equity and inclusion (DEI)
	
– Ethical standards
	
– Product governance
Our approach is guided by extensive stakeholder engagement 
and the key issues relevant to our industry and company. The 
results of our most recent materiality assessment reaffirmed that 
the most material issues for our business were well aligned with 
our six ESG focus areas. We are aware, however, that being a 
responsible business is not a static requirement and our operating 
environment continues to change at pace. We will continue to 
adapt, respond and proactively change our approach, to ensure 
GSK continues to deliver strong ESG performance.
 gsk.com: Materiality assessment
ESG governance
Our ESG performance is monitored regularly by both our Board-
level Corporate Responsibility Committee (CRC) and the GSK 
Leadership Team (GLT). The CRC oversees our progress against 
our commitments, including performance and how we are 
meeting the expectations of our stakeholders.
The GLT and senior management are responsible for delivery 
against our six focus areas, and report regularly to the CRC on 
progress (see pages 117 to 118 of our Annual Report).
ESG-aligned remuneration
In 2022, the Remuneration Committee, with the support of the 
CRC, introduced ESG performance measures into both our 
short- and long-term incentive plans, to reward delivery of key 
ESG commitments. The ESG element consists of: human capital 
management in the form of diversity, equity and inclusion, which 
forms 10% of the annual bonus opportunity for GLT; and our 
climate net zero and nature net positive ambitions, which form 
10% of our long-term incentive plan opportunity for senior leaders. 
These metrics align to our ESG Performance Rating. See Annual 
Report page 133 for further information. 
Our approach
ESG is an integral part of our strategy and our purpose. It impacts everything 
we do, from the lab to the patient.
Our ESG Performance Rating
To support the integration of ESG into strategy delivery and to 
make our ESG performance measurable and verifiable, we have 
introduced a new ESG Performance Rating. The rating is one of 
our corporate KPIs and measures progress against key metrics 
aligned to each of our six focus areas. In 2022, this included 23 
metrics which are summarised on pages 5 to 6. The metrics were 
developed with stakeholder input, and our understanding of the 
key issues for our industry and our company. We are committed 
to ensuring that our ESG Performance Rating responds to 
stakeholder expectations, so we will continue to review the metrics 
as our business, and external expectations, change. 
To create the ESG Performance Rating, management sought 
metrics that:
	
– Are well defined to ensure we have a standardised approach 
	
– Can be used consistently in future years
	
– Are ambitious and achievable 
	
– Can be externally assured
	
– Are meaningful for stakeholders
How we assess performance
GLT is accountable for delivering progress against the metrics and 
regularly reviews performance along with the Board’s CRC. Each 
individual metric is assessed as either: on track (metric met or 
exceeded); on track with work to do (at least 80% of metric has 
been achieved); or off track (metric missed by more than 20%). 
In addition, in order to calculate the overall ESG Performance 
Rating, performance across all metrics is aggregated to a single 
score to illustrate whether we are on track, on track with work to 
do, or off track. This rating is defined below:
On track: 70% of all metrics are on track
On track with work to do: more than 50% of all metrics are either 
on track, or on track with work to do
Off track: more than 50% of all metrics are off track

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GSK ESG Performance Report 2022
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Our approach continued
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
Our ESG focus areas
Our six commitments and 23 metrics
2022 performance
Access
 Read more 
on page 9
Make our products available at value-based prices that are sustainable for our business and implement access 
strategies that increase the use of our medicines and vaccines to treat and protect underserved people
Performance metrics:
	
– Develop and externally publish pricing and 
access principles
	
– Progress towards our 2030 goal of reaching 1.3 billion 
people in lower income countries with our products
Highlights and focus areas:
	
– Published pricing and access principles to guide our 
approach to responsible pricing
	
– In 2022, we reached 73 million people with our 
products and supplied an additional 533 million doses 
of albendazole1
Global health 
and health 
security
 Read more 
on page 13
Develop novel products and technologies to treat and prevent priority diseases, including pandemic threats
Performance metrics:
	
– Progress three Global Health pipeline assets to 
address priority WHO diseases
Highlights and focus areas:
	
– Progressed 12 Global Health pipeline assets to address 
priority WHO diseases, including malaria and 
tuberculosis (TB) 
	
– Positive phase IIa study results for a new first-in-class 
candidate medicine for patients with TB 
	
– The Australian Therapeutic Goods Administration 
approved the use of single-dose tafenoquine in 
children aged two and above in combination with 
chloroquine for the radical cure of P. vivax malaria
	
– The FDA approved Triumeq PD – increasing age-
appropriate treatment options for children living with HIV
Environment
 Read more 
on page 16
Commit to a net zero, nature positive, healthier planet with ambitious goals set for 2030 and 2045
Performance metrics:
	
– Climate
	
– Operational emissions reduction (scope 1 and 2 
market-based emissions)2
	
– Industrialisation of green Ventolin initiated, and 
clinical and non-clinical data available to support 
regulatory submissions
	
– Percentage of carbon offset volume in project pipeline3
	
– Water
	
– Average of the percentage of GSK sites and 
suppliers compliant with wastewater active 
pharmaceutical ingredient limits and the percentage 
of suppliers that are compliant with the AMR Industry 
Alliance Common Antibiotic Manufacturing 
Framework and discharge limits
	
– Waste and materials
	
– Operational waste and material reduction at our sites
	
– Biodiversity
	
– Number of high-risk materials implementing 
sustainable sourcing roadmaps
Highlights and focus areas:
	
– Reduced our scope 1 and 2 carbon operational 
emissions by 6% from 2021
	
– Reduced our scope 3 value chain emissions by 13% 
since 2020
	
– Made good progress towards reformulating Ventolin, 
which could reduce the climate impact of our metered 
dose inhalers by up to 90%, if the clinical trials are 
successful
	
– 94% of GSK sites and suppliers are compliant with 
wastewater discharge limits
	
– 100% of our sites are now good water stewards, in line 
with the Alliance for Water Stewardship’s definition
	
– We achieved our target of reducing our overall water 
use by 20% by 2030 against our 2020 baseline and will 
now review our target
	
– Completed baseline biodiversity assessments for 80% 
of our sites
	
– 12 high-risk materials implementing sustainable 
sourcing roadmaps
2022 ESG Performance Rating
Our 2022 ESG Performance Rating is on track, based on 83% of all performance metrics being met or exceeded. 
Assessment of performance against our annual targets has been reviewed, and the overall ESG Performance Rating score has been 
externally assured for 2022 (see page 49).
1	 The 73 million figure includes people reached with Synflorix, Rotarix, Cervarix, OPV and Mosquirix vaccines and people with access to a generic dolutegravir 
product through our voluntary licensing agreements; however it does not include people reached through albendazole, for which an assessment will be made 
in 2025 by the WHO and GSK.  
2	 Scope 1 emissions cover emissions from the direct combustion of fuels on our sites to generate heat and electricity, emissions from our sales fleet vehicles, 
fugitive losses of propellant during the manufacturing of inhalers and losses from refrigerants used in GSK-owned ancillary equipment and emissions from 
on-site waste treatment. Scope 2 emissions include any purchased electricity, steam, compressed air and chilled water.
3	 Percentage of 2.3 MtCO2 offsetting volume in 2030 project pipeline.

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GSK ESG Performance Report 2022
March 2023
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
Our ESG focus areas
Our commitments and metrics
2022 performance
Diversity, equity 
and inclusion
 Read more 
on page 23
Create a diverse, equitable and inclusive workplace; enhance recruitment of diverse patient populations in our 
clinical trials; and support diverse communities
Performance metrics:
	
– 75% of phase III trials initiated in 2022 will have 
proactive plans in place designed to enrol 
appropriately diverse trial participants, consistent 
with disease epidemiology
	
– Performance towards 2025 aspirations through fair 
and equitable opportunities:
	
– have women hold at least 45% of VP-and-above 
roles globally by the end of 2025
	
– have at least 30% ethnically diverse leaders in our 
roles at VP and above in the US, and increase the 
percentage of Black or African American, and 
Hispanic or Latinx VP-and-above leaders year 
on year 
	
– have at least 18% ethnically diverse leaders in our 
roles at VP and above in the UK, and increase the 
percentage of Black VP-and-above leaders year 
on year 
	
– Improve year-on-year spend with certified US-based 
diverse-owned suppliers
Highlights and focus areas:
	
– 100% of phase III trials initiated in 2022 had proactive 
demographic plans in place 
	
– Women made up 42% of VP-and-above roles globally, 
compared with 40% in 2021
	
– In the US, we had 31.3% ethnically diverse leaders at VP 
level and above, and increased the percentage of Black 
or African American, and Hispanic or Latinx VP-and-
above leaders
	
– In the UK, we had 14.3% ethnically diverse leaders in 
our roles at VP and above, however our percentage of 
Black VP-and-above leaders remained the same as 
in 2021
	
– Significantly exceeded our target to increase spend 
with certified US-based diverse-owned suppliers 
in 2022
Ethical 
standards
 Read more 
on page 26
Promote ethical behaviour across our business by supporting our employees to do the right thing and working with 
suppliers that share our standards and operate in a responsible way
Performance metrics:
	
– 100% of employees and complementary workers 
complete GSK’s 2022 mandatory training
	
– Percentage of employees who believe they ‘can and 
do Speak Up if things don’t feel right’ is above the 
general industry benchmark1
	
– Number of employees leaving GSK’s employment 
for misconduct in the last 12 months versus the 
three-year rolling average
	
– 80% of direct high-risk suppliers achieve GSK’s 
minimum EcoVadis score or have an improvement 
plan in place
Highlights and focus areas:
	
– Achieved 99% overall completion of GSK's mandatory 
training – while 100% of employees completed the 
training, we only met a 98% completion rate for 
complementary workers
	
– 87% of employees believe they ‘can and do Speak Up if 
things don't feel right’
	
– The number of employees leaving GSK's employment 
for misconduct increased as a result of enhancing our 
risk identification and targeted interventions in 20222 
	
– 82% of direct high-risk suppliers achieved our minimum 
EcoVadis score
Product 
governance
 Read more 
on page 30
Commit to maintaining robust quality and safety processes, and using data and new technologies responsibly
Performance metrics:
	
– Average number of critical and major findings by 
FDA/MHRA/EMA regulators
	
– Percentage of inspections from all regulators with 
no critical findings or official action indicated
	
– Number of FDA warning letters
	
– Total number of Class I/II external product recalls 
across all markets
	
– Register and disclose all human subject research 
of GSK products. Specifically, register protocol 
summaries for studies initiated in 2022; and disclose 
results summaries for studies with results due in 2022
Highlights and focus areas:
	
– Received no warning letters from the US FDA or critical 
findings from the MHRA and EMA regulators in 2022  
	
– 99% of inspections from all regulators had no critical 
findings or official action indicated
	
– We continued to reduce our level of recalls across all 
markets, with no Class I product recalls in 2022, and 
fewer Class II and III recalls than in 2021
	
– We have made 7,377 protocol summaries and 6,295 
summaries of results available, and listed 2,559 studies 
for data sharing since the set-up of the GSK trial 
register in 2004
Our approach continued
1	 The general industry benchmark is 65% according to 2022 research by KornFerry.
2	 In 2022, we continued to embed greater focus on the use of risk analytics and monitoring aligned to increasing levels of business activities, enhancing risk 
identification and targeted interventions. Additionally, we focused on closure of cases, resulting in a decrease in open cases at year end compared to prior 
years with a correlation to rising numbers of employees who were dismissed or agreed to leave the company voluntarily as a result of misconduct.

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GSK ESG Performance Report 2022
March 2023
Our approach continued
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
Putting our people at the heart of our success
Our culture
We are committed to making GSK a place where people can 
thrive, with a culture where we are all ambitious for patients, 
accountable for impact, and do the right thing. This means we 
support our people to do things better and faster, focusing on 
what matters most. It means setting clear objectives and 
accountability for results and giving everyone the support 
and space they need to succeed. It means doing everything 
responsibly with care and integrity, because people and patients 
around the world count on us. 
During 2022, we have dedicated significant leadership energy in 
bringing to life our Ahead Together purpose, strategy and culture 
across GSK. We have also placed real emphasis on individual 
ownership of the culture and the small changes we each need 
to make it a reality. This change has been supported by team 
conversation guides and simple tools used globally to support 
better and faster decision making, greater clarity of 
accountabilities and more ambitious, focused objectives. 
In June 2022, we introduced The Code. This sets out our culture 
as well as the commitments GSK and our people make so we can 
deliver on our ambition in the right way. GSK people sign up to 
The Code annually and personally commit ‘I’m in’. 
 gsk.com: The Code 
Making GSK a place where people thrive 
Core to our Ahead Together ambition is to make GSK a place 
where people thrive. Although how people thrive is very individual, 
we also believe there are common themes that matter for all. 
Firstly, a belief in our purpose and a desire to live our culture and 
contribute to delivering our ambition. Secondly, feeling included 
and able to be yourself with opportunities to keep growing, with 
the support, feedback and space needed to succeed. Finally, 
feeling good, with positive mental, physical, financial and social 
wellbeing. This all requires GSK to be a place where people feel 
welcome and valued, with an environment (including our policies, 
workplaces and ways of working) which wholeheartedly enables 
and supports each person to deliver at their best. 
Supporting our people managers 
Our people managers play a crucial role in helping their teams 
to thrive and bring culture to life. We expect people managers to 
Motivate, Focus, Care for and Develop their teams. Over the last 
two years we have delivered First Line Leader training, anchored 
in these four areas, to over 80% of this population. In addition, 
in 2022, we launched a new senior leader programme, 'Leading 
Leaders', to further build on our leadership development at more 
senior levels of the organisation. 
In preparation for 2023, we brought all people managers 
together in a virtual event to bring to life our biggest priorities and 
support managers in setting focused, ambitious objectives with 
their teams, aligned to our Innovation, Performance, Trust and 
Culture priorities. 
Focusing on diversity, equity and inclusion 
We are continuing our focus on building a more diverse 
organisation and an equitable and inclusive culture so that 
everyone feels welcome, valued and included. We are delivering 
our leadership representation aspirations, have implemented 
annual DEI training for all, and invested in development tools to 
build more inclusive leaders. We support an award-winning 
leadership development programme, 'Accelerating Difference', 
to support women and ethnically diverse leaders. We have also 
continued to evolve our people policies, processes and practices 
to support recruitment, retention and development of a more 
diverse workforce. More details on our aspirational targets for DEI 
for our people, business and suppliers, can be found on page 23. 
Driving Performance with Choice 
Performance with Choice – our approach to hybrid working 
for those in office-based roles (about a quarter of our people) 
continues to allow us to find the right balance of on-site and 
remote working. This framework, balanced in driving collective 
and individual performance, as well as supporting individual 
flexibility, is supporting personal wellbeing, driving performance 
and making us attractive as an employer. 
This year we have been clear in our expectations so that we 
spend enough time together in person to help us continue to build 
our sense of community, connectedness, enable development 
and better achieve our Ahead Together ambition.
Developing outstanding people 
We are committed to developing outstanding people and giving 
people opportunities to grow. All GSK people are expected to 
have an agreed development plan, regardless of grade or role, 
that is underpinned by a robust conversation to understand the 
space and support needed for them to succeed. We continue 
to invest in development initiatives and training that can be 
accessed by all through our Keep Growing Campus – a central 
platform for our training and knowledge sharing. 
In 2022, we have also redesigned our talent framework – focusing 
our reviews for our people against performance, living our culture 
and future potential. This gives us a simpler assessment process, 
in line with our culture, to support placing our best people in our 
most critical roles, with strong and diverse succession plans. 
This allows us to spend more time on development and action 
planning and less on process.

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GSK ESG Performance Report 2022
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Our approach continued
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
Health and wellbeing improvements 
We have announced improvements to our health and wellbeing 
benefits, to better support people through different life stages 
and to make sure our offerings are fair and inclusive. These 
include a new global minimum standard of 18 weeks’ parental 
leave for primary and secondary carers for all forms of family, 
a new global minimum standard for care of a family member 
for end of life or serious health emergencies, insured benefits to 
include same sex partners wherever possible, a new financial 
wellbeing service and mental health training – available 
to everyone. 
In November 2022, we gave a one-time discretionary payment to 
our people who were feeling the greatest impact of rising cost-of-
living challenges. This payment was given to almost half of our 
global workforce in 47 of our 83 countries, using consistent criteria 
to determine eligible countries. 
Understanding how our people experience GSK 
We regularly measure how our people experience GSK, including 
progress in our culture focus areas and as a place to work. This 
includes an annual survey for all employees featuring questions 
on engagement, confidence, inclusivity, our culture focus areas 
and trust priorities. We also run a series of pulse surveys each year, 
with a statistically significant population, to get timely insights on 
our culture progress as well as hot topics of the moment. Over the 
last year, our progress is demonstrated by increased engagement 
at 81% in 2022, up from 78% in 2021, confidence in delivery of 
our ambitions, and positive trends in Ambitions for Patients, 
Accountability for Impact, Doing the Right Thing, and measures 
of inclusion.
To measure the effectiveness of our global manager population, 
their teams provide feedback via an annual One80 survey. 
Managers receive anonymised aggregate feedback on their 
effectiveness in motivating their team, focusing people on 
what matters most, leading with care, inclusive leadership and 
supporting performance and development. In 2022, 77% of our 
managers were rated as highly effective by their reports. 
Recognising and rewarding our people 
Sharing our success and recognising and rewarding our people, 
not just on the progress we have made but how we have made it, 
continues to be an important part of our culture. In addition to our 
bonus scheme that rewards performance across the company, 
each year we award 10% of our population with extra ‘Ahead 
Together’ awards for those delivering exceptional performance 
in line with our culture. 5% of people are identified as Missed 
Performance for those that do not deliver on their objectives or 
live the culture. This year, in addition to our annual bonus and 
long-term incentive structure, we also gave a special thank you 
to all our people (excluding GLT), allowing us to recognise in real 
time what we achieved together in preparation for separation 
and the unprecedented transformation of GSK: everyone 
received a one-off week’s salary in March, separate to our 2021 
bonus pay-out. 
We remain energised to continually live and evolve our culture 
in line with the internal and external environment. It is part of 
everyone’s objectives, starting at the top, with all leadership team 
members having ambitious goals to embed and grow culture, 
and shows up in how we act every day.

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GSK ESG Performance Report 2022
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We aim to make our vaccines and medicines available at 
responsible prices that are accessible for patients and sustainable 
for our business, while making sure underserved people are 
treated and protected through our access strategies. In 
recognition of the action we are taking to get ahead of disease 
together, in 2022, we ranked first in the Access to Medicines Index  
for the eighth consecutive time.
The discovery and development of medicines and vaccines 
is complex and takes significant time, risk and investment to 
succeed. We follow a set of pricing and access principles, published 
for the first time in 2022. These help us to get the balance right 
between responsible pricing and a sustainable, profitable business 
that allows us to re-invest financial returns in future innovation, 
while ensuring people can access medicines and vaccines. 
 gsk.com: Position on pricing and access • Pricing and access principles
Access
Our ambition is to positively impact the health of 2.5 billion people by the 
end of 2030. We will achieve this by developing vaccines and medicines and 
making them available through responsible pricing, strategic access programmes 
and partnerships.
Our commitment
Make our products available at value-based prices that are 
sustainable for our business and implement access strategies 
that increase the use of our medicines and vaccines to treat and 
protect underserved people
How we assess performance
	
– Develop and externally publish pricing and access principles
	
– Progress towards our 2030 goal of reaching 1.3 billion people 
in lower income countries with our products
>1bn
vaccines supplied at our lowest 
prices to Gavi, the Vaccine 
Alliance, since 2010
123
countries covered by ViiV 
Healthcare’s paediatric 
voluntary licensing agreements 
with generic manufacturers
73m
people reached in lower 
income countries with our 
products in 20221
Putting the right value on innovation 
We pursue areas of unmet medical need, deploying cutting-edge 
science and advanced technology to develop more effective 
medicines and vaccines with speed, scale and precision.
We compare our offer to what is already available for patients, 
and we generate evidence from clinical trials and real-world 
settings to establish the added value of our medicines and 
vaccines. These principles ensure we set prices across our 
portfolio in line with the benefit we bring to patients and health 
systems, measured by clinical, economic and social outcomes.
We take into consideration the socioeconomic status of a country 
to ensure affordability and availability of products, including 
using tiered pricing based on World Bank income classification 
for vaccine tenders. We collaborate with global health partners 
to increase our impact in lower income countries, for example 
by supplying vaccine doses at our lowest prices with Gavi, the 
international alliance to improve access to vaccines for countries 
with the lowest GDP. ViiV Healthcare provides non-profit pricing 
to public health systems in low-income, least developed and 
sub-Saharan African countries for antiretroviral medicines to 
treat people living with HIV as well as for innovation to prevent 
HIV transmission. 
We also recognise health inequities, including in higher income 
countries, and help uninsured and underinsured patients navigate 
healthcare systems with programmes to increase access and 
provide financial and disease management support. For example, 
in 2022, in the US, through GSK and ViiV Healthcare’s Patient 
Assistance Programs Foundation, we provided prescribed 
medicines and vaccines to more than 78,000 low-income 
uninsured, underinsured and Medicare Part D patients.
In the US, during the year, our combined average net price (after 
discounts, rebates or other allowances) for our pharmaceutical 
and vaccines portfolio increased by 1.4%, while the average list 
price increased by 3.8% compared to 4.9% (list) for the industry, 
which demonstrates we are responsible in our pricing decisions2. 
Over the past five years, the average net price for our products 
decreased by 1.1% annually, while the average list price rose by 
3.9% compared to 5.0% (list) for the industry2. We operate under 
robust pricing approvals, developing access plans that 
are informed by payers. We also work to create stability and 
predictability for payers and our business, engaging proactively 
on upcoming product launches so we can plan budgets, and 
adjusting prices to account for inflation.
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
1	 The 73 million figure includes people reached with Synflorix, Rotarix, Cervarix, OPV and Mosquirix vaccines and people with access to a generic dolutegravir 
product through our voluntary licensing agreements; however it does not include people reached through albendazole, for which an assessment will be made 
in 2025 by the WHO and GSK.
2	 Industry averages are sourced from Drug Channels annual brand-name drug list change report.

10	 GSK ESG Performance Report 2022
March 2023
Reaching patients in lower income countries 
We are ambitious for our patients and develop access strategies 
where we can make a real difference. Nearly two billion people 
globally lack access to essential medicines and vaccines that 
could prevent and treat diseases, relieve suffering, improve quality 
of life and prevent deaths. Our goal is to reach 1.3 billion people 
in lower income countries with our products by the end of 2030, 
through access initiatives such as voluntary licensing, donations 
and our work with Gavi, the Vaccine Alliance. In 2022, we reached 
73 million people with our products and supplied an additional 
533 million doses of albendazole. 
For decades, we have worked with partners to strengthen 
healthcare systems, which is key to increasing access to medicines 
in lower income countries. We partner with others who have the 
right capability, geographic reach and local knowledge to get our 
innovation to patients. For medicines in low-income countries, we 
do not file patents for our medicines or enforce historic patents. 
This lets other companies manufacture and supply generic 
versions of GSK medicines in those countries.
Vaccines
It has never been more important to work with organisations like 
Gavi, the Vaccine Alliance, that can help us reach the most 
vulnerable people. The pressure placed on healthcare systems in 
lower income countries by the COVID-19 pandemic has resulted in 
a reduction in routine immunisations, putting millions of children’s 
health at risk.
We have been a partner with Gavi since its foundation in 2000. 
We reserve our lowest vaccine prices for Gavi and similar 
organisations. In 2022, we passed the milestone of supplying 
Gavi with more than one billion vaccines since 2010.
Our partnership includes supplying Cervarix, a critical vaccine 
in lower income countries for addressing cervical cancer. In 2022, 
we supplied around 40 million doses of our pneumococcal 
vaccine, Synflorix, to eight Gavi-eligible countries at our lowest 
price. Our Rotarix vaccine against rotavirus reaches children 
across 28 Gavi-eligible countries and four former Gavi countries. 
Since March 2021, as well as Synflorix, we have also offered 
Rotarix through the Humanitarian Mechanism, to civil society 
organisations serving refugees and working in other emergency 
situations. We are also a long-standing supplier of oral polio 
vaccines (OPV) through UNICEF and, in 2022 alone, supplied 
around 95 million doses to help eradicate polio.
Neglected tropical diseases
Since 1999, we have donated 11 billion albendazole tablets to 
the WHO, including 533 million in 2022. This supports efforts 
to end lymphatic filariasis, commonly known as elephantiasis, 
and reduce morbidity from intestinal worms (soil-transmitted 
helminths) in school-age children. We have also extended our 
soil-transmitted helminths commitment to include pre-school 
children and made an additional commitment to donate 
albendazole for treatment of echinococcosis. According to the 
latest data from the WHO, this has benefited over 935 million 
people since the programme began. In 2021, 365 million people 
were treated through the lymphatic filariasis programme in 28 
countries, including 118 million children.
HIV
Supporting the production of generic drugs can also improve 
access. In 2022, ViiV Healthcare and the Medicines Patent Pool 
(MPP) signed a new voluntary licensing agreement to allow 
generic manufacturers to develop, manufacture and supply 
cabotegravir long-acting for HIV pre-exposure prophylaxis. This 
aims to enable access to the drug in least developed, low-income, 
lower middle-income and sub-Saharan African countries in the 
coming years. In the meantime, ViiV is working with stakeholders 
including global health agencies, non-governmental 
organisations (NGOs), governments and community partners to 
plan for and support successful introduction of cabotegravir 
long-acting for pre-exposure prophylaxis into national 
programmes with ViiV manufactured product.
ViiV Healthcare also has voluntary licensing agreements with 
17 generic manufacturers to produce and sell low-cost single or 
fixed-dose combination products containing our HIV medicine 
dolutegravir for adults in 95 low- and middle-income countries, 
with one direct licence and the others via the MPP. There are 
similar agreements with 14 generic manufacturers for children, 
covering 123 countries. As a result of these voluntary licence 
agreements, around 21 million people living with HIV across 122 
countries had access to a generic product containing dolutegravir 
by the end of 2022. This is at least 80% of people living with HIV 
on antiretrovirals in low- and middle-income countries.  
In 2022, ViiV Healthcare donated around 7,200 packs of 
antiretroviral medicines to NGO partners and national HIV and 
AIDS programmes to support people living with HIV who have 
been impacted by the conflict in Ukraine. ViiV has also provided 
over £800,000 through its Positive Action programme to support 
11 community-based organisations with humanitarian response 
activities, both within Ukraine and in surrounding countries 
hosting refugees.
Positive Action, ViiV Healthcare's community grant-giving 
programme, celebrated its 30th anniversary in 2022 with a 
year-long campaign to showcase the people at the heart of 
the programme, the partners in implementation and the 
progress made through collaboration. It invested more than 
£12.6 million in 2022, reaching approximately 392,000 people 
and providing 137 grants across 33 countries.  
Malaria
Working with our partners, more than 1.2 million children in Africa 
have now received at least one dose of our malaria vaccine, 
Mosquirix (RTS,S/AS01 E). Developed over more than 35 years by 
GSK and our partners, Mosquirix is the first and only vaccine that, 
in clinical trials, has shown an acceptable safety profile and is 
feasible to deliver, and substantially reduce, deadly severe malaria 
in children. In September 2022, the WHO awarded pre-
qualification to the vaccine, following a rigorous regulatory 
process to ensure it meets standards of quality, safety and 
efficacy, and is suitable for the target population. This is a 
prerequisite for UN agencies to procure the vaccine, and an 
important step in rolling it out in countries with moderate to high 
P. falciparum malaria transmission. 
Access continued
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix

11	
GSK ESG Performance Report 2022
March 2023
2019
2020
2021
2022
Community investment
Cash (£m)
82
91
83
79
Product and in-kind (£m)1
155
136
159
209
Time (£m)2
2
0.1
0.2
0.6
Management costs (£m)
22
18
17
19
Total community investment (£m)
261
245
259
308
        A
Value of GSK medicine and vaccines provided through our US Patient Assistance Programs 
Foundation ($m)1,3
146
151
186
228
        A
Access continued
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
GSK, PATH and Bharat Biotech have agreed a product transfer 
to help ensure long-term supply of the RTS,S malaria vaccine. 
We have committed to supply up to 18 million doses over the next 
three years, in addition to our donation of up to 10 million doses to 
the WHO-coordinated Malaria Vaccine Implementation 
Programme (MVIP) in Ghana, Kenya and Malawi. In June 2022, 
GSK also committed to supply up to 30 million doses of AS01 
adjuvant for the RTS,S malaria vaccine.
PR   Metric contributes to our ESG Performance Rating.
A   Metric’s 2022 data has been externally assured.
1	 Product donations are valued at the global average cost of goods as reported in year-end results.
2	 Employee volunteering in 2020 and 2021 was significantly impacted by the COVID-19 pandemic.
3	 This product donation is included within the total community investment figures reported.
Strengthening healthcare systems 
Our long-standing partnership with Amref Health Africa 
continues with a tuberculosis (TB) and malaria programme in 
Ethiopia and Kenya, launched in 2021, to improve education, 
diagnosis and treatment for underserved communities. This was 
complemented by a specific paediatric HIV testing component 
towards the end of 2021, funded by ViiV Healthcare’s Positive 
Action programme, which worked with healthcare workers and 
managers to strengthen healthcare systems to improve 
laboratory testing and diagnostics, surveillance, information 
systems and supply chains. 
Through the TB and malaria programme, over 2,500 healthcare 
workers have been trained across both countries in 2022. In the 
Kenyan sub-counties supported by the programme, 97% of 
all healthcare workers are able to effectively diagnose and 
manage TB and malaria, and there has been an 81% uptake of 
preventative services in the community. In Ethiopia, integrating 
TB, malaria and HIV care means that women and children can 
benefit from screening for all three diseases during a single 
antenatal care appointment.
In 2022, we brought together Amref Health Africa and Cognizant 
– one of GSK’s technology partners – to integrate three digital 
tools to better plan, identify and respond to healthcare worker 
training needs at the community level. The platform has been 
successfully piloted and the hope is it will now reach thousands of 
healthcare workers across sub-Saharan Africa with quality 
training and help meet the needs of millions of people.
Our partnership with Save the Children aims to cut the number 
of children dying from preventable and treatable diseases, 
strengthen healthcare systems, drive R&D to address critical 
knowledge gaps and create systemic change for children’s health 
at a global level. We support Save the Children’s emergency 
preparedness and response capabilities by investing in data 
analytics and early action protocols. Since 2013, our partnership 
has reached 3.5 million children globally across 46 countries, 
trained 38,740 healthcare workers and supported 21,480 
community healthcare workers. 
In 2022, the GSK-Save the Children partnership began work 
on two of the UN’s Green Climate Fund projects, in Malawi 
and Senegal, that will support their national governments’ 
objectives of addressing the health impacts of climate change, 
by contributing to more resilient healthcare systems.
Through our collaboration with the Bill & Melinda Gates CEO 
Roundtable programme, we’re also working with J&J, Novartis, Eli 
Lilly and Pfizer to train healthcare workers in six African countries. 
The programme trained around 3,000 healthcare workers in 2022.

12	 GSK ESG Performance Report 2022
March 2023
2019
2020
2021
2022
US pricing
1 year change in list and net price1
Change in combined average net price for our pharmaceutical and vaccines portfolio in the US 
since the previous year
-5.0%
-0.7%
+5.5%
+1.4%
Change in average list price in the US since the previous year
+2.5%
+3.2%
+3.8%
+3.8%
5 year list and net price (compound annual growth rate)1
Change in net price (after discounts, rebates or other allowances) for our products in the US 
over the past 5 years
-4.0%
-3.2%
-2.0%
-1.1%
Change in average list price in the US over the past 5 years
+6.4%
+5.7%
+4.6%
+3.9%
Product reach (doses supplied to lower income countries)
Doses of Synflorix vaccines supplied to Gavi (m)
67
56
39
40
 PR  A
Doses of Rotarix vaccines supplied to Gavi (m)
44
53
49
43
 PR  A
Doses of Cervarix vaccines supplied to Gavi (m)
0.1
0.4
0.4
0.2
 PR  A
Doses of OPV vaccines supplied to UNICEF (m)
204
110
80
95
 PR  A
Doses of Mosquirix (RTS,S/AS01 E) vaccines supplied through the MVIP (m)
1
2
1
1
 PR  A
Albendazole tablets donated to help eliminate lymphatic filariasis (m)2
698
304
451
440
 PR  A
Albendazole tablets donated to help treat intestinal worms (m)3
192
113
75
93
 PR  A
Total doses supplied (m)
1,206
638
695
712
 PR  A
Product reach (people reached in lower income countries)
People with access to a generic dolutegravir product through voluntary licensing 
agreements ('000)4
–
–
–
20,927         A
Estimated children reached with Synflorix through Gavi ('000)
20,700
17,100
12,000
12,116
        A
Estimated children reached with Rotarix through Gavi ('000)
21,200
25,400
23,540
20,561         A
Estimated girls reached with Cervarix through Gavi ('000)
45
180
170
106
        A
Estimated people reached with OPV through UNICEF ('000)
40,800
21,900
16,010
18,975         A
Estimated people reached with Mosquirix (RTS,S/AS01 E) through the MVIP ('000)
–
–
310
326
        A
Total people reached ('000)
82,745
64,580
52,030
73,011         A
People reached through our healthcare access programmes5
People accessing a healthcare service, worker or educational session through our work with 
Save the Children ('000)
355
400
438
916
People accessing a healthcare worker, service or facility as a result of the Bill & Melinda Gates 
CEO Roundtable programme ('000)7
–
–
162
98
People reached through ViiV Healthcare’s Positive Action for Children Fund grants ('000)8
638
484
188
13
People reached through ViiV Healthcare’s Positive Action 2020-2030 Strategy grants ('000)8
–
–
274
379
People reached through our US Patient Assistance Programs ('000)
123
96
87
79
       A
PR   Metric contributes to our ESG Performance Rating.
A   Metric’s 2022 data has been externally assured.
Access continued
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
1	 Calculated across GSK and ViiV Healthcare products.
2	 This product donation is included within the total community investment figures reported.
3	 Product donations are valued at the global average cost of goods as reported in year-end results. 
4	 As a chronic and ongoing treatment, the cumulative number of people with access to dolutegravir rather than annual data is reported. The figure is 
estimated based on sales of generic dolutegravir-based products through our voluntary licensing agreements. In 2022, we updated the methodology to 
include sales of all generic dolutegravir-based products. In previous years, only sales of TLD (tenofovir disoproxil, lamivudine and dolutegravir) were included 
as these formed the large majority of generic sales worldwide at the time (around 95%). The 2022 total is lower than the figure reported in our 2021 ESG 
Performance Report (21,296,000), which was overestimated due to stock building during the pandemic.
5	 We had three healthcare access programmes that ended in 2020; People accessing malaria through our Comic Relief partnership, Healthcare workers trained 
through our partners, and People accessing a healthcare worker, service or facility as a result of the healthcare workers training programmes. 
6	 Our total for 2022 is lower than previous years due to most partnership programmes concluding between 2021-22. 
7	 The Bill & Melinda Gates CEO Roundtable programme is funded by five pharmaceutical companies (GSK, J&J, Novartis, Lilly and Pfizer) and the Bill & 
Melinda Gates Foundation. Each funder organisation is an equal contributor, so the reach number is the total programme reach divided by six.
8	 Reach data is collected and provided by our grantees. The 2022 data capture is over an 18 month cycle. Grantees report every six months on the previous six 
months, therefore final 2022 data will be available in June 2023. The 2023 report will be updated to reflect the actual figure.

13	 GSK ESG Performance Report 2022
March 2023
We have a unique and important role to play in improving health 
for patients around the world and helping the world prepare for 
future health security challenges. We’re determined to help 
change the trajectory of high burden infectious diseases that 
disproportionately affect underserved people around the world, 
trapping them in cycles of disease and poverty.
To deliver our goals, we have a dedicated Global Health Unit 
where success is measured by health impact not profit. Including  
ViiV Healthcare, we’re working on more than 30 potential vaccines 
and medicines targeting 13 high burden infectious diseases – 
putting our unique R&D and scientific expertise to work to address 
some of the world’s biggest health challenges, including 
tuberculosis (TB), malaria and antimicrobial resistance (AMR). 
We have two world-leading, dedicated Global Health innovation 
hubs for vaccines and medicines that are developing products 
and technologies to prevent and treat priority infectious diseases. 
In 2022, we progressed 12 Global Health pipeline assets to 
address priority WHO diseases, exceeding our target of three. 
As well-functioning healthcare systems are critical to enabling 
access to the right treatments and vaccines, we work with 
long-term partners to help strengthen healthcare systems in lower 
income countries, driven by local needs. Our work to increase 
underserved people’s access to medicines and vaccines is 
described in Access, on page 9.
Global health and health security
We use our expertise to address the biggest health challenges for underserved 
people around the world.
Our commitment
To develop novel products and technologies to treat and 
prevent priority diseases, including pandemic threats
How we assess performance
	
– Progress three Global Health pipeline assets to address 
priority WHO diseases
>30
R&D projects relevant to 
antimicrobial resistance in 
our pipeline
12
Global Health pipeline assets 
to address priority WHO 
diseases progressed in 2022
£1bn
investment in R&D to help 
us get ahead of infectious 
diseases in lower income 
countries
Global health R&D
£1 billion to accelerate R&D
In June 2022, GSK, including ViiV Healthcare, announced a 
£1 billion investment in R&D to help us get ahead of infectious 
diseases in lower income countries. The 10-year investment will 
support R&D on new medicines and vaccines to prevent and 
treat TB, malaria, HIV, enteric diseases, and neglected tropical 
diseases, and to reduce AMR.  
It will help fund our goal of ending HIV and AIDS by developing 
and enabling access to innovative treatment and prevention 
options. By advancing our industry-leading pipeline for vaccines, 
including first-in-class vaccines against invasive non-typhoidal 
salmonellosis and shigellosis, this R&D investment aims to reduce 
the threat from AMR. 
Tackling tuberculosis
TB was responsible for 1.6 million deaths in 2021, making it the 
world’s second-leading cause of death by infectious disease, 
after COVID-19. 
We want to discover shorter, simpler and safer treatments for TB. 
In 2022, alongside our partners and through public-private 
research consortiums, we continued to progress our pipeline of 
novel TB medicines. In 2022, we announced positive phase IIa 
study results for GSK3036656, a new first-in-class candidate 
medicine for patients with TB. Results of the study demonstrated 
the potential for the candidate to become a component of 
simpler treatment regimens in the future. In partnership with 
BioVersys, the University of Lille and the Innovative Medicines 
Initiative (IMI) project, TRIC-TB, we also successfully completed 
phase I trials of BVL-GSK098, which has the potential to help 
tackle drug resistance by boosting the activity of an existing 
antibiotic. 
GSK is the industry leader in two public-private research 
consortiums supported by the IMI’s AMR Accelerator – ERA4TB 
and Unite4TB – that are aiming to accelerate R&D of new TB 
drugs and treatment regimens for drug-resistant and drug-
sensitive TB. 
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix

14	 GSK ESG Performance Report 2022
March 2023
Global health and health security continued
Each consortium aims to enable the progression of better-tolerated 
drug regimens of shorter duration for TB patients worldwide, with 
the goal of improving their quality of life and life expectancy. 
These projects bring together expertise from public sector, industry 
and academic partners to significantly reduce development time 
for preclinical candidates from pharmaceutical companies. 
Our TB candidate vaccine (M72/AS01E) has demonstrated the 
potential to reduce active TB pulmonary disease among adults 
with latent TB infection in a phase llb trial and has been sub-
licensed to the Bill & Melinda Gates Medical Research Institute 
to continue its development. This is the first major step in TB 
prevention in almost 100 years, and the partnership exemplifies 
GSK’s approach to global health R&D. Our unique contribution 
is our scientific expertise: we focus on research and early 
development, while partnering with world-leading organisations 
and funders on late development, manufacturing and access, 
so our vaccine can reach patients at scale. 
Protecting children from malaria
Malaria is a complex disease caused by Plasmodium parasites. 
There are five different types of Plasmodium parasites known to 
infect humans – P. falciparum is most prevalent in sub-Saharan 
Africa, while P. vivax is most common in South and South-East Asia, 
and Latin America. We know that no one tool will be enough to get 
ahead of malaria, particularly due to growing resistance, so we 
continue to invest in the next generation of transformative tools.
With our partners, we’ve brought two products for the prevention 
and treatment of malaria to market – the world’s first vaccine 
against malaria (see Access, page 10), and a single-dose, radical 
cure for P. vivax malaria.
In March 2022, the Australian regulator, the Therapeutic Goods 
Administration, approved the use of single-dose medicine 
tafenoquine in children aged two and above in combination with 
chloroquine for the radical cure of P. vivax malaria. The treatment 
targets the liver stage of the disease to prevent relapse, and is 
the first single-dose radical cure to be developed. GSK and our 
partners Medicines for Malaria Venture developed the dispersible 
tablet formulation to make it easier for children to take.
HIV collaboration in action 
Almost 75% of the 38 million people living with HIV globally live 
in low- and middle-income countries.
By the end of 2022, generic dolutegravir dispersible tablet 10mg 
formulations, specially developed for children living with HIV, 
had rolled out in 73 countries – just two years after the first 
generic formulation received tentative US FDA approval under 
the US President’s Emergency Plan for AIDS Relief scheme. 
This was facilitated by our innovative public-private partnership 
between ViiV, the Clinton Health Access Initiative, Unitaid and 
two generic manufacturers with sub-licences from the Medicines 
Patent Pool, providing technology transfer and know-how as well 
as regulatory planning support. A second public-private 
partnership is  also ongoing to accelerate generic development 
and introduction of generic dolutegravir/abacavir/lamivudine 
dispersible tablet formulations.
The FDA has also approved Triumeq PD, the first dispersible single 
tablet formulation containing dolutegravir for children weighing 
more than 10kg, which increases the age-appropriate treatment 
options for children living with HIV. At the end of 2022, the 
Committee for Medicinal Products for Human Use (CHMP) of the 
EMA also issued a positive opinion recommending marketing 
authorisation for Triumeq PD for children 14kg and above.
Addressing enteric diseases and neglected 
tropical diseases
Through our two Global Health R&D centres we are researching 
potential solutions for enteric diseases and neglected tropical 
diseases. Our scientists are looking at a range of diseases across 
invasive non-typhoidal salmonella, typhoid and paratyphoid fever, 
Group A streptococcus, visceral leishmaniasis, Chagas disease, 
lymphatic filariasis, soil-transmitted parasites and dengue fever.
Invasive non-typhoidal salmonella can be life-threatening for 
children in Africa and is a key driver of AMR. We’re using our 
innovative vaccine technology in partnership with the University of 
Oxford and Vacc-iNTS, to develop a potential candidate vaccine 
using our Generalised Modules for Membrane Antigens technology. 
This involves manipulating bacteria cells to produce vaccines that 
can be manufactured at scale and cost-effectively in low-income 
countries. 
Supporting scientific research capacity in Africa
To help support global R&D, in December 2022, we announced the 
fourth call for proposals as part of the Africa Open Lab. The call for 
proposals is aimed at African early-career scientists who are based 
in sub-Saharan Africa, with a focus on infectious diseases which 
disproportionately affect sub-Saharan populations, such as 
malaria, TB and neglected tropical diseases. Our ambition is to 
support African early-career scientists to accelerate progress in 
getting ahead of this major global health challenge and help 
develop the next generation of African scientific leaders. This 
follows on from the Africa NCD Open Lab, through which we 
funded 20 research projects focused on non-communicable 
diseases.
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix

15	 GSK ESG Performance Report 2022
March 2023
Global health and health security continued
2019
2020
2021
2022
Global health pipeline assets for priority diseases
Number of assets progressed through the Global Health pipeline to address priority WHO diseases
12
10
5
12
 PR  A
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
PR   Metric contributes to our ESG Performance Rating.
A   Metric’s 2022 data has been externally assured.
Strengthening health security 
There are many factors that can jeopardise our health security 
– from new and emerging infectious diseases to the rise of AMR. 
Climate change and nature loss also pose a significant risk. 
We are using our scientific know-how and collaborating with others 
to help the world better prepare for future health challenges.  
Getting ahead of antimicrobial resistance 
AMR poses an urgent threat to public health. A study published 
in the Lancet in 2022, analysing 2019 data from over 200 
countries and territories, showed that 1.27 million deaths were 
directly attributable to bacterial AMR, a greater toll than from 
both HIV and malaria. Getting ahead of infectious disease and 
impending threats like AMR will help protect lives, livelihoods and 
healthcare systems.
Through our R&D expertise and partnering with AMR-focused 
organisations such as CARB-X, we are driving innovation in both 
prevention and treatment. We have more than 30 R&D projects 
across medicines and vaccines that are relevant to AMR, ranging 
from early- to late-stage development. These include gepotidacin, 
which could be the first novel oral antibiotic treatment for 
uncomplicated urinary tract infections in over 20 years; and in 
2022, we announced an exclusive licence agreement with Spero 
Therapeutics for tebipenem HBr, a late-stage antibiotic that may 
treat complicated urinary tract infections. 13 of these projects 
target pathogens deemed ‘critical’ or ‘urgent’ by the WHO and the 
US Centers for Disease Control and Prevention. See page 16 of our 
Annual Report for more about our R&D pipeline.
Surveillance is central to tackling AMR. In 2022, we shared data 
from our long-running Survey of Antibiotic Resistance (SOAR) 
study, which tracks community-acquired respiratory infections, 
with the new AMR Register, developed by Vivli. We will continue to 
share new data as it is available. This initiative will help build our 
collective understanding of how pathogens are evolving and 
what is needed to protect against them.
We also promote effective stewardship of antibiotics and 
enable access to them. We continue to train healthcare 
professionals around the world on using and prescribing 
antibiotics appropriately, and the importance of surveillance 
studies. To support the responsible manufacturing of antibiotics, 
we work with the AMR Industry Alliance to set global limits for 
wastewater antibiotic discharges from factories (see Environment, 
page 18). In 2022, we also worked with the Alliance to publish 
a new Antibiotic Manufacturing Standard. 
This provides clear guidance to manufacturers in the global 
antibiotic supply chain to help ensure that their antibiotics are 
made responsibly and in compliance with scientifically robust 
discharge limits.
 gsk.com: Position on antimicrobial resistance
Future pandemic preparedness
To help pre-empt and respond to the next pandemic, we are 
working with governments and other stakeholders to strengthen 
global preparedness. This means drawing on what we have 
learned from COVID-19 and previous outbreaks, championing 
innovation and promoting sustainable approaches for the 
biopharmaceutical sector and public health.
In July 2022, GSK, along with other major biopharmaceutical 
companies, signed up to the Berlin Declaration. This sets out the 
industry’s vision for equitable access during future pandemics. 
The declaration stated the sector’s willingness to reserve an 
allocation of real-time production of medicines and vaccines 
for distribution to priority populations, as determined by health 
authorities, during future pandemics. This is dependent on factors 
such as strong healthcare systems in recipient countries. 
We are committed to using our world-class global vaccine 
manufacturing network to support pandemic preparedness and 
response. In 2022, GSK concluded a series of contracts under 
which we would provide at least 200 million doses of pandemic 
influenza vaccine to governments around the world. In February 
2022, we extended our pandemic influenza vaccine stockpile 
contract with the United States government. This was followed 
by a renewed agreement, in June 2022, for supply of pandemic 
influenza vaccines to the WHO, and in July 2022, a contract with 
the government of Canada for both seasonal and pandemic 
influenza vaccines. We signed an agreement with Europe for 
the reservation and future production and supply of pandemic 
influenza vaccines. We are also continuing to partner with the 
Biomedical Advanced Research and Development Authority 
(BARDA) to manufacture and assess the safety and 
immunogenicity of pandemic influenza vaccine candidates.
 gsk.com: Position on pandemic preparedness

16	 GSK ESG Performance Report 2022
March 2023
Environment
We continue to work hard to do more to protect the environment, often in partnership 
with others. We’ve set clear and measurable targets to help achieve our goals.
Our commitment
Commit to a net zero, nature positive, healthier planet 
with ambitious goals set for 2030 and 2045
How we assess performance
Climate
	
– Operational emissions reduction (scope 1 and 2 market-based 
emissions)
	
– Industrialisation of green Ventolin initiated, and clinical 
and non-clinical data available to support regulatory 
submissions
	
– Percentage of carbon offset volume in project pipeline
Water
	
– Average of the percentage of GSK sites and suppliers 
compliant with wastewater active pharmaceutical ingredient 
limits and the percentage of suppliers that are compliant with 
the AMR Industry Alliance Common Antibiotic Manufacturing 
Framework and discharge limits
Waste and materials
	
– Operational waste and material reduction at our sites
Biodiversity
	
– Number of high-risk materials implementing sustainable 
sourcing roadmaps
94%
GSK sites and suppliers 
compliant with wastewater 
discharge limits
80%
GSK sites with completed 
baseline biodiversity 
assessments 
6%
reduction in scope 1 and 2 
carbon emissions compared 
with 2021
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
We recognise that the world’s climate and nature crises pose an 
urgent threat to human health, worsening the impact of diseases 
and putting healthcare systems under pressure. We’re committed 
to work towards a net zero, nature positive, healthier planet, with 
ambitious goals set for 2030 and 2045. These goals cover our 
entire value chain, from drug discovery to disposal of our 
products, as well as investing in protecting and restoring nature.
At the same time, we are investing to get ahead of the health 
impacts of climate change by developing and manufacturing 
new medicines and vaccines for the diseases most affected by 
climate change, as well as working with partners to improve 
healthcare system resilience to climate change. 
Achieving our goals will support long-term value creation, build 
trust with our stakeholders and reduce risk to our operations. 
This will require us to collaborate with our patients, suppliers, 
regulators and peers – and we are integrating sustainability 
into our operations to ensure delivery. 
 gsk.com: Position on environmental sustainability • 2022 environmental 
action report
Climate 
We have set a clear pathway to a net zero impact on climate with 
ambitious goals for 2030 and 2045.
In 2020, GSK set out a carbon ambition to have a net zero impact 
on climate by 2030. Our plan to meet this goal aims for 80% 
carbon reductions across all scopes, against a 2020 baseline, with 
the remaining 20% offset through investment in high-quality 
nature-based solutions.
In 2021, the Science Based Targets initiative (SBTi) published a 
new carbon Net-Zero Standard, with the aim of addressing 
stakeholder concerns around inconsistent methodology and 
definitions of net zero.  
To comply with this standard, no change is required to our 
planned carbon reduction pathway of 80% reductions and 20% 
offsets by 2030, but in addition we have set a longer-term target 
that by 2045 we will reduce carbon emissions by at least 90%, 
with the remainder tackled through high-quality offsets.
SBTi has accredited our 2030 carbon target, set prior to our 
de-merger, as aligned with a 1.5oC pathway and our reduction 
pathway to 2030 is significantly more ambitious than the SBTi 
Net-Zero Standard minimum requirement to halve emissions by 
2030.
We are currently seeking re-accreditation from the SBTi for our 
targets as a fully-focused biopharma company. We have also 
submitted our 2045 target for verification by SBTi against its 
Net-Zero Standard.

17	 GSK ESG Performance Report 2022
March 2023
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
1	 Targets are measured against a 2020 baseline. 
2	  Previously stated as net zero by 2030. 
3	 This is a new longer-term target, aligned to the SBTi Net-Zero Standard definition of net zero.
Environment continued
Our value chain carbon footprint is made up of: 
	
– Scope 1 and 2 emissions from our own operations (8%) 
	
– Scope 3 emissions from our suppliers (29%) 
	
– Scope 3 emissions from people using our products (54%), 
mostly metered-dose inhalers 
	
– Other scope 3 emissions (9%)
Targets1:
	
– 80% reduction in carbon emissions and investment in nature-
based solutions for the remaining 20% of our footprint by 2030 
(all scopes)2
	
– 100% renewable electricity by 2025 (scope 2)
	
– Net zero emissions across our full value chain by 2045 
(all scopes)3 
 gsk.com: Net zero pathway
Managing our operational footprint 
In 2022, we reduced our scope 1 and 2 carbon emissions by 6% 
compared with 2021. This was primarily through increasing our 
use of renewable electricity and continued delivery of energy 
efficiency across our sites, such as the installation of new solar 
panels, upgraded lighting and replacing chillers to reduce the 
use of ozone-depleting refrigerant. For example, at our site in 
Irvine, Scotland, a closed-loop heating system has helped to drive 
reductions in operating costs, and on-site renewables and biogas 
will provide 55% of its energy by the end of 2023. 
As a member of RE100, we have committed to source 100% 
renewable electricity by 2025. In 2022, we reached 73%, 
an increase of 6% since 2021 and 28% since 2020. 
We are also a member of EV100 and have committed to install 
charging infrastructure at 100 sites and transition our sales fleet 
to low-carbon vehicles by 2030. As of October 2022, hybrid 
or fully electric vehicles made up 4% of our fleet, and we have 
chargers installed at 30 sites, with the number of chargers 
increasing from 309 in 2021 to 435 in 2022 at these locations.
Reducing our value chain emissions
Following the demerger of our Consumer Healthcare business, 
we are restating our value chain carbon footprint for our baseline 
year 2020. In 2021 (our latest available data), our scope 3 
emissions reduced by 13% compared with 2020. These reductions 
reflect the evolution of our product portfolio.
Supply chain emissions
Approximately 29% of our total emissions footprint comes 
from the goods and services that we buy. In September 2022, 
we launched a Sustainable Procurement Programme, which 
requires our suppliers to take action on carbon, power, heat, 
transport, water, waste and the sustainable, deforestation-free 
sourcing of materials. From 2023, among other things, they will 
be required to disclose emissions, set carbon reduction targets 
aligned with 1.5oC, and switch to renewable power and heat. As 
part of this new programme, we will actively support our suppliers 
with education and the adoption of new environmental 
sustainability measures. In October 2022, at the GSK Supplier 
Forum attended by 120 of our top suppliers, we presented our 
sustainability plans along with clear expectations and available 
support for suppliers.
We continued to build capability across our procurement function 
to integrate sustainability, including through tender questions, 
contractual provisions and performance metrics. 
Supply chain emissions are a shared challenge across our 
industry sector and we are collaborating to find shared solutions. 
For example, we participate in the Manufacture 2030 initiative 
with our industry peers, which encourages our suppliers to 
measure, manage and reduce their emissions. Suppliers 
registered on this platform account for almost three-quarters 
of our emissions from purchased goods. With Manufacture 2030, 
we co-developed the Activate programme, along with four other 
founding companies, to help active pharmaceutical ingredients 
(API) suppliers gain access to green funding and practical 
support to accelerate decarbonisation initiatives. 
We are also working with our peers through the Energize 
programme to encourage the use of renewable energy throughout 
the pharmaceutical sector’s supply chain. In 2022, nine suppliers 
formed the first Energize buyer’s cohort, who together will purchase 
two terawatt-hours of renewable electricity. 
We are part of the Sustainable Markets Initiative Health Systems 
Task Force, made of up CEOs from seven global healthcare 
companies. In 2022, the task force announced joint action on 
near-term emissions reduction targets and accelerating the 
delivery of net zero healthcare systems by addressing emissions 
across supply chains, patient care pathways and clinical trials. 
Emissions from the use of our products
The use of our medicines and vaccines by patients makes up 
more than 50% of our total climate impact. This is predominantly 
from the propellant used in metered dose inhalers for asthma 
and chronic obstructive pulmonary disease. We are investing in 
an R&D programme to reduce greenhouse gas emissions from 
this vital medicine, and have made good progress towards a 
reformulation of Ventolin, which could reduce the climate impact 
by up to 90%, if the clinical trials are successful.  
Climate-related financial disclosures
See pages 55 to 62 in our Annual Report for our disclosure on 
climate risk and resilience in line with the Task Force on Climate-
related Financial Disclosures (TCFD) framework.

18	 GSK ESG Performance Report 2022
March 2023
Environment continued
Nature 
We are committed to working towards our goal of having a net 
positive impact on nature by 2030, by reducing our environmental 
impacts across water, waste and materials, and biodiversity and 
by investing in protecting and restoring nature. 
Protecting nature plays a vital role in protecting human health. 
Habitat degradation increases the risk of new human pathogens 
and pandemics emerging. The natural world also provides 
ingredients for existing medicines and inspiration for new ones.
We are making good progress on meeting our water, waste 
and materials, and biodiversity targets. We are one of the first 
companies to trial the Science Based Targets Network for Nature 
(SBTN) methodology, to better understand our impacts and 
dependencies on nature. We are also a member of the Taskforce 
on Nature-related Financial Disclosures (TNFD), which is 
developing a risk management and financial disclosure 
framework similar to that of the TCFD.
Water
Targets1:
	
– Achieve good water stewardship at 100% of our sites by 20252 
	
– Reduce overall water use in our operations by 20% by 2030
	
– Be water neutral in our own operations and at key suppliers in 
water-stressed regions by 20302
	
– Zero impact API levels for all sites and key suppliers by 20303
In 2022, we reduced overall water use in our operations by 5% 
since 2021 and by 1% in sites in high water stress regions. This is a 
decrease of 23% for overall water use and 6% for sites in high 
water stress regions against our 2020 baseline. This achieved our 
2030 overall water use reduction target, which we will now review. 
100% of our sites are now good water stewards, in line with the 
Alliance for Water Stewardship’s definition.
We have initially identified three water basins in water-stressed 
areas in Algeria, India and Pakistan where we have manufacturing 
sites, and where we aim to be water neutral. At our manufacturing 
facility in Nashik, India, we have built plants for rainwater harvesting. 
We are committed to keeping any API emissions from 
manufacturing, including those that might contribute to 
antimicrobial resistance (AMR), below levels that might have 
a negative impact on human health or the environment. This 
applies to our own sites and those of our key suppliers. 
In 2022, 100% of our sites and 98% of our suppliers that 
manufacture antibiotics complied with AMR Alliance industry 
standards on safe discharges.
We are a partner in the Prioritisation and Risk Evaluation of 
Medicines in the Environment (PREMIER) project with the 
Innovative Medicines Initiative, a collaboration across industry, 
academia and regulators. It involves working with stakeholders to 
develop tools, models and data to characterise environmental risk 
for APIs, making environmental data on APIs more accessible and 
exploring the feasibility of greener drug design. 
 gsk.com: Water • Value chain water footprint • Position on 
pharmaceuticals in the environment
Materials and the circular economy
Targets1: 
	
– Zero operational waste, including eliminating single-use 
plastics, by 20302 
	
– 25% environmental impact reduction for our products and 
packaging by 2030 
	
– 10% waste reduction from our supply chain by 2030 
In 2022, we continued to reduce the waste from our sites and 
increase the amount of materials recovered through circular 
routes like reuse or recycling. For example, at some of our sites 
we have introduced recycling for our chemical containers, 
new solvent recovery processes and eliminated the use of 
disposable gowns. 
We are also targeting materials across our existing product 
portfolio. This includes removing paper leaflets and moving to 
e-leaflets where regulation permits. Our vaccines business has 
also stopped using PVC blisters when packing pre-filled syringes 
and is removing the plastic film wrapping used on pallets. We 
have built the capability to perform eco-design analyses and 
have completed a detailed analysis of an antibiotic product which 
has identified a number of projects to reduce its environmental 
impact. Our R&D laboratories in Upper Providence have been 
certified by My Green Labs, which is considered to be the gold 
standard for laboratory sustainability best practice around 
the world.
 gsk.com: Materials and waste
Biodiversity
Targets:
	
– Positive impact on biodiversity at all sites by 2030
	
– 100% agricultural, forestry and marine-derived materials 
sustainably sourced and deforestation free by 2030
We are progressing our plans for net positive biodiversity at our 
own sites by investing in individual site action plans that improve 
habitats, protect species and improve soil and water quality. 
In 2022, we completed baseline biodiversity assessments for 80% 
of our sites. We have commenced biodiversity uplift projects at 
our three largest R&D facilities. We have also completed a full 
assessment of our biodiversity impact (across the entire value 
chain), in line with the latest SBTN guidance, and will be taking 
targeted actions to address the highly-stressed areas.
Our new Sustainable Sourcing Standard outlines the 
environmental, social and ethical requirements which must be 
met by 2030 for each supply chain to be considered sustainably 
sourced. As a first stage, we are addressing the 12 most critical 
agricultural, forestry and marine-derived materials. We reached 
our 2022 target of 90% of sustainably sourced paper and palm 
oil, and now have roadmaps in place to achieve 100% by 2025. 
We have engaged with associated suppliers to map the full 
supply chains involved, understand existing sustainability 
standards, identify gaps and establish remediation plans. 
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
1	 Targets are measured against a 2020 baseline. 
2	 See our Environment Basis of reporting for definition.
3	 Zero impact against predicted no effect concentrations.

19	 GSK ESG Performance Report 2022
March 2023
Environment continued
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
1	 Targets are measured against a 2020 baseline. 
2	 Where regulatory obligations allow, and excluding plastics which are critical to product discovery and development, and health and safety.
We are also building resilience into the supply of these 12 
materials, scoping out initiatives that help either reduce their 
use (such as packaging redesign, portfolio consolidation and 
other types of efficiencies) or avoid them altogether (such as 
by transitioning to synthetic alternatives where appropriate). 
In the lead-up to the UN Convention on Biological Diversity, 
the critical COP15 conference in Canada at the end of 2022, 
we worked with partners to call for mandatory disclosure by 
businesses and financial institutions of their impacts and 
dependencies on nature. We also worked with our partners to help 
raise business ambition on nature and to ensure that health and 
the healthcare sector is part of the dialogue. 
 gsk.com: Biodiversity
Protecting and restoring nature
Investing in nature protection and restoration is fundamental to 
achieving our climate and nature goals as well as positive impacts 
on human health.
We aim to maximise the reductions we can make to our 
environmental impacts and only offset those emissions that 
cannot be abated. Our robust criteria for carbon offsetting 
prioritise credits from high-quality, technically robust, accredited 
projects that contribute to land protection and restoration, and 
have the potential to deliver nature, social and health co-benefits 
to local communities. 
We have invested in a community reforestation project in Ghana, 
which creates jobs, promotes gender equality and supports the 
provision of clean water and sanitation. The project, which follows 
Forestry Stewardship Council principles, has generated carbon 
credits in line with the Verified Carbon Standard’s criteria for 
environmental integrity, which we have retired in 2022 to support a 
carbon neutrality claim for an inhaler product in the UK. We have 
also invested in a project in Indonesia that aims to restore 2,500 
hectares of mangroves through community-led projects. This 
project aims to deliver between 120,000 and 240,000 tonnes of 
removal credits annually from 2028 to 2035, covering 
approximately 8% of our forecasted 2030 residual emissions 
based on our current carbon reduction glidepaths.
Collaboration is key to ensuring adequate supply of high-quality 
projects that meet rigorous standards. We are part of the LEAF 
Coalition (Lowering Emissions by Accelerating Forest finance), 
a private-public effort to protect tropical forests. We are also 
testing guidance from the Voluntary Carbon Market Integrity 
Initiative, which is working to establish a globally-standardised 
benchmark to guide the use of carbon credits by companies.
Nature-related financial disclosures
See pages 62 to 63 in our Annual Report for how we plan to 
disclose on our impacts and dependencies on nature in line with 
the emerging TNFD framework.
Adaptation and resilience 
Climate change and nature loss are altering the burden and 
spread of disease globally, exacerbating existing health threats, 
creating new ones, putting healthcare systems under pressure and 
increasing health inequalities. This means that health, particularly 
within vulnerable communities, must be a key part of adaptation 
and resilience discussions.
In 2022, we joined the Race to Resilience campaign, with a pledge 
to help 15 million people become more resilient to the health 
impacts of climate change by 2030. GSK is the first biopharma 
company to join this campaign. We will support it through 
investment and partnerships with organisations such as Save the 
Children and Microsoft, who GSK is working with to support local 
health interventions with disease surveillance. As part of this 
commitment, GSK will also focus on nature resilience through 
nature-based action, such as supporting people with water stress 
as part of the Water Resilience Coalition and reducing air 
pollution via the Alliance for Clean Air. 
We are also working to research and develop new medicines and 
vaccines for climate-aggravated diseases. More than 50% of 
the funding allocated to date from our 10-year, £1 billion R&D 
investment for infectious diseases which disproportionately impact 
lower income countries is focused on climate-aggravated diseases, 
see Global Health page 13.

20	 GSK ESG Performance Report 2022
March 2023
Environment continued
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
2019
2020
2021
2022
Energy
Natural gas purchased (GWh)
 1,851 
 1,873 
 1,744 
 1,655 
Electricity used (GWh)
 1,264 
 1,102 
 1,008 
 970 
Purchased renewable electricity (GWh)
 23 
 487 
 631 
 697 
        A
Purchased non-renewable electricity (GWh)
 1,223 
 605 
 372 
 263 
On-site renewably generated electricity (GWh)
 22 
 19 
 13 
 18 
        A
Exported electricity (GWh)
 4 
 9 
 8 
 8 
Coal (GWh)
 0   
0
0
0
Other fossil fuels (GWh)
 62 
 49 
 58 
 81 
Renewable heat (GWh)
 7 
 9 
 8 
 13 
Purchased heating and cooling (GWh)
 57 
 52 
 52 
 41 
Total energy for operations (GWh)
 3,240 
 3,085 
 2,871 
 2,759         A
% renewable electricity
 4% 
 46% 
63%
 73% 
Carbon: Scope 1 and 2 emissions1
On-site fuel use (thousands of tonnes CO2e)
 355 
 355 
 333 
 320 
Sales force vehicles (thousands of tonnes CO2e)
 111 
 60 
 52 
 51 
Propellant emissions during manufacture of inhalers (thousands of tonnes CO2e)
 220 
 275 
 237 
 243 
On-site waste or wastewater treatment (thousands of tonnes CO2e)
 0 
 0 
 0 
 0 
Refrigerant gas losses (thousands of tonnes CO2e)
 27 
 20 
 11 
 13 
Total scope 1 emissions (thousands of tonnes CO2e)
 712 
 711 
 633 
 626 
        A
Electricity (market-based emissions) (thousands of tonnes CO2e)
 342 
 163 
 125 
 84 
Purchased heating and cooling (thousands of tonnes CO2e)
 6 
 6 
 6 
 4 
Total scope 2 market-based emissions (thousands of tonnes CO2e)
 348 
 169 
 131 
 88 
        A
Total scope 2 location-based emissions (thousands of tonnes CO2e)
 357 
 309 
 285 
 265 
        A
Total scope 1 and 2 market-based emissions (thousands of tonnes CO2e)
 1,060 
 879 
 764 
 715 
 PR  A
Fermentation/biogenic releases (thousands of tonnes CO2e)
32
27
10
12
Carbon: Scope 3 emissions2
    
Purchased goods and services (thousands of tonnes CO2e)
–
 3,267 
 2,725 
–
Capital goods (thousands of tonnes CO2e)
–
 162 
 154 
–
Fuel and energy-related activities (thousands of tonnes CO2e)
–
 89 
 84 
–
Transportation and distribution (upstream) (thousands of tonnes CO2e)
–
 267 
 189 
–
Waste generated in operations (thousands of tonnes CO2e)
–
 20 
 64 
–
Business travel (thousands of tonnes CO2e)
–
 42 
 50 
–
Employee commuting (thousands of tonnes CO2e)
–
 37 
 48 
–
Leased assets (upstream) (thousands of tonnes CO2e)
–
 0   
 0   
–
Transportation and distribution (downstream) (thousands of tonnes CO2e)
–
 135 
 99 
–
Processing of sold products (thousands of tonnes CO2e)
–
 0   
 0   
–
PR   Metric contributes to our ESG Performance Rating.
A   Metric’s 2022 data has been externally assured.
1	 Scope 1 and 2 emissions data has been assured to the metric tonne, for which base data is available on gsk.com.
2	 Other than propellant emissions data (which is collected through our internal systems); 2019 scope 3 emissions are not reported as we were unable to split our 
previous Consumer Healthcare business data, and we will not have an accurate picture of 2022 scope 3 emissions until later in the year.

21	 GSK ESG Performance Report 2022
March 2023
Environment continued
PR   Metric contributes to our ESG Performance Rating.
A   Metric’s 2022 data has been externally assured.
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
2019
2020
2021
2022
Use of sold products (thousands of tonnes CO2e)
–
 5,836 
 5,120 
–
	 – Emissions from use of propellant-based inhalers by patients (thousands of tonnes CO2e)
 5,382 
 5,631 
 5,039 
 5,429         A
End of life (thousands of tonnes CO2e)
–
 24 
 51 
–
Leased assets (downstream) (thousands of tonnes CO2e)
–
0   
0   
–
Franchises (thousands of tonnes CO2e)
–
0
0
–
Investments (thousands of tonnes CO2e)
–
 70 
 41 
–
Total scope 3 emissions (thousands of tonnes CO2e)
–
 9,949 
 8,624 
–1
Ozone-depleting substances
ODP inventory of CFC and HCFC in equipment (kg of CFC11e)
452
307
277
6
ODP calculated releases of CFC11e (kg of CFC11e)
12
8
8
0
Water use2
Municipal (million m3)
7.5 
6.9 
5.8 
5.6 
Ground water (million m3)
2.5 
2.7 
2.0 
1.7 
Tankers (million m3)
0.2 
0.1 
0.1 
0.1 
Total water use (million m3)
10.2 
9.7 
7.9 
7.5 
        A
Recycled sources (million m3)
0.2 
0.2 
0.3 
0.2 
Water use at high water risk sites (million m3)
0.4
0.3
0.3
0.3
        A
Water discharge
Wastewater to municipal sewers (million m3)
 4.8 
 5.7 
 4.0 
4.0 
Wastewater to surface water (million m3)
 2.8 
 2.8 
 1.9 
1.8 
Wastewater to land (million m3)
 0.1 
 0.1 
 0.1 
0.1 
Wastewater to other (million m3)
 0.2 
 0.0 
 0.0   
0.0
Total wastewater discharged (million m3)
 8.0 
 8.6 
 5.9 
5.9 
        A
% of GSK sites and supplier locations used by GSK that are compliant with AMR alliance and 
wastewater API limits
–
–
–
94%
 PR  A
1	 Other than propellant emissions data (which is collected through our internal systems); 2019 scope 3 emissions are not reported as we were unable to split our 
previous Consumer Healthcare business data, and we will not have an accurate picture of 2022 scope 3 emissions until later in the year. 
2	 Water use data has been assured to m3, for which base data is available on gsk.com.

22	 GSK ESG Performance Report 2022
March 2023
2019
2020
2021
2022
Waste and materials1,2
Total waste recovered via a circular route (thousand tonnes)
–
–
 22.7 
 22.5 
Total waste disposed via a non-circular route (thousand tonnes)
–
–
 40.4 
 34.7 
Total waste and materials generated (thousand tonnes)2
 65.4 
 63.0 
 63.1 
 57.2 
 PR  
% circular waste
–
–
36%
39%
Total hazardous waste recovered via a circular route (thousand tonnes)
–
–
 3.6 
 3.6 
Total hazardous waste disposed via a non-circular route (thousand tonnes)
–
–
 24.5 
 22.5 
Total hazardous waste (thousand tonnes)
 28.2 
 25.7 
 28.1 
 26.1 
Total non-hazardous waste recovered via a circular route (thousand tonnes)
–
–
 19.2 
 18.9 
Total non-hazardous waste disposed via a non-circular route (thousand tonnes)
–
–
 15.8 
 12.2 
Total non-hazardous waste (thousand tonnes)
 37.2 
 37.3 
 35.0 
 31.1 
Total hazardous waste incinerated (thousand tonnes)
25.0
21.9
20.2
19.4
Total non-hazardous waste incinerated (thousand tonnes)
14.7
14.1
13.4
8.8
Total waste incinerated (thousand tonnes)
39.7
36.0
33.7
28.2
Total hazardous waste to landfill (thousand tonnes)
 0.1 
 0.0 
 0.0 
 0.0 
Total non-hazardous waste to landfill (thousand tonnes)
 0.3 
 0.1 
 0.0 
 0.1 
Total waste to landfill (thousand tonnes)
 0.4 
 0.1 
 0.1 
 0.1 
Sustainable sourcing
Number of high-risk materials implementing sustainable sourcing roadmaps
–
–
–
12
 PR  A
Compliance and remediation
Environmental fines (£)
600
0
0
210
Remediation spend ($m)3
2.6
2.8
3.0
2.8
PR   Metric contributes to our ESG Performance Rating.
A   Metric’s 2022 data has been externally assured.
Environment continued
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
1	 2019-20 data was not recorded with the same breakdown as 2021-22 data, so we are unable to report certain metrics for these years.
2	 Waste metrics were originally part of the selected information subject to independent assurance by Deloitte. As reported by Deloitte in the 'Other Matters' 
section of their independent assurance report on pages 52 to 55, during the course of the assurance engagement Deloitte were unable to obtain the evidence 
needed to support a conclusion. Due to the complexity of the waste data, significant remediation was required for measurement and reporting of waste metrics. 
GSK took on additional support through a third party to complete the remediation in addition to requesting Deloitte to remove waste metrics from the scope of 
the assurance engagement. 
3	 2019-21 data includes our previous Consumer Healthcare business.

23	 GSK ESG Performance Report 2022
March 2023
Diversity, equity and inclusion (DEI) are central to our purpose 
of getting ahead of disease together. Being an inclusive and 
diverse business – and doing business inclusively – makes us 
more successful, making the most of our people’s potential and 
increasing our positive impact. We want better health outcomes 
for all, which is why we make sure our clinical trials reflect the 
population affected by the disease. 
We want an inclusive workplace, where GSK people reflect the 
communities where we operate and where our leadership reflects 
our GSK people. This helps our company to perform better as it 
brings better insights, better quality decision making and, 
crucially, helps us understand our diverse patients. 
We are working to make STEM education more equitable and 
increasing the number of under-represented people in STEM 
careers, with a focus on the US, and plans to increase our focus in 
the UK in 2023. This will help to ensure that the health innovators 
of the future are more diverse. 
Diversity, equity and inclusion
We want to ensure our people can thrive, foster diversity in our clinical trials 
and support diverse communities, as becoming a more inclusive business is 
central to our purpose.
Our commitment
Create a diverse, equitable and inclusive workplace; enhance 
recruitment of diverse patient populations in our clinical trials; 
and support diverse communities 
How we assess performance
	
– 75% of phase III trials initiated in 2022 will have proactive 
plans in place designed to enrol appropriately diverse trial 
participants, consistent with disease epidemiology
	
– Performance towards 2025 aspirations through fair and 
equitable opportunities:
	
– have women hold at least 45% of VP-and-above roles 
globally by the end of 2025 
	
– have at least 30% ethnically diverse leaders in our roles at 
VP and above in the US, and increase the percentage of 
Black or African American, and Hispanic or Latinx VP-and-
above leaders year on year 
	
– have at least 18% ethnically diverse leaders in our roles at 
VP and above in the UK, and increase the percentage of 
Black VP-and-above leaders year on year 
	
– Improve year-on-year spend with certified US-based diverse-
owned suppliers
100%
2022 phase III trials include 
a demographic plan
31.3%
ethnically diverse leaders at VP 
level and above in the US
42%
VP-and-above roles held 
by women globally
Building an inclusive business
Some diseases disproportionately impact specific patient groups, 
and the safety and efficacy of medicines and vaccines can differ 
based on genetic or environmental factors. Therefore, having 
the appropriate representation in clinical research is critical for 
advancing our understanding of new medicines and vaccines 
to ensure they have the biggest impact on patients. We are 
committed to improving diversity in clinical trial enrolment and are 
already using our disease insights to set diversity enrolment goals. 
We know some barriers negatively impact the clinical trial turnout 
of certain patient populations, such as access to transportation, 
language differences, and lack of trust and awareness. We 
are working with patient advocacy groups and academic 
organisations to tackle them. 
We are also collaborating with regulators, patients, other 
biopharma companies and the wider healthcare ecosystem so 
that together we can make meaningful progress on diverse 
participation in clinical trials and achieve a shared goal of better 
health outcomes for all.
At the end of 2022, 100% of GSK's phase III trials had a diversity 
plan in place to enrol the groups most affected by the disease 
being studied, based on epidemiology data. For example, in our 
hepatitis B trials, a disease that disproportionately affects people 
of African and Asian descent, 52% of participants are of Asian 
origin, and we are actively working to improve the representation 
of participants of African descent. 
 gsk.com: Approach to clinical trials 
Strengthening our supply chain by supporting 
diverse-owned suppliers
Our supplier diversity programme is well established in the US, 
and an expansion plan is being developed for the UK. Through 
our programme, we seek to provide opportunities to under-
represented groups, including women, ethnic minorities, members 
of the LGBT+ community, people with disabilities and military 
veterans, as well as small businesses in high-unemployment, 
low-income communities. 
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix

24	 GSK ESG Performance Report 2022
March 2023
We engage with and mentor small and diverse-owned businesses 
in our supply chain and help them identify potential areas for 
growth. We have a target to increase spend annually with 
certified US-based diverse-owned suppliers. 
This was significantly exceeded in 2022 through a combination of 
spend increases with selected suppliers in marketing, sales and 
technology, as well as identification of new global diverse 
suppliers and a strong multi-year strategy of engagement with 
key advocacy groups.
Diversity, equity and inclusion continued
Nurturing all of our people
Our Code requires all our people to commit to being inclusive 
and aware of their impact on others and annual mandatory 
training on Creating an Inclusive Workplace sets out the 
standards we expect.  
 gsk.com: The Code
Building diverse teams through fair and equitable 
opportunities
We are committed to equality of representation so that our 
workforce reflects the communities we work and hire in, and that 
our GSK leadership reflects our workforce.  
We are committed to increasing the representation of women and 
ethnically diverse people in senior roles, and we ensure that our 
recruitment and selection processes are fair and equitable, and 
that our managers are committed to building diverse and inclusive 
teams. We expect diverse shortlists (gender and ethnicity) for 
vacancies in our senior grades, and we have worked with 
recruitment agencies, our internal Employee Representation Groups 
(ERGs) and specialist organisations, to continue to gain insight and 
support, to drive our progress. All hiring managers are required to 
complete inclusive interview training before they start their 
selection process. As part of work building our future pipeline, our  
Accelerating Difference programme supports the development of 
women and ethnically diverse leaders through individual and group 
coaching, accelerating their readiness for future roles.
In 2022, women held 42% of VP-and-above roles globally, 
compared with 40% in 2021, bringing us closer to our 2025 
aspirational target. Women made up 47% of all employees in 
2022, and 50% of all management roles.  
We remain committed to improving the application of fair and 
equitable pay practices to ensure equal opportunities and equal 
pay for equal work. 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. We published 
our sixth UK gender pay gap report in 2022. Our gender pay gap 
for all permanent UK-based GSK employees is -1.36% (mean), 
compared to the national average of 13.9%.
We published our first UK ethnicity pay gap report for 2022 using the 
same approach as our gender pay gap. Our ethnicity pay gap for all 
permanent UK-based GSK employees is 0.06% (mean), at this time 
there is no national average comparator. Given our commitment to 
diversity we're sharing our UK ethnicity pay gap data based on the 
approach for gender pay gap, recognising that adjustments to the 
calculation methodology may be required in future.
In those countries that meet our criteria for data confidentiality and 
anonymity, we disclose the race and ethnicity of our people at each 
level and set aspirational targets. Currently, the US and the UK 
meet those criteria.  
In the US in 2022, we have 31.3% of ethnically diverse leaders at VP 
level and above, reaching our 2025 aspirational target of at least 
30%, and increasing the percentage of Black or African American 
and Hispanic or Latinx people in those roles year on year. In the UK 
in 2022, we have 14.3% of ethnically diverse leaders at VP and 
above, continuing to make progress towards our 2025 aspirational 
target of reaching at least 18%. Black representation at VP and 
above remains flat and we will be focused in our efforts to achieve 
our aspiration for year-on-year growth.
We cannot build a representative workforce without a 
representative pool of job applicants. In the US, we engage 
with Historically Black Colleges and Universities, and Hispanic 
Serving Institutions, to encourage applications for our graduate 
positions and target recruitment campaigns to reach under-
represented groups. 
 gsk.com: Gender pay gap report
Fostering inclusion in our workplaces
We are working to create an inclusive workplace that is accessible 
to all, and a culture of empathy and acceptance where we 
embrace each other’s differences and identities. 
We are members of the UK government’s Disability Confident 
scheme, and we launched a three-year plan in 2020 to increase 
our disability confidence. Since 2020, GSK has been an active 
member of the Valuable 500 pledge, a grouping of 500 global 
companies committed to placing disability inclusion on the 
leadership agenda. We are delivering on the scheme’s objectives 
through our long-term, measurable, disability confidence plan, 
which includes educating our people on the issue.  
We are always looking at how we can better support people 
through different life stages and making sure our offerings are 
fair and inclusive. In 2022, we introduced a new global minimum 
standard of 18 weeks’ parental leave for primary and secondary 
carers for all forms of family, a new global minimum standard 
for care of a family member for end of life or serious health 
emergencies, insured benefits to include same sex partners 
wherever possible, a new financial wellbeing service and mental 
health training – available to everyone.
This year, we were recognised as a Gold employer within Stonewall’s 
Top Global Employers Index. Our Allyship programme received an 
award recognising the tangible impact the campaign has had on 
the lives of LGBT+ employees. The programme, launched at the end 
of 2021, helps our people become more effective allies, supporting 
colleagues to feel welcome, valued and included. We also achieved 
the Human Rights Campaign Foundation’s Best Places to Work for 
LGBT+ Equality standard in 2022.  
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix

25	 GSK ESG Performance Report 2022
March 2023
Diversity, equity and inclusion continued
Supporting diverse scientists of the future  
We support communities around the world through our global 
health partnerships, local community investment, response to 
humanitarian emergencies and STEM education programmes for 
under-represented groups. 
Our GSK Science in the Summer initiative offers free, hands-on 
STEM learning to students in traditionally under-represented groups 
in STEM careers or from underresourced communities in the US. 
In 2022, it reached more than 30,000 students nationwide. 
In 2020, we committed to investing $10 million over 10 years to 
increase the number of women and Black and Latinx students in 
Philadelphia entering STEM careers. 13 local non-profits have now 
received grants. So far, GSK STEM equity grants have reached 
more than 130,000 students.
SVP/VP
Director
Manager
All employees
2020
2021
2022
2020
2021
2022
2020
2021
2022
2020
2021
2022
US ethnic diversity1,3
American Indian 
or Alaska Native
–4
–4
–4
0.4%
0.4%
0.3%
0.3%
0.4%
0.3%
0.4%
0.4%
0.3%         A
Asian
10.8%
10.8%
13.3%
13.8%
14.7%
16.2%
15.9%
16.7%
17.8%
12.9%
13.7%
14.9%         A
Black or African 
American
5.8%
7.9%
8.6%
5.5%
5.2%
6.0%
6.3%
7.1%
7.9%
9.9%
9.8%
10.4%  PR  A
Hispanic or Latinx
5.0%
5.8%
6.4%
4.5%
4.5%
4.5%
5.1%
5.4%
4.4%
5.1%
5.3%
5.3%  PR  A
Native Hawaiian or 
Other Pacific 
Islander
–4
–4
–4
0.3%
0.3%
0.2%
0.1%
0.1%
–4
0.2%
0.2%
0.2%         A
Two or more races
1.2%
2.2%
2.1%
0.9%
1.2%
1.5%
1.6%
1.5%
1.7%
1.5%
1.6%
1.9%
        A
Ethnically 
diverse total
23.2%
27.1%
31.3%
25.3%
26.3%
28.7%
29.3%
31.1%
32.2%
30.0%
31.0%
33.1%  PR  A
White total
76.8%
72.9%
68.7%
74.7%
73.7%
71.3%
70.8%
68.9%
67.8%
70.0%
69.0%
66.9%         A
UK ethnic diversity1,3
Asian
5.7%
6.5%
7.4%
11.8%
12.6%
14.2%
16.0%
17.4%
16.5%
13.1%
13.8%
13.3%         A
Black
1.6%
1.6%
1.6%
1.8%
1.8%
1.9%
2.3%
2.7%
3.1%
2.5%
2.6%
2.7%  PR  A
Mixed
1.2%
2.0%
1.6%
1.5%
1.9%
1.7%
1.8%
2.0%
1.8%
1.8%
2.1%
1.9%
        A
Other
2.5%
2.8%
3.7%
1.6%
1.5%
1.7%
1.6%
1.6%
1.8%
1.3%
1.3%
1.4%
        A
Ethnically 
diverse total
11.1%
12.9%
14.3%
16.7%
17.8%
19.5%
21.8%
23.7%
23.2%
18.7%
19.8%
19.3%  PR  A
White total
88.9%
87.1%
85.7%
83.4%
82.2%
80.5%
78.2%
76.3%
76.8%
81.3%
80.2%
80.7%         A
PR   Metric contributes to our ESG Performance Rating.
A   Metric’s 2022 data has been externally assured.
2019
2020
2021
2022
Gender diversity1,2
% of women (all employees)
45%
47%
47%
47%
        A
SVP/VP level
36%
38%
40%
42%
 PR  A
Director level
44%
46%
48%
49%
        A
Manager level 
49%
50%
50%
 51%
        A
Total women in management
47%
48%
48%
 50%
        A
% of women on the Board
45%
42%
42%
27%
Share of women in STEM-related positions (as a % of total STEM positions)
–
44%
45%
45%
% of women in management positions in revenue-generating functions
–
41%
41%
43%
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
1	 With the exception of % of women on the Board, Share of women in STEM-related positions, and % of women in management positions in revenue-generating 
functions, the data displayed for 2019-21 reflects all GSK employees including those aligned to the Consumer Healthcare business as of 31 December of the 
reported year.
2	 This data represents those that actively responded to identify a gender category. In 2022, 0.2% did not actively respond and a further 0.1% indicated ‘I prefer 
not to say’.
3	 This data represents those that responded to identify a race or ethnicity category. In the US, 4.6% of employees did not actively respond to identify a race or 
ethnicity category, and a further 1.8% indicated ‘I prefer not to say’. In the UK, 9.6% did not actively respond and a further 3.2% indicated ‘I prefer not to say’. 
Due to rounding, the sum of the data may be marginally different from the totals.
4	 Insufficient data to report (fewer than three employees).

26	 GSK ESG Performance Report 2022
March 2023
Supporting GSK people to do the right thing 
We expect that everyone who works for us, or on our behalf, 
conducts themselves in the right way. This builds trust in what we 
do, protects our business and helps create a workplace where we 
all thrive. How we do things is as important as what we do.
In 2022, we launched our new Code of Conduct which reflects our 
purpose to unite science, technology and talent to get ahead of 
disease together. Our new Code sets out the commitments we 
make as a company and to each other to deliver on our purpose 
and ambitions. The Code is supported by additional global 
policies and standards, which are located in our new Code Hub. 
Additionally, our people are required to complete our 
accompanying global mandatory learning curriculum, Living 
our Code, comprised of three modules: The Code, Creating an 
Inclusive Workplace and Protecting GSK. Protecting GSK focuses 
on key risk areas such as anti-bribery and corruption (ABAC), 
cyber security, and privacy around reporting human safety 
information related to our products, as well as Speak Up. 
In 2022, 100% of employees and 98% of complementary workers 
completed this training where due by year end.
Those in certain high-risk roles or geographic regions also 
complete additional ABAC training. This helps them identify 
and mitigate any potential ABAC risk – especially in third-party 
relationships – and to recognise, report and manage 
conflicts of interest. In 2022, 100% of employees and 96% of 
complementary workers completed this training where due 
by year end. 
Our approach to managing ABAC risk, and other risks relating to 
ethical standards, forms part of our well embedded risk 
management framework, which is described in detail in our 
Annual Report, on pages 51 to 52. 
 gsk.com: Anti-bribery and corruption policy • The Code 
Reporting and investigating concerns
Anyone inside or outside GSK can raise concerns or speak to our 
integrity lines, confidentially and anonymously, without fear of 
retaliation. We take every concern seriously and review every 
report to see whether we need to investigate formally. If our 
investigations show an employee has breached our policies, we 
take action.
This year, we have updated how we report the breakdown of 
types of policy violations to provide more granularity by case class 
as there was a broader distribution from the top five policy area 
categories historically reported. In 2022, we saw an overall 
decrease in disciplinary cases, attributed to, in part, a revision to 
our procedures for discipline regarding late completion of 
mandatory training, now reported under the employee conduct 
category. The majority of environment, health and safety (EHS) 
and sustainability category increases in 2022 were written 
warnings related to compliance with the company's COVID-19 
vaccination mandate, safety or testing requirements, to ensure 
the health, safety and wellbeing of our workforce. 
In 2022, we continued to embed greater focus on the use of risk 
analytics and monitoring aligned to increasing levels of business 
activities, enhancing risk identification and targeted interventions. 
Additionally, we focused on closure of cases, resulting in a 
decrease in open cases at year end from prior years with 
correlation in rising numbers of employees who were dismissed or 
agreed to leave the company voluntarily as a result of 
misconduct.
Ethical standards
Our culture guides our people to do the right thing and Speak Up about any 
concerns they have. It is important that all our people live up to this, and we 
expect the same of our suppliers.
Our commitment
Promote ethical behaviour across our business by supporting our 
employees to do the right thing and working with suppliers that 
share our standards and operate in a responsible way
How we assess performance
	
– 100% of employees and complementary workers complete 
GSK’s 2022 mandatory training
	
– Percentage of employees who believe they ‘can and do 
Speak Up if things don’t feel right’ is above the general 
industry benchmark1
	
– Number of employees leaving GSK’s employment for 
misconduct in the last 12 months versus the three-year 
rolling average
	
– 80% of direct high-risk suppliers achieve GSK’s minimum 
EcoVadis score or have an improvement plan in place
82%
of direct high-risk suppliers 
achieved our minimum 
EcoVadis score 
87% 
of employees believe they 
‘can and do Speak Up if 
things don't feel right’ 
99%
employees and complementary 
workers completed our 
mandatory training 
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
1	 The general industry benchmark is 65% according to 2022 research by KornFerry.

27	 GSK ESG Performance Report 2022
March 2023
Upholding our commitment to human rights 
We are committed to respecting internationally recognised 
human rights wherever we do business. We continue to make 
progress in integrating our salient human rights (access to 
healthcare, research practices, patient safety, EHS, and privacy) 
within our operations and how we conduct our business. 
We are signatories to the UN Global Compact and our Human 
Rights Position statement lays out our commitment to the UN 
Guiding Principles on Business and Human Rights.
During the year, we established a Human Rights Steering Group, 
which has a formal reporting mechanism to the Board’s 
Corporate Responsibility Committee. The Steering Group 
comprises senior representatives from the key business functions 
who are accountable for ensuring respect for human rights within 
their business area. The Steering Group is facilitated and 
attended by external human rights experts.
In 2022, we developed guidance to enhance supplier visits to 
help employees better understand labour and human rights 
non-compliances. To support this guidance, we also developed 
and delivered labour rights training to EHS and procurement 
employees to better equip them to spot human rights issues 
when visiting suppliers. 
We are committed to the application of fair and equitable pay 
practices, which includes ensuring that all employees globally 
receive pay that is competitive in their local markets and sufficient 
to support a sustainable standard of living. In 2022, we completed 
the first global living wage review in partnership with the Fair 
Wage Foundation. We assessed the pay of all our employees 
(over 75,000 people in 87 countries) and differences were 
detected in fewer than 200 cases, in 11 countries. All necessary 
adjustments will be made by the end of the first quarter of 2023. 
We will be factoring the living wage data into our standard 
compensation processes to ensure that we continue to offer a 
fair wage, and have built an annual living wage review into our 
standard cycle. 
For more information on how we uphold our commitments to 
human rights, please refer to our Modern Slavery Act statement. 
 gsk.com: Position on human rights • Modern Slavery Act statement
Ethical standards continued
1	 GSK maintains a list of globally medically critical products. These are drug products approved to treat a life-threatening disease or medical condition for 
which there is no other adequately available alternative and of which GSK is the only provider. 
2	 Our EHS priority suppliers are API suppliers who are, or will be, medically-, R&D-, or revenue-critical to GSK, or are high spend suppliers.
3	 The 600 supplier employees trained includes data from our previous Consumer Healthcare business.
Working with third parties
Our suppliers and other third parties – including agents, 
distributors, affiliate companies (where we have an equity stake) 
– help us research, develop, manufacture and distribute the 
medicines, vaccines and other products that patients need. 
How these third parties act can have a direct impact on us. It is 
important to manage our relationships with them well, including 
the way we choose, contract and monitor them.
We expect our third parties to meet our ABAC and labour rights 
standards, where relevant, and to comply with our standards on 
quality, health and safety, and the environment. See Annual 
Report, pages 285 to 295. 
We updated our Third-Party Risk Management programme, 
which evaluates and mitigates risks introduced by third parties 
engaged by GSK to provide goods or services.
In 2022, for our high-risk third parties – determined by location 
in high-risk markets and size of spend – we performed 7,168 
assessments across 20 risk areas. Over 62% of these assessments 
presented risks in one or more areas. Most of these third parties 
are goods and services providers (77%), distributors and 
wholesalers (5%), contract manufacturers and suppliers (1%) and 
direct material suppliers (1%). We also use tools to assess how 
suppliers manage risks, including EcoVadis desktop assessments. 
We give additional support on EHS risks to our largest suppliers, 
including those who supply globally medically critical products, 
are critical to our R&D, and those largest by spend1. We help 
suppliers improve safety management systems and build overall 
EHS capability, focusing on active pharmaceutical ingredients 
manufacturers and contract manufacturing suppliers. We set EHS 
requirements and review performance as part of our internal EHS 
governance and oversight. 
We visit sites, in person or virtually, to help suppliers better 
understand and control their risks. The relaxation of travel 
restrictions has allowed us to increase in-person visits to identify 
and reduce risk, enabling us to conduct 50 physical visits across 
63 priority suppliers this year2. We completed warehouse safety 
surveys for 54 priority suppliers, 38 contract manufacturing 
suppliers and 15 large warehouses that hold stock this year. These 
surveys have generated corrective and preventative action plans, 
all of which we expect to complete in 2023. 
In 2022, we conducted 47 supplier audits, compared with 49 in 
2021, following industry standard Pharmaceutical Supply Chain 
Initiative guidelines, with any corrective and preventative actions 
tracked to completion. We have also trained more than 600 
supplier employees on EHS and ESG fundamentals in 2022, 
revised EHS contractual obligations, tracked management 
actions to completion, and have helped suppliers improve their 
EcoVadis scores3. See Annual Report, page 293. 
 gsk.com: Position on working with third parties
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix

28	 GSK ESG Performance Report 2022
March 2023
Data and engagement 
We exercise high standards of integrity in dealing with the 
personal information of our employees, patients, clinical research 
participants, healthcare providers and other stakeholders.
The data security and privacy landscape is rapidly changing. 
Threats to cyber security are constantly proliferating, while the 
introduction of privacy regulations by national and state-level 
authorities requires continual assessment and review of our 
privacy framework and controls. In response, we have created a 
new digital, privacy and information security team within Legal 
and Compliance, to streamline support and provide expertise 
around GSK’s digital and data strategy. This global team will 
partner with our businesses to assess the impact of changing 
global and local privacy regulations, and to mitigate related risks. 
See Annual Report, pages 291 to 292. 
Using data responsibly
Privacy and the ethical use of data are part of the global 
mandatory learning curriculum Living our Code that all our people 
have to complete. It means they understand that everyone at GSK 
is responsible for handling personal information in the right way. 
We ensure that key privacy personnel have certifications and 
sufficient training and experience to carry out their roles effectively.
We are investing in our artificial intelligence and machine learning 
capability to, for example, help analyse patients’ genetic data. We 
are mindful that artificial intelligence and machine learning can 
raise ethical issues and are subject to evolving decisions from 
policymakers on how best to promote trust in these systems and 
avoid unintended outcomes or harmful impacts. 
In R&D, we have oversight boards and a new advisory panel 
that oversees controls to manage how we use or re-use data 
and respond to bioethical questions in our research activities. 
This makes sure we follow regulations and meet our ethical 
obligations. 
Ethical standards continued
Political engagement 
As part of a heavily regulated industry, our business model 
and market can be influenced by legislation and regulation. 
As a major multinational company, we seek to contribute to 
public policy debate, especially in relation to life sciences and 
healthcare. We, along with other stakeholders such as non-
governmental organisations, scientists, healthcare professionals, 
patients and industry groups, are frequently invited by 
governments to give our views on development of new policies. 
In all of our political engagements, we are committed to ensuring 
that we adhere to the highest ethical standards and legislative 
requirements. We do not make corporate political contributions, 
nor do we sponsor party political meetings anywhere around 
the world. 
 gsk.com: Position on political advocacy • Political advocacy disclosure
2019
2020
2021
2022
Ethical conduct
Employees who had concerns raised against them (including current year and prior year 
open cases)
2,481
2,105
2,534
2,191
        A
Employees disciplined for policy violations
720
552
907
847
        A
Breakdown of types of policy violation1
Employee conduct2
362
267
555
366
        A
Sales and marketing
77
63
166
166
        A
Product quality
115
85
65
48
        A
Safeguarding people and information and assets
52
60
78
140
        A
Employee relations and HR policies
59
18
20
42
        A
R&D and medical practices
33
7
13
13
        A
Anti-bribery and corruption
12
8
21
12
        A
Computer and data-breach security
14
27
9
14
        A
EHS and sustainability
11
9
16
1523
        A
Other4
0
17
3
4
        A
PR   Metric contributes to our ESG Performance Rating.
A   Metric’s 2022 data has been externally assured.
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
1	 In 2022, we updated the reporting methodology for the breakdown of types of policy violation to provide more granularity by case class as there was a 
broader distribution from the top five policy area categories historically reported under 'other'. To enable comparison, prior year data has been restated using 
the new reporting methodology.
2	 In 2022, we changed our process for the circumstances that trigger discipline for late completion of mandatory training, now reported under employee 
conduct. As a result, we saw fewer disciplinary cases in 2022 compared to prior years.
3	 The majority of EHS and sustainability category increases in 2022 were written warnings related to compliance with the company's COVID-19 vaccination 
mandate, safety or testing requirements, to ensure the health, safety and wellbeing of our workforce.
4	 Policy violation class types that do not fit into the other class categories specified.

29	 GSK ESG Performance Report 2022
March 2023
Ethical standards continued
2019
2020
2021
2022
Employees who were dismissed or agreed to leave the company voluntarily as a result of misconduct1
154
102
176
290
 PR  A
Documented warnings
571
455
738
563
        A
Open cases awaiting investigation or a disciplinary decision at year end
385
617
636
227
        A
Mandatory training2
% of employees and complementary workers that complete GSK’s mandatory training3
–
–
–
99%
 PR  A
% of employees that complete GSK’s mandatory training – The Code: Living our Values and 
Expectations (2019, 2020); Working at GSK (2021)
99%
100%
99%
100%
        A
% of complementary workers that complete GSK’s mandatory training – The Code: Living our 
Values and Expectations (2019, 2020); Working at GSK (2021)
92%
97%
93%
98%
        A
% of employees that complete GSK’s mandatory training – ABAC
97%
100%
100%
100%
        A
% of complementary workers that complete GSK’s mandatory training – ABAC
90%
100%
99%
96%
        A
Reporting concerns
% of employees who believe they ‘can and do Speak Up if things don’t feel right’
–
–
87%
87%
 PR  A
Suppliers
% of direct high-risk suppliers that achieve GSK’s minimum EcoVadis score or have an 
improvement plan in place4
–
53%
80%
82%
 PR  A
Supplier spend by region
Asia-Pacific
–
–
–
8.6%
Europe, Middle East and Africa
–
–
–
58.5%
Latin America
–
–
–
1.5%
North America
–
–
–
31.3%
US political engagement5
Spend on federal lobbying activities ($m)
4.42
3.80
5.30
4.46
Trade association membership spend ($m)
21.5
21.5
20.3
20.6
Corporate political contributions ($)6
0
0
0
0
Political action committee contributions from US employees to state and federal candidates ($'000)
265.2
366.8
298.0
360.5
European political engagement5
Trade association membership spend (£m)
1.87
2.28
2.08
1.91
Corporate political contributions (€)6
0
0
0
0
Cost of representing our interests to EU institutions (€m)7
1.64
1.82
1.18
1.22
PR   Metric contributes to our ESG Performance Rating.
A   Metric’s 2022 data has been externally assured.
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
1	 In 2022, we continued to embed greater focus on the use of risk analytics and monitoring aligned to increasing levels of business activities, enhancing risk 
identification and targeted interventions. Additionally, we focused on closure of cases, resulting in a decrease in open cases at year end compared to prior 
years with a correlation to rising numbers of employees who were dismissed or agreed to leave the company voluntarily as a result of misconduct. 
2	 These figures are based on active employees and complementary workers at year end. Data from 2019-21 is split between employees and complementary 
workers, as disclosed in our prior ESG reports, and rounded to the nearest whole number. 2019-21 also includes data from our previous Consumer Healthcare 
business; due to attrition over the last three years, restating completion rates would not provide a comparable metric. 
3	  In 2022, we updated the way in which we report completion of mandatory training by combining metrics for employees and complementary workers across 
the mandatory trainings into a single metric, rounded to the nearest whole number.
4	 Direct high-risk suppliers are identified on a yearly basis through a combination of spend, category and high-risk countries. Direct procurement involves 
the purchasing of materials directly associated with the production of goods. 
5	 2019-21 includes data from our previous Consumer Healthcare business.
6	 GSK does not make corporate political contributions, nor do we sponsor political meetings anywhere around the world.
7	 This includes the latest available figures from the previous year. Figures from the reporting year are published in March 2023, after publication of this 
document.

30	 GSK ESG Performance Report 2022
March 2023
The quality and safety of our products is exceptionally important 
to us. We have systems in place across GSK to ensure we meet the 
high standards we set ourselves as a company, and those that are 
expected of us externally. 
They help us deliver a reliable supply of high-quality products and 
support a values-driven culture where issues are responded to 
swiftly and transparently. 
Product governance
Ensuring the quality, safety and reliable supply of our products is critical to 
protecting patients and delivering health impact.
1	 We consider any observations from the US FDA as major.
2	 Critical finding from one inspection by the Chinese regulator of a third-party manufacturing facility used by GSK.
3	 Class I recalls are triggered by a reasonable probability that the use of or exposure to a violative product will cause serious adverse health consequences or 
death. Class II recalls address the use of or exposure to a violative product which may cause temporary or medically reversible adverse health consequences, 
or where the probability of serious adverse health consequences is remote. Class III recalls relate to the use of or exposure to a violative product which is not 
likely to cause adverse health consequences.
Our commitment
We commit to maintaining robust quality and safety processes, 
and using data and new technologies responsibly
How we assess performance
	
– Average number of critical and major findings by 
FDA/MHRA/EMA regulators1  
	
– Percentage of inspections from all regulators with no critical 
findings or official action indicated
	
– Number of FDA warning letters
	
– Total number of Class I/II external product recalls across 
all markets 
	
– Register and disclose all human subject research of GSK 
products. Specifically, register protocol summaries for studies 
initiated in 2022; and disclose results summaries for studies 
with results due in 2022
A focus on quality management 
Our GSK Quality Management System is a detailed and specific 
framework which describes how we comply with regulatory 
requirements and other standards across our markets. It 
addresses global and local regulations across manufacturing 
and distribution processes, and is based on principles defined 
by the International Council for Harmonisation of Technical 
Requirements for Pharmaceuticals for Human Use.
Responsibility for quality assurance is managed by GSK 
quality organisations, an extensive global network of quality 
and compliance professionals within each of our business units, 
from site-level to senior management. 
The Quality Management System also details the patient safety 
and quality process training required by GSK people. This includes 
induction, hygiene, safety and technical skills training, as well as 
good distribution and manufacturing practice training. Employees 
who carry out specific, quality-critical or sensitive activities are 
subject to additional checks as necessary. 
Inspections, recalls and audit 
We are subject to regulatory inspections in the markets we supply 
our products to. These provide independent assurance that high 
standards of quality are in place across development, manufacturing 
and distribution, and are required to maintain our licence to operate.
In 2022, we had 122 regulatory inspections at our manufacturing 
sites and local operating companies, compared with 111 in 2021. 
We remain prepared for inspections from regulators and received 
no warning letters from the United States Food and Drugs 
Administration (FDA) or critical findings from the Medicines 
Healthcare products Regulatory Agency (MHRA) and European 
Medicines Agency (EMA) regulators in 2022; however we received 
one critical finding from the Chinese regulator2. We continue to 
learn from and respond to all inspection findings, taking the 
necessary action to address them.
Throughout 2022, we had no Class I product recalls and there 
were fewer Class II and III recalls compared with 20213. We will not 
hesitate to voluntarily recall products to protect patients.
Working with our suppliers on quality
We expect all our contract manufacturers and suppliers to comply 
with GSK standards, and regularly conduct audits to verify that they 
do. In 2022, we conducted 1,060 quality audits of suppliers, with an 
increased focus on active pharmaceutical ingredient suppliers.
We have a comprehensive quality oversight model that is aligned 
to our Quality Management System and uses a risk-based 
approach to assess, qualify, manage and monitor our third-party 
suppliers on an ongoing basis, driving continuous performance.  
7,377
clinical trial protocol 
summaries registered and 
6,295 summaries of results 
1,060
quality audits of 
our suppliers
122
regulatory inspections at our 
manufacturing sites and local 
operating companies
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix

31	 GSK ESG Performance Report 2022
March 2023
Product governance continued
2019
2020
2021
2022
Regulatory inspections and audits
Audits of our third parties’ quality processes
1,5631
 1,4511 
1,044
 1,060       
Total regulatory inspections from all health authorities
131
86
1112
122
 PR  A
% of inspections from all regulators with no critical findings or official action indicated
100%
100%
100%
99%
 PR  A
Total regulatory inspections from FDA/MHRA/EMA regulators
39
27
35
36
 PR  A
Number of critical/major findings by FDA/MHRA/EMA regulators
53
11
4
26
 PR  A
Total FDA regulatory inspections
11
7
2
8
 PR  A
Number of FDA observations
39
3
1
16
 PR  A
Number of FDA warning letters
0
0
0
0
 PR  A
Product recalls
Total number of Class I external product recalls
1
0
0
0
 PR  A
Total number of Class II external product recalls
6
4
6
5
 PR  A
Total number of Class III external product recalls
19
16
12
7
 PR  A
Total product recalls
26
20
18
12
        A
Maintaining pharmacovigilance 
Pharmacovigilance aims to protect those who use medicines and 
vaccines and support public health programmes with reliable, 
comprehensive information on the overall benefit-risk balance of 
our products. We have a well established and rigorous worldwide 
system to monitor and review the safety of our products 
throughout clinical development and after regulatory approval.
We maintain high standards of safety and medical governance, 
and ensure our partners meet the same expectations through 
reviews of third-party safety systems, monitoring of contractual 
obligations and fostering collaboration through the life cycle of 
the relationship.
 gsk.com: Position on pharmacovigilance
Vigilance against falsified medicines and vaccines
We have a robust approach to handling all falsified product 
incidents, ensuring that cases of confirmed counterfeit products 
are reported to the WHO and to relevant regulatory authorities. 
We actively participate in legal proceedings against illegal 
actors, provide regular training to customs and local authorities 
and we monitor online marketplaces and social media to request 
takedowns of sites illicitly selling prescription-only medicines.
 gsk.com: Position on falsified and substandard healthcare products
Committed to transparency 
Our commitment to transparency of clinical trial data reflects our 
wish to help advance scientific understanding and enable the 
scientific community to learn from the research we have undertaken. 
It also allows us to acknowledge the great contribution made by the 
people who take part in our clinical research.
As part of our commitment we have made 7,377 protocol 
summaries and 6,295 summaries of results available since 
the set-up of the GSK trial register in 2004. We have also listed 
2,559 studies for data sharing via www.vivli.org and 
www.clinicalstudydatarequest.com.
PR   Metric contributes to our ESG Performance Rating.
A   Metric’s 2022 data has been externally assured.
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
1	 2019-20 includes data from our previous Consumer Healthcare business, as many audits were conducted jointly for both Consumer Healthcare and 
Pharmaceuticals. 
2	 The 2021 data point has been adjusted due to eight additional inspections being identified. Two inspections were removed due to being retrospectively 
identified as out of scope of the reporting criteria.

32	 GSK ESG Performance Report 2022
March 2023
Product governance continued
2019
2020
2021
2022
FDA product recalls by business and class1
Pharmaceuticals business
Class I product recalls
0
0
0
0
 PR  A
Class II product recalls
0
0
0
0
 PR  A
Class III product recalls
1
0
0
12
        A
Vaccines business
Class I product recalls
0
0
0
0
 PR  A
Class II product recalls
0
0
1
0
 PR  A
Class III product recalls
0
0
1
0
        A
Clinical trial management, pharmacovigiliance and transparency
Clinical trial audits (on our own trials and those conducted by third parties on our behalf)
2253
2233
294
339
Number of FDA sponsor inspections related to clinical trial management and pharmacovigilance 
that resulted in voluntary action indicated (VAI)
–
–
0
0
Number of FDA sponsor inspections related to clinical trial management and pharmacovigilance 
that resulted in official action indicated (OAI)
–
–
0
0
Clinical study reports/study report synopsis on GSK study register 
109
60
48
35
Trials for which anonymised data will be made available upon meeting defined eligibility criteria
101
77
51
40
Research teams approved for access to GSK trial data
27
23
16
34
Publicly available trial protocol summaries (register)4
7,108
7,178
7,290
7,377
 PR  A
Publicly available trial result summaries (disclose)4
6,050
6,160
6,239
6,295
 PR  A
PR   Metric contributes to our ESG Performance Rating.
A   Metric’s 2022 data has been externally assured.
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
1	 This data includes recalls in the US market which may be initiated voluntarily by GSK, requested by the US FDA or mandated by the US FDA under its 
statutory authority.
2	 This represents 0.00076% of total pharmaceutical products produced for the US market. 
3	 2019-20 includes data from our previous Consumer Healthcare business, making up approximately 6.5% of the figures. 
4	 These figures are cumulative.

33	 GSK ESG Performance Report 2022
March 2023
Materiality assessment
In 2021-22, GSK conducted a materiality assessment, a process 
of engagement and analysis that identifies and prioritises the 
ESG issues that pose the most significant risks and opportunities 
to the business, and where GSK has the most significant impact. 
The materiality assessment is used to inform strategic decision-
making and helps us to prioritise issues covered in public reporting. 
This year we used Datamaran’s data analytics platform to 
conduct the assessment. The software monitors external ESG 
risks by assessing the coverage of issues within peer annual 
and sustainability reports, regulatory and legislative documents, 
media and social media. We also conducted stakeholder 
engagement, through internal and external interviews and 
analysis of investor ratings, rankings and reports.
Through this process, 16 issues were identified as most material 
to our business and our external stakeholders, illustrated in the 
matrix below. The issues identified through this process helped 
confirm our six ESG focus areas: Access, Global health and health 
security, Environment, Diversity, equity and inclusion, Ethical 
standards and Product governance.  
To read more about our materiality methodology, process and 
key observations please see our materiality overview on gsk.com.
 gsk.com: Materiality assessment
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
Appendix
MEDIUM
HIGH 
Importance to the business
Importance to external stakeholders
VERY HIGH
Waste and hazardous materials management
Water and wastewater management
Nature and 
environmental 
protection
Clinical trial conduct
Ethical business conduct
Labour rights
Product innovation
Global health security
Healthcare access 
and affordability
Employee health, 
safety and wellbeing
Climate change 
Talent attraction and retention
Diversity, equity 
and inclusion
Privacy and 
data security
Product quality 
and patient safety
Supply chain management
KEY
  	Access
  	Global health 
and health security
  	Environment
  	Diversity, equity 
and inclusion
  	Ethical standards
  	Product governance
	 People and culture
Materiality matrix

34	 GSK ESG Performance Report 2022
March 2023
2019
2020
2021
2022
Hiring
Total number of new hires
–
9,305
11,110
12,513
% of open positions filled by internal candidates
–
30.0%
34.0%
 31.4%
Employee turnover
Overall turnover 
13.8%
10.3%
15.2%
13.3%         A
Turnover of voluntary leavers2
7.2%
5.5%
7.8%
7.3%
% of all permanent leavers that were male3
57.1%
56.9%
49.0%
54.1%
% of all permanent leavers that were female3
42.8%
42.9%
50.9%
45.6%
Workforce breakdown by age (permanent employees)
< 30 years old
–
13.8%
13.0%
13.1%
30-50 years old 
–
61.0%
61.3%
60.9%
> 50 years old
–
25.2%
25.7%
26.0%
Engagement4
Employee surveys engagement score
78%
84%
78%
81%
Employee surveys response rate
78%
85%
70%
–4
Talent and leadership development
Number of graduates recruited through our Future Leaders programme
192
176
139
161
Number of postgraduates recruited through our Esprit programme
10
14
6
13
Number of apprentices recruited
68
85
68
67
A   Metric’s 2022 data has been externally assured.
People disclosures
A positive experience at work is critical to attract, retain and 
motivate the best people. We want our workplace to embrace 
everyone’s unique differences and encourage growth and 
development in a safe environment so that people can perform 
at their best at work. For more information around how we put 
our people at the heart of our success, please see page 7, and for 
further detail on our focus on Diversity, equity and inclusion, 
see page 23.
Freedom of association
We are respectful of the right of colleagues to join an 
independent trade union, the right to collectively bargain and of 
freedom of association. 35% of our global employees are covered 
by collective bargaining arrangements and 15% have declared 
that they are a member of a union1. GSK also invests heavily in 
formal information and consultation arrangements which actively 
involve and provide additional Employee Voice to a higher 
proportion of our colleagues.
Keeping our people safe 
We care deeply about the health and safety of our employees, 
complementary workers and everyone that works at or visits our 
sites. Our commitment is that everyone goes home safely. Our 12 
Life Saving Rules have been embedded throughout our company. 
These rules are simple, standardised and easy to remember. 
Responsibilities for safety as leaders and as individuals have 
been reviewed at all levels of the organisation. Risk assessments 
are a key part of the Environment, Health and Safety (EHS) 
control framework that governs our approach to identifying and 
controlling hazards. We conduct health and safety training for 
our people, specific to whether they are working from an office, 
a lab, at a manufacturing site or in commercial. Recent key 
initiatives have included safety leadership, warehouse safety 
and driver safety. 
 gsk.com Environment, health and safety policy
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
1	 In certain markets data is unavailable due to privacy reasons.
2	 Calculated as the number of permanent employees that voluntarily left GSK in 2022 divided by the average 2022 permanent headcount.
3	 Calculated as the number of permanent employees that left GSK for any reason within the period that were male or female divided by the total number 
of permanent leavers that left for any reason within the period.
4	 2019-21 engagement data is derived from the GSK annual survey in which the total employee base is invited to participate. 2022 engagement data is derived 
from the Q4 2022 pulse survey, in which a statistically-relevant randomised sample of our population, representing the average GSK employee, is invited to 
participate. 2022 Employee surveys engagement score is reported here as consistent methodology is used across the two types of survey to derive a 
comparable engagement score. However, 2022 employee surveys response rate is not reported here as the methodology used to administer pulse surveys 
and subsequent response rate is not comparable to that used for the GSK annual survey. 2019-20 includes responses from those aligned to our previous 
Consumer Healthcare business.
Appendix continued

35	 GSK ESG Performance Report 2022
March 2023
2019
2020
2021
2022
Health and safety
Number of fatalities (employees and complementary workers under GSK direct supervision)
0
1
0
0
        A
Number of fatalities (contractors not under GSK direct supervision)
0
1
0
0
        A
Reportable injuries with lost time
235
137
133
136
        A
Reportable illnesses with lost time
6
8
5
8
        A
Lost time reportable injury rate (per 100,000 hours worked)
0.15
0.09
0.09
 0.09
        A
Lost time reportable illness rate (per 100,000 hours worked)
0
0.01
0
0.01
        A
Reportable injuries with and without lost time
336
205
190
199
        A
Reportable illnesses with and without lost time
33
31
42
 31
        A
Reportable injury rate (per 100,000 hours worked)
0.21
0.13
0.13
0.14
        A
Reportable illness rate (per 100,000 hours worked)
0.02
0.02
0.03
0.02
        A
Reportable injury and illness rate (per 100,000 hours worked)1
0.23
0.15
0.15
0.16
        A
Hours worked (m)
161
156
151
147
        A
A   Metric’s 2022 data has been externally assured.
Appendix continued
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
1	 Totals may not equal the exact sum of the constituents due to rounding.

36	 GSK ESG Performance Report 2022
March 2023
GRI guidelines and SASB index
GRI indicator
Description
Where to find the information 
General disclosures
2-1
Organisational details
Legal name: GSK plc
Ownership: Annual Report – Share capital and share price, 
page 233
HQ address: Brentford, Middlesex, TW8 9GS, UK
Operations: Annual Report – Business model, page 8
2-2
Entities included in the organisation’s sustainability reporting
GSK plc
2-3
Reporting period, frequency and contact point
Sustainability and financial annual reporting period: 1 January 
2022 to 31 December 2022 
Report publication: 3 March 2023
Contact: csr.contact@gsk.com
2-4
Restatements of information
Demerger: 2019-21 comparative results restated to reflect the 
demerger of our Consumer Healthcare business, unless 
otherwise specified.
Other restatements of information are detailed where relevant 
for specific data points throughout the report.
2-5
External assurance
Independent limited assurance statements, pages 49-55
2-6
Activities, value chain and other business relationships
Sector: Healthcare, Pharmaceuticals
Annual report, Business model, page 8
Changes compared to the previous reporting period: Following 
the demerger of our Consumer Healthcare business to form 
Haleon in July 2022, we are now a fully focused biopharma 
company.
2-7
Employees
Full-time employees (FTEs)  as of 31 December 2022, page 8
Annual Report – Employees by gender, page 63. 
Changes compared to previous reporting period: Following the 
demerger of our Consumer Healthcare business to form Haleon 
in July 2022, we are now a fully-focused biopharma company.
2-8
Workers who are not employees
Not reported
2-9
Governance structure and composition
Annual Report – The Board and GSK Leadership team, page 97
Annual Report – Corporate governance architecture, page 107
2-10
Nomination and selection of the highest governance body
Annual Report – Nominations & Corporate Governance 
Committee report, page 120
2-11
Chair of the highest governance body
GSK has an independent non-executive Chair of the Board
2-12
Role of the highest governance body in overseeing the 
management of impacts
Annual Report – Corporate Responsibility Committee report, 
page 117
2-13
Delegation of responsibility for managing impacts
Annual Report – Corporate Responsibility Committee report, 
page 117
2-14
Role of the highest governance body in sustainability reporting
Our ESG Performance Report is reviewed by both GSK 
Leadership Team and the Board
2-15
Conflicts of interest
Annual Report – Directors’ conflicts of interest, page 130
2-16
Communication of critical concerns
Annual Report – Board committee reports, page 117
2-17
Collective knowledge of the highest governance body
Annual Report – The Board, page 97
2-18
Evaluation of the performance of the highest governance body
Annual Report – Board performance, page 111
2-19
Remuneration policies
Annual Report – Annual report on remuneration, page 133
2-20
Process to determine remuneration
Annual Report – Annual report on remuneration, page 133
2-21
Annual total compensation ratio
Annual Report – Annual report on remuneration, page 136
2-22
Statement on sustainable development strategy
Annual Report – CEO's statement, page 7
2-23
Policy commitments
Policy positions, including on human rights. Policies are 
approved at GSK Leadership Team level and apply at 
Group-level.
2-24
Embedding policy commitments
Corporate responsibility committee
2-25
Processes to remediate negative impacts
Annual Report – Principal risks and uncertainties, page 285
Ethical standards, page 26
Ethics and compliance grievance mechanisms
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
Appendix continued

37	 GSK ESG Performance Report 2022
March 2023
GRI indicator
Description
Where to find the information 
2-26
Mechanisms for seeking advice and raising concerns
Ethical standards, page 26
Grievance mechanisms
2-27
Compliance with laws and regulations
Annual Report – Audit & Risk Committee report, page 124
2-28
Membership associations
Trade association memberships
2-29
Approach to stakeholder engagement
Materiality Assessment, page 33
2-30
Collective bargaining agreements
People disclosures, pages 34-35
Position on human rights 
3-1
Process to determine material topics
Materiality Assessment, page 33
3-2
List of material topics
Materiality Assessment, page 33
3-3
Management of material topics
Materiality Assessment, page 33
Economic performance
201-1
Direct economic value generated and distributed
Annual Report – Financial statements, page 182
201-2
Financial implications and other risks and opportunities due to 
climate change
Annual Report – Risk management, page 51
Annual Report – TCFD, page 55
201-3
Defined benefit plan obligations and other retirement plans
Annual Report – Annual report on remuneration, page 132
201-4
Financial assistance received from government
Annual Report – Financial statements, page 182
Annual Report – Share capital and share price, page 233
Anti-corruption
205-1
Operations assessed for risks related to corruption
Annual Report – Risk management, page 51
205-2
Communication and training about anti-corruption policies 
and procedures
Ethical standards, pages 26-29
205-3
Confirmed incidents of corruption and actions taken
Ethical standards, pages 26-29
Tax
207-1
Approach to tax
GSK Tax strategy
207-2
Tax governance, control, and risk management
GSK Tax strategy
207-3
Stakeholder engagement and management of concerns 
related to tax
GSK Tax strategy
207-4
Country-by-country reporting
GSK Tax strategy
Energy
302-1
Energy consumption within the organisation
Environment, pages 16-22
Environment, Basis of reporting
302-2
Energy consumption outside of the organisation
Environment, pages 16-22
Environment, Basis of reporting
302-3
Energy intensity
Annual Report, Risk management, page 62
Environment, Basis of reporting
302-4
Reduction of energy consumption
Environment, pages 16-22
Environment, Basis of reporting
302-5
Reductions in energy requirements of products and services
Environment, pages 16-22
Environment, Basis of reporting
Water
303-1
Interactions with water as a shared resource
Environment, pages 16-22
303-2
Management of water discharge-related impacts
Environment, Basis of reporting
303-3
Water withdrawal
Environment, pages 16-22
Environment, Basis of reporting
303-4
Water discharge
Environment, pages 16-22
Environment, Basis of reporting
303-5
Water consumption
Environment, pages 16-22
Environment, Basis of reporting
 
Appendix continued
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38	 GSK ESG Performance Report 2022
March 2023
Appendix continued
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
GRI indicator
Description
Where to find the information 
Emissions
305-1
Direct (Scope 1) GHG emissions
Environment, pages 16-22
Environment, Basis of reporting
305-2
Energy indirect (Scope 2) GHG emissions
Environment, pages 16-22
Environment, Basis of reporting
305-3
Other indirect (Scope 3) GHG emissions
Environment, pages 16-22
Environment, Basis of reporting
305-4
GHG emissions intensity
Annual Report, TCFD, page 55
Environment, Basis of reporting
305-5
Reduction of GHG emissions
Environment, pages 16-22
Environment, Basis of reporting
305-6
Emissions of ozone-depleting substances (ODS)
Environment, pages 16-22
Environment, Basis of reporting
305-7
Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant 
air emissions
Not reported
Waste
306-1
Waste generation and significant waste-related impacts
Environment, pages 16-22
306-2
Management of significant waste-related impacts
Environment, pages 16-22
Environment, Basis of reporting
306-3
Waste generated
Environment, pages 16-22
Environment, Basis of reporting
306-4
Waste diverted from disposal
Environment, pages 16-22
Environment, Basis of reporting
306-5
Waste directed to disposal
Environment, pages 16-22
Supplier environmental assessment
308-1
New suppliers that were screened using environmental 
criteria
Ethical standards, pages 26-29
308-2
Negative environmental impacts in the supply chain and 
actions taken
Ethical standards, pages 26-29
Employment
401-1
New employee hires and employee turnover
People disclosures, pages 34-35
401-2
Benefits provided to full-time employees that are not 
provided to temporary or part-time employees
Life at GSK
401-3
Parental leave
Not reported
Occupational health and safety
403-1
Occupational health and safety management system
GSK EHS policy
403-2
Hazard identification, risk assessment, and incident 
investigation
GSK EHS policy
403-3
Occupational health services
GSK EHS policy
403-4
Worker participation, consultation, and communication on 
occupational health and safety
GSK EHS policy
403-5
Worker training on occupational health and safety
GSK EHS policy
403-6
Promotion of worker health
GSK EHS policy
403-7
Prevention and mitigation of occupational health and safety 
impacts directly linked by business relationships
GSK EHS policy
403-8
Workers covered by an occupational health and safety 
management system
GSK EHS policy
403-9
Work-related injuries
People disclosures, pages 34-35
GSK EHS policy
403-10
Work-related ill health

39	 GSK ESG Performance Report 2022
March 2023
Appendix continued
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
GRI indicator
Description
Where to find the information 
Diversity and equal opportunity
405-1
Diversity of governance bodies and employees
Diversity, equity and inclusion, pages 23-25. People disclosures, 
pages 34-35
405-2
Ratio of basic salary and remuneration of women to men
Gender pay gap report 
Diversity, equity and inclusion 
Human rights and labour rights
407-1
Operations and suppliers in which the right to freedom 
of association and collective bargaining may be at risk
GSK position on human rights
408-1
Operations and suppliers at significant risk for incidents 
of child labour
GSK position on human rights
Modern Slavery Act statement
409-1
Operations and suppliers at significant risk for incidents 
of forced or compulsory labour
GSK position on human rights
Modern Slavery Act statement
414-1
New suppliers that were screened using social criteria
Ethical standards, pages 26-29
414-2
Negative social impacts in the supply chain and actions 
taken
Ethical standards, pages 26-29
Public policy
415-1
Political contributions
Political advocacy disclosure
Customer health and safety
416-1
Assessment of the health and safety impacts of product and 
service categories
Product governance, pages 30-32
416-2
Incidents of non-compliance concerning the health and 
safety impacts of products and services
Product governance, pages 30-32
Marketing and labelling
417-1
Requirements for product and service information and 
labelling
Our code of practice
417-2
Incidents of non-compliance concerning product and service 
information and labelling
Product governance, pages 30-32
417-3
Incidents of non-compliance concerning marketing 
communications
Product governance, pages 30-32
SASB indicator
Description
Where to find the information 
Drug safety
HC-BP-250a.1
List of products listed in the Food and Drug Administration’s 
(FDA) MedWatch Safety Alerts for Human Medical Products 
database
Available via the FDA
HC-BP-250a.2
Number of fatalities associated with products as reported in 
the FDA Adverse Event Reporting System
Available via the FDA
HC-BP-250a.3
Number of FDA recalls issued, total units recalled
Product governance, pages 30-32
HC-BP-250a.4
Total amount of product accepted for takeback, reuse, or 
disposal
Not reported
HC-BP-250a.5
Number of FDA enforcement actions taken in response to 
violations of current Good Manufacturing Practices (cGMP), 
by type
Product governance, pages 30-32
Counterfeit drugs
HC-BP-260a.1
Description of methods and technologies used to maintain 
traceability of products throughout the supply chain and 
prevent counterfeiting
Product governance, pages 30-32
Position on falsified and
substandard healthcare products
HC-BP-260a.2
Discussion of process for alerting customers and business 
partners of potential or known risks associated with 
counterfeit products
Product governance, pages 30-32
Position on falsified and
substandard healthcare products
HC-BP-260a.3
Number of actions that led to raids, seizure, arrests, and/or 
filing of criminal charges related to counterfeit products
Not reported

40	 GSK ESG Performance Report 2022
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Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
SASB indicator
Description
Where to find the information 
Ethical marketing
HC-BP-270a.1
Total amount of monetary losses as a result of legal 
proceedings associated with false marketing claims
Not reported 
HC-BP-270a.2
Description of code of ethics governing promotion of 
off-label use of products
Code of practice for promotional and non-promotional external 
interactions
Employee recruitment, development and retention
HC-BP-330a.1
Discussion of talent recruitment and retention efforts for 
scientists and research and development personnel
Our approach, pages 7-8
HC-BP-330a.2
(1) Voluntary and (2) involuntary turnover rate for: 
(a) executives/senior managers, (b) mid-level managers, 
(c) professionals, and (d) all others
People disclosures, pages 34-35
Supply chain management
HC-BP-430a.1
Percentage of (1) entity’s facilities and (2) Tier I suppliers’ 
facilities participating in the Rx-360 International 
Pharmaceutical Supply Chain Consortium audit programme 
or equivalent third-party audit programmes for integrity of 
supply chain and ingredients
GSK is a member of Rx 360 and
also conducts audits of third
parties 
Product governance, pages 30-32
Business ethics
HC-BP-510a.1
Total amount of monetary losses as a result of legal 
proceedings associated with corruption and bribery
Not reported 
HC-BP-510a.2
Description of code of ethics governing interactions with 
healthcare professionals
Engagement with healthcare professionals
Activity metrics
HC-BP-000.A
Number of patients treated
Access, pages 9-12 (Patients reached through our access 
strategies)
HC-BP-000.B
Number of drugs (1) in portfolio and (2) in research and 
development (Phases 1-3)
Annual Report – Pipeline, products and competition, page 278

41	 GSK ESG Performance Report 2022
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Appendix continued
Type, form and presentation
Date of prequalification
Vaccines
Engerix
Hepatitis B – Liquid: ready to use vial (one dose)
Thursday, 1 January 1987
Engerix
Hepatitis B – Liquid: ready to use vial (10 doses)
Thursday, 1 January 1987
Engerix
Hepatitis B – Liquid: ready to use vial (20 doses)
Thursday, 1 January 1987
Priorix
Measles, Mumps and Rubella – Lyophilised active component to be reconstituted 
with excipient diluent before use vial (one dose)
Friday, 9 March 2001
Rotarix
Rotavirus – Liquid: ready to use plastic tube (one dose)
Thursday, 12 March 2009
Rotarix
Rotavirus – Liquid: ready to use applicator (one dose)
Thursday, 12 March 2009
Cervarix
Human Papillomavirus (Bivalent) – Liquid: ready to use vial (one dose)
Wednesday, 8 July 2009
Cervarix
Human Papillomavirus (Bivalent) – Liquid: ready to use vial (two doses)
Wednesday, 8 July 2009
Polio Sabin Mono T1
Polio Vaccine – Oral (OPV) Monovalent Type 1 – Liquid: ready to use vial (10 doses)
Thursday, 29 October 2009
Polio Sabin Mono T1
Polio Vaccine – Oral (OPV) Monovalent Type 1 – Liquid: ready to use vial (20 doses)
Thursday, 29 October 2009
Polio Sabin One and Three
Polio Vaccine – Oral (OPV) Bivalent Types 1 and 3 – Liquid: ready to use vial (10 doses)
Thursday, 29 October 2009
Polio Sabin One and Three
Polio Vaccine – Oral (OPV) Bivalent Types 1 and 3 – Liquid: ready to use vial (20 doses) Thursday, 29 October 2009
Synflorix
Pneumococcal (conjugate) – Liquid: ready to use vial (one dose)
Friday, 30 October 2009
Synflorix
Pneumococcal (conjugate) – Liquid: ready to use vial (two doses)
Friday, 19 March 2010
Polio Sabin Mono Three (oral)
Polio Vaccine – Oral (OPV) Monovalent Type 3 – Liquid: ready to use vial (10 doses)
Tuesday, 5 October 2010
Polio Sabin Mono Three (oral)
Polio Vaccine – Oral (OPV) Monovalent Type 3 – Liquid: ready to use vial (20 doses)
Tuesday, 5 October 2010
Polio Sabin Mono Two (oral)
Polio Vaccine – Oral (OPV) Monovalent Type 2 – Liquid: ready to use vial (20 doses)
Wednesday, 11 May 2011
Polio Sabin Mono Two (oral)
Polio Vaccine – Oral (OPV) Monovalent Type 2 – Liquid: ready to use vial (10 doses)
Wednesday, 11 May 2011
Priorix
Measles, Mumps and Rubella – Lyophilised active component to be reconstituted with 
excipient diluent before use vial (two doses)
Wednesday, 21 December 2011
Havrix 1440 Adult
Hepatitis A (Human Diploid Cell), Inactivated (Adult) – Liquid: ready to use vial 
(one dose)
Friday, 19 July 2013
Havrix 720 Junior
Hepatitis A (Human Diploid Cell), Inactivated (Paediatric) – Liquid: ready to use vial 
(one dose)
Friday, 19 July 2013
Boostrix
Diphtheria-Tetanus-Pertussis (acellular) – Liquid: ready to use vial (one dose)
Tuesday, 9 July 2013
Menveo
Meningococcal ACYW-135 (conjugate vaccine) – Lyophilised active component to be 
reconstituted with liquid active component before use. Two vial set (one dose)
Wednesday, 31 July 2013
Synflorix
Pneumococcal (conjugate) – Liquid: ready to use vial (four doses)
Monday, 16 October 2017
Rotarix
Rotavirus – Liquid: ready to use plastic tube (five doses)
Thursday, 14 February 2019
Mosquirix
Plasmodium falciparum (Malaria) and Hepatitis B (recombinant, adjuvanted) – 
Liquid active component to be mixed with second component before use. Two vial 
set (two doses)
Friday, 15 July 2022
Pharmaceuticals
Abacavir (sulfate)
HIV – ViiV Healthcare – HA106 (a)
20 March 2002
Abacavir (sulfate)
HIV – ViiV Healthcare – HA107 (a)
20 March 2002
Zidovudine
HIV – ViiV Healthcare – HA108 (a)
29 May 2002
Zidovudine
HIV – ViiV Healthcare – HA109 (a)
29 May 2002
Lamivudine/Zidovudine
HIV – ViiV Healthcare – HA110 (a)
20 March 2002
Zidovudine
HIV – ViiV Healthcare – HA114 (a)
20 March 2002
Zidovudine
HIV – ViiV Healthcare – HA115 (a)
20 March 2002
Lamivudine
HIV – ViiV Healthcare – HA117 (a)
20 March 2002
Lamivudine
HIV – ViiV Healthcare – HA128 (a)
20 March 2002
Dolutegravir (Sodium)
HIV – ViiV Healthcare – HA634 (a)
14 October 2014
Abacavir (sulfate)/Lamivudine
HIV – ViiV Healthcare – HA706 (a)
19 June 2018
Dolutegravir (Sodium)
HIV – ViiV Healthcare – HA768 (a)
1 July 2021
Zanamivir
Influenza – GSK – IN007 (a)
22 September 2009
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix
List of products on the WHO List of Prequalified Medicinal Products and Vaccines as part of its 
Prequalification of Medicines Programme (PQP)

42	 GSK ESG Performance Report 2022
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Appendix continued
ESG reporting criteria
Unless stated otherwise, the data reflects the reporting period of 1 January 2022 to 31 December 2022.
KPI
Definition
Method
Access
Total community 
investment (£m)  
All donations made by GSK globally for 
charitable purposes including cash, product, 
in-kind donations, the value of time donated via 
the Philadelphia STEM Equity Collective and the 
management costs associated with charitable 
programmes. 
Donations are only included if they are voluntary and charitable in purpose. 
Donations are valued in GBP at year-end exchange rates. 
Product donations are valued at global average cost of goods as reported 
in year-end results.  
In-kind donations are valued at the value or cost of the item to GSK not the 
current external purchase price. 
Previous years’ data is included for comparison but not restated for 
inflation or exchange rate changes.  
The methodology used follows the B4SI (formerly LBG) Framework for 
Corporate Community Investment. 
Value of GSK medicine 
and vaccines provided 
through our US Patient 
Assistance Program 
(COGS in million USD)  
 
The value of medicine and vaccines provided 
through the GSK and ViiV Healthcare Patient 
Assistance Programs Foundation which provides 
medication at no charge to eligible individuals. 
Patients who receive medications through the 
Patient Assistance Programs must meet 
eligibility requirements. These requirements 
include insurance status, a financial component 
based on the Federal Poverty Level, being a 
resident of the US, Puerto Rico or the US Virgin 
Islands and being treated by a US-licensed 
healthcare provider. 
The GSK and ViiV Patient Assistance Programs Foundation administers 12 
Patient Assistance Programs for patients in the US, Puerto Rico and the US 
Virgin islands. 
We capture Patient Assistance Program orders for GSK and ViiV 
Healthcare products through an internal ordering database. The data is 
captured according to the Wholesale Acquisition Cost of the medicine or 
vaccine and is coded as ‘Free Good Charitable Orders’. This amount is 
converted to a ‘Cost of Goods Sold’ amount for reporting purposes. 
Patient participation varies annually based on current program eligibility 
criteria, overall healthcare environmental factors and products included in 
the programs.
Doses of Rotarix, 
Synflorix and Cervarix 
vaccines supplied to 
Gavi (millions) 
The number of doses of the Rotarix, Synflorix and 
Cervarix vaccine that are supplied to Gavi, the 
Vaccine Alliance. 
To calculate the number of doses supplied, we use the number of GSK 
doses shipped to Gavi supported countries.  
GSK has been a Gavi supplier since Gavi’s inception in 2000.
Doses of OPV 
vaccines supplied to 
UNICEF (millions)
The number of doses of the OPV vaccine that 
are supplied to UNICEF.
To calculate the number of doses supplied, we use the number of GSK 
doses shipped to countries procuring via UNICEF. 
Doses of Mosquirix 
(RTS,S/AS01 E) 
vaccines supplied 
through the MVIP 
(millions)
The number of doses of the Mosquirix (RTS,S/
AS01 E) vaccine donated to the Malaria Vaccine 
Implementation Programme (MVIP). 
To calculate the number of doses supplied, we use the number of GSK 
doses procured by UNICEF (MVIP’s procurement agent) and shipped to 
MVIP countries (Ghana, Kenya and Malawi). 
GSK has been supplying Mosquirix (RTS,S/AS01 E) – the first and only 
malaria vaccine – since the beginning of the MVIP in 2019.
Albendazole tablets 
donated to help 
eliminate lymphatic 
filariasis (millions)
The number of albendazole tablets donated to 
the World Health Organization to support 
endemic country efforts to eliminate lymphatic 
filariasis. 
Albendazole tablet shipments are sent from GSK’s manufacturing facility to 
endemic countries. These shipments are entered into a real-time database 
of donated medicines for neglected tropical diseases. Albendazole tablet 
donation figures for lymphatic filariasis are aggregated and reported 
annually through data pulled from this system. 
Albendazole tablets 
donated to help treat 
intestinal worms 
(millions)
The number of albendazole tablets donated to 
the World Health Organization to support 
endemic country efforts to treat soil-transmitted 
helminthiasis (intestinal worms) in school-age 
children. 
Albendazole tablet shipments are sent from GSK’s manufacturing facility to 
endemic countries. These shipments are entered into a real-time database 
of donated medicines for neglected tropical diseases. Albendazole tablet 
donation figures for soil-transmitted helminthiasis control are aggregated 
and reported annually through data pulled from this system. 
People with access to 
a generic dolutegravir 
product through 
voluntary licensing 
agreements (‘000)
The total number of people living with HIV 
currently accessing generic dolutegravir-based 
products through ViiV Healthcare’s voluntary 
licensing agreements with the Medicines Patent 
Pool and directly with Aurobindo Pharma.
As a chronic and ongoing treatment, we capture the cumulative number of 
people with access to dolutegravir, rather than annual data, to avoid 
duplication. The indicator therefore represents the total number of people 
living with HIV accessing the treatment at the time of measurement. As a 
life-long treatment, this number incorporates people that have been 
receiving ongoing treatment for multiple years. 
The number is calculated by adding the total number of packs of all 
generic dolutegravir-based products sold over the previous four quarters. 
This is then divided by twelve to obtain average monthly sales and 
estimate the number of people on treatment. 
Packs of 90 and 60 are converted to 30 pack equivalents (i.e. monthly 
equivalents for a daily treatment). 
Data is provided by the Medicines Patent Pool and Aurobindo, through 
which ViiV’s dolutegravir patents are (sub-)licensed. 
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix

43	 GSK ESG Performance Report 2022
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Appendix continued
KPI
Definition
Method
Access
Estimated children 
reached with Synflorix 
through Gavi (‘000)
The estimated number of children who have 
received the Synflorix vaccine (for the prevention 
of pneumococcal infection) through Gavi, the 
Vaccine Alliance.  
All children receiving Synflorix are under five 
years of age. 
To calculate the estimated number of children reached, we use the number 
of GSK doses shipped to Gavi supported countries, and divide this by the 
number of doses needed to complete a full schedule, with Gavi estimated 
vaccine wastage rates factored in. For Synflorix a full schedule is three 
doses, and Gavi estimates wastage of 10% in 2017 and 2018, 8% in 
2019-22. See: Detailed-product-profiles.xlsx (live.com)  
Estimated children 
reached with Rotarix 
through Gavi (‘000) 
The estimated number of children who have 
received the Rotarix vaccine (for the prevention 
of rotavirus) through Gavi, the Vaccine Alliance. 
All children receiving Rotarix are under five years 
of age. 
To calculate the estimated number of children reached, we use the number 
of GSK doses shipped to Gavi supported countries, and divide this by the 
number of doses needed to complete a full schedule, with Gavi estimated 
vaccine wastage rates factored in. For Rotarix a full schedule is two doses 
and Gavi estimates wastage of 5% in 2017 and 2018, 4% in 2019-22. 
See: Detailed-product-profiles.xlsx (live.com) 
Estimated girls 
reached with Cervarix 
through Gavi (‘000) 
 
The estimated number of girls who have 
received the Cervarix vaccine (for the prevention 
of cervical cancer) through Gavi, the Vaccine 
Alliance.
To calculate the estimated number of girls reached, we use the number of GSK 
doses shipped to Gavi supported countries, and divide this by the number of 
doses needed to complete a full schedule, with Gavi estimated vaccine 
wastage rates factored in. For Cervarix a full schedule is two doses and Gavi 
estimates 10% wastage. See: Detailed-product-profiles.xlsx (live.com)  
Estimated people 
reached with the Oral 
Polio Vaccine (OPV) 
through UNICEF 
(‘000) 
The estimated number of people who have 
received the OPV vaccine for polio procured 
through UNICEF.
To calculate the estimated number of people reached, we use the number 
of bivalent OPV (bOPV) and monovalent OPV (mOPV) doses shipped to 
UNICEF, divided by the number of doses needed to complete a full 
schedule, with WHO estimated vaccine wastage rates factored in. In 
outbreak situations, which is where GSK OPV volumes are often used, one 
dose is usually given to each child. However, as the primary schedule is four 
doses and children may receive more than one dose through subsequent 
outbreak campaigns, we use four doses for the calculation in order to be 
conservative. WHO estimates 20% wastage given that we supply 10 and 20 
dose vials, vials are mainly used in campaigns and vials may or may not be 
used or discarded after vial is opened at the end of the session. See WHO 
indicative vaccine wastage rates: Revising_Wastage_Concept_Note.pdf 
(who.int)  
Estimated people 
reached with 
Mosquirix (RTS,S/AS01 
E) through the MVIP 
('000)
The estimated number of children who have 
received the Mosquirix (RTS,S/AS01 E) vaccine 
through the Malaria Vaccine Implementation 
Programme (MVIP). 
To calculate the estimated number of children reached, we use the number of 
GSK doses shipped to MVIP countries (Ghana, Kenya, Malawi), and divide this 
by the number of doses needed to complete a full schedule (four doses), with 
WHO estimated vaccine wastage rates (10% for two dose vials used in 
routine immunisation) factored in. See WHO indicative vaccine wastage 
rates: Revising_Wastage_Concept_Note.pdf (who.int)  
People reached 
through our US Patient 
Assistance Programs 
(‘000)
The total number of unique individuals that 
received GSK and ViiV Healthcare product 
through all of our Patient Assistance Programs. 
Patients who receive medications through the 
Patient Assistance Programs must meet eligibility 
requirements. These requirements include 
insurance status, a financial component based 
on the Federal Poverty Level, being a resident of 
the US, Puerto Rico or the US Virgin Islands and 
being treated by a US-licensed healthcare 
provider. 
The GSK and ViiV Patient Assistance Programs Foundation administers 12 
Patient Assistance Programs for patients in the US, Puerto Rico and the US 
Virgin Islands. 
Each of the 12 US Patient Assistance Programs provides a report at year end, 
which enables us to consolidate the number of unique patients that received 
GSK and ViiV Healthcare products throughout the year. 
Patient participation varies annually based on current program eligibility 
criteria, overall healthcare environmental conditions and products included in 
the programs. 
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix

44	 GSK ESG Performance Report 2022
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Appendix continued
KPI
Definition
Method
Global health and health security
Number of assets 
progressed through 
the Global Health 
pipeline to address 
priority WHO diseases
The number of assets progressed through the 
Global Health pipeline to address priority WHO 
diseases across GSK’s two Global Health hubs 
– Tres Cantos (Spain), which focuses on 
therapeutics, and the GSK Vaccines Institute for 
Global Health (GVGH in Sienna), which focuses 
on preventative treatment. 
Priority WHO diseases are defined as diseases 
and pathogens prioritized for R&D in public 
health emergency contexts, which distinguishes 
diseases to the degree they pose the greatest 
public health risk due to their epidemic potential 
and/or whether there is no or insufficient 
countermeasures. GSK uses the following lists: 
	
– WHO Priority Pathogen List* 
	
– WHO Emergency Diseases List* 
	
– WHO Blueprint for Prioritized Disease List* 
	
– WHO Essential Medicines List* 
	
– UN Sustainable Development Goals 
*WHO reviews and updates these lists as needs 
arise and methodologies change. 
‘Pipeline progression’ is defined as the movement of a Global Health asset 
from one phase to another. GSK recognises progression through the 
following four categories: 
	
– Senior leadership endorsement of business plan for progression
	
– Clinical trial starts (‘First Subject, First Visit/Dose’) 
	
– Business development/in-licensing 
	
– Regulatory milestone (i.e. – submission, approval, or launch).  
Environment
For a full list of our environment reporting criteria, please see our Basis of reporting, including full definitions and methodologies.
Diversity, equity and inclusion
Gender diversity (%)
The percentage of women broken down by 
SVP/VP; Director; Manager and all employees. 
For the total percentage of women in 
management, 'management' classed as an 
employee in grade bands 0-6 which includes 
Managers, Directors, VPs and SVPs.
The data covers the total number of employees who identify as women within 
our HR system, including active (Full-time/Part-time, Regular/Temporary 
employees) and non-active (i.e., on Maternity Leave, Paternity Leave, 
Adoption Leave, etc.). It excludes Agency Temporary Workers (‘Contingent 
Workers’ defined as those payrolled via recruitment agencies) and employees 
with no gender recorded, or if they have indicated ‘Prefer not to say’. 
The percentage is calculated using employee numbers as of 31 December 
2022 recorded in our HR system with gender specified as female, within 
grades 0-6, divided by the total employees in the system.
US and UK ethnic 
diversity (%)
The percentage of ethnically diverse employees 
for GSK in the US and UK employee population 
across SVP/VP level, Director level, Manager 
level and across all employees. 
Due to differing ethnic groups across the UK 
and US employee population, race/ethnic 
categories are defined according to UK Census 
and US Federal reporting guidelines.
The data covers the total number of employees in our internal HR system, 
both active (including Full-time/Part-time, Regular/Temporary employees) 
and non-active (i.e., on Maternity Leave, Paternity Leave, Adoption Leave, 
etc.). It excludes Puerto Rico-based employees, Agency Temporary Workers 
(‘Contingent Workers’ defined as those payrolled via recruitment agencies) 
and employees with blank ethnicity and ‘Prefer not to say’. The US figures 
exclude Puerto Rico-based employees given significant differences in ethnic 
composition of the territory’s population relative to the rest of the US. 
The percentage is calculated using employee numbers as at 31 December 
2022 recorded in our HR system who self-identified as ethnically diverse, 
divided by the total employees in the system. 
Ethical standards
Employees who had 
concerns raised 
against them 
(including current 
year and prior year 
open cases)
The number of distinct employees with a 
disciplinary concern raised against them.
Anyone inside or outside GSK can raise concerns or speak to an 
independent third party through our integrity lines, confidentially or 
anonymously. Concerns can also be raised internally by employees, 
management, or internal monitoring.  
This data comprises all regular employees and excludes contractors and 
contingent workers. 
The data includes the total number of distinct employees with a 
disciplinary concern raised against them during the reporting period and 
those employees with disciplinary concerns raised against them from prior 
year’s open cases. 
Employees disciplined 
for policy violations
The number of distinct employees where the 
outcome of a concern raised resulted in 
disciplinary action. 
 
This data comprises all regular employees and excludes contractors and 
contingent workers. 
The data represents cases closed during the reporting period. 
In 2022, we also included three open cases where disciplinary decisions were 
made and action taken at year end; however, the cases had not yet been 
closed in the source system by the reporting criteria end date range due to 
timing. 
Disciplinary action includes a documented warning, termination, or resignation. 
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix

45	 GSK ESG Performance Report 2022
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KPI
Definition
Method
Ethical standards
Breakdown of types of 
policy violation (%)
The breakdown of the types of policy violations 
that employees have been disciplined for 
during the year.   
Policy violations categories are defined as: 
	
– Anti-Bribery and Corruption – Anti-Bribery and 
Corruption  
	
– Cyber Security – Cyber Security (CSIR)  
	
– Continuity of Supply Chain – Supply Chain 
Continuity  
	
– EHS and Sustainability – Environment Health and 
Safety and Sustainability  
	
– Employee Conduct – Conflict of Interest; 
Discrimination; Expenses; Harassment; 
Inappropriate behaviour, Mandatory training  
	
– Employee Relations & HR Policies – 	
Appeal; Attendance at Work; Capability (Health); 
Capability (Performance); External Litigation; GSK 
Performance System; Recruitment and Selection; 
Restructuring Programmes; Settlement/Mutual 
Agreement; Working arrangements  
	
– Government Trade Restrictions  – Sanctions and 
Export Controls  
	
– Product Quality – Good Manufacturing Practice; 
Manufacturing Site Resilience; Supply Chain 
Quality Assurance  
	
– Research and Development and Medical 
Practices – Care and Welfare and Treatment of 
Animals; Data Integrity (nonGxP); Good 
Laboratory Practices/Good Clinical Practice; 
Human Biological Sample Management (HBSM); 
Non-Promotional Engagement; Non-Promotional 
Engagement; Patient Safety; Public Disclosure; 
Regulatory Filings  
	
– Safeguard People and Information and Assets – 
Communications; Corporate or Financial 
information, reporting and disclosure; Crisis and 
Continuity Management; Fraud; Intellectual 
Property; Privacy – Loss of data; Privacy – 
Unauthorized Access; Privacy – Unsecured data 
disclosure; Protection of Physical Assets and 
Security; Security – People; Security – Places/
Sites; Security - Products/Supply Chain  
	
– Sales and Marketing – Antitrust; Commercial 
Practices Funding; Contract Sales Organisation; 
External Experts; HCP/HCI Transfer of Value; 
Inappropriate Managerial Direction; Interactions 
with PAGs/Consumer/Payer groups; Product 
Promotion; Samples; Speaker Programme  
	
– Tax and Treasury – Tax; Treasury  
	
– Other – Any other policy violation types that do 
not fit into the above categories specified. 
This data comprises all regular employees and excludes contractors and 
contingent workers.  
Individual employees can be subject to multiple allegations resulting in 
disciplinary action. Where this is the case, an individual is counted once 
against each unique category.  
Employee discipline results from policy violation, and includes Level 1 
Sanction, Level 2 Sanction, Level 3 Sanction, Final Warning, Termination, or 
Resignation and is categorised as appropriate. Outcomes for employees 
including mediation, demotion and settlement are not included in counts 
or percentages within categories. These outcome types are not considered 
disciplinary action and they represent situations in which employees and 
the company work together towards a solution. 
All markets, except Germany, utilise a case management system to 
manage cases and data retention. The German market maintains its own 
case list which is submitted to the global employee relations team at year 
end for consolidation and analysis.  
Case owners regularly utilise published data quality reports to assist in 
data accuracy regularly. Quarterly internal audits are conducted to 
address any outstanding data discrepancies. 
 
Employees who were 
dismissed or agreed to 
leave the company 
voluntarily as a result 
of misconduct
The number of distinct employees where the 
outcome of a disciplinary concern resulted in 
termination of employment or voluntary 
resignation of the employee.
This data comprises all regular employees and excludes contractors and 
contingent workers. 
The data represents cases closed during the reporting period. In 2022, we 
also included three open cases where disciplinary decisions were made 
and action taken at year end; however, the cases had not yet been closed 
in the source system by the reporting criteria end date range due to timing. 
Includes termination of employment or resignation. 
Documented warnings
The number of distinct employees where the 
outcome of a disciplinary concern resulted in a 
documented warning.  
 
This data comprises all regular employees and excludes contractors and 
contingent workers. 
The data represents cases closed during the reporting period. In 2022, we 
also included three open cases where disciplinary decisions were made 
and action taken at year end; however, the cases had not yet been closed 
in the source system by the reporting criteria end date range due to timing. 
Disciplinary action includes a documented warning (Level 1, 2, 3 sanction 
or final warning). 
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix

46	 GSK ESG Performance Report 2022
March 2023
Appendix continued
KPI
Definition
Method
Ethical standards
Open cases awaiting 
investigation or a 
disciplinary decision 
at year end 
 
The number of distinct employees involved in 
an investigation or a disciplinary decision that 
is still open and pending an outcome at the 
end of the reporting period. 
 
This data comprises all regular employees and excludes contractors and 
contingent workers. 
This data represents employees that are involved in a disciplinary case that 
remain open at the end of the reporting period. In 2022, we also included 
three open cases where disciplinary decisions were made and action taken 
at year end; however, the cases had not yet been closed in the source 
system by the reporting criteria end date range due to timing. 
The outcome of investigations that are still open or awaiting disciplinary 
action at year end are captured during the subsequent reporting period. 
% of employees and 
complementary 
workers that complete 
GSK’s mandatory 
training  
 
The percentage of active employees and/or 
complementary workers who have been 
assigned the mandatory training curriculum 
and completed all training modules. 
All active employees (Full-time/Part-time, Regular/Temporary) and 
complementary workers (i.e., Agency workers, Statement of Work workers, 
Outsourced workers, etc.) are required to complete our global mandatory 
learning curriculum called Living our Code which comprises three modules: 
The Code, Protecting GSK, and Creating an Inclusive Workplace. 
Additionally, those in high-risk roles or geographic regions complete an 
additional module: Focusing on anti-bribery and corruption. 
The percentage is calculated by using training data as of 31 December 
2022 (i.e., training due on or before 31 December 2022).  
This is calculated as the total number of active employees and 
complementary workers who have been assigned the Living our Code 
mandatory training and have completed all modules divided by the total 
population of active employees and complementary workers who have 
been assigned the Living our Code mandatory training.   
% of employees who 
believe they ‘can and 
do Speak Up if things 
don't feel right’
The percentage of employees that strongly 
agreed or agreed with the question ‘I can and 
do speak up if things don’t feel right’ in the GSK 
Pulse survey.  
Pulse surveys were issued in Q2, Q3 and Q4 2022. A different third of the 
organisation is targeted by each survey so that the entire employee 
population of GSK is reached. The score is calculated by using the average 
score across the surveys. 
The survey is issued to all regular full-time and fixed-term contract 
employees in all countries in which GSK operates (excluding Russia and 
Ukraine). 
Questions are translated by professional service partners into 23 
languages (excluding English). 
80% of direct high-risk 
suppliers that achieve 
GSK’s minimum 
EcoVadis score or 
have an improvement 
plan in place.
Direct high-risk suppliers are identified on a 
yearly basis through a combination of spend, 
category and high-risk countries. Direct 
procurement involves the purchasing of 
materials directly associated with the 
production of goods. 
Out of the total number of 2125 direct 
suppliers, 138 are high-risk and managed 
through GSK’s EcoVadis Programme. 
An improvement plan in place is defined as an 
ongoing improvement plan. 
GSK requires suppliers to have a minimum 
EcoVadis score of 40. 
 
 
Through our EcoVadis Programme, we work with direct high-risk suppliers 
to help them improve their operations and support their sustainability 
journey.   
EcoVadis is an external ratings provider and assesses organisations across 
four themes: Environment & Community, Labour & Human Rights, Ethics 
and Sustainable Procurement. 
A supplier may not have an improvement plan in place because the 
assessment is in progress, the supplier has committed to participate in the 
programme but hasn’t commenced yet or the supplier hasn’t accepted the 
improvement plan. Where the improvement plan has been implemented 
and the supplier awaits reassessment to reflect improved score, this is 
reported as the supplier not having an improvement plan in place. 
An improvement plan is initiated by the supplier or any of its partners, 
including GSK, and tracked on the EcoVadis platform. Where required, GSK 
interacts directly with the supplier to ensure corrective actions are 
implemented. 
EcoVadis scorecard data is exported from the EcoVadis platform. In 2022, 
five suppliers were manually adjusted to group or subsidiary based on the 
business relationship. 
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix

47	 GSK ESG Performance Report 2022
March 2023
Appendix continued
KPI
Definition
Method
Product governance
Total regulatory 
inspections from all 
health authorities
The number of regulatory inspections of GSK 
entities from all health authorities.
The data represents Good Manufacturing Practise (GMP)/Good 
Distribution Practice (GDP) inspections where results have been confirmed.
% of inspections from 
all regulators with no 
critical findings or 
official action 
indicated
Percentage of the number of regulatory 
inspections of GSK entities with no critical 
findings or official action indicated.
Percentage across GMP/GDP where results have been confirmed. The 
percentage is calculated by the total number of inspections from all 
regulators with no critical findings or official action indicated divided by 
the total number of inspections from all regulators multiplied by 100.
Total regulatory 
inspections from 
FDA/MHRA/EMA 
regulators
The number of regulatory inspections by 
the following regulators of GSK entities: 
United States Food and Drugs Administration 
(US FDA); United Kingdom (UK) Medicines 
Healthcare products Regulatory Agency 
(MHRA); and European Medicines Agency 
(EMA) National Competent Authority in the 
EEA regulators.
The number of regulatory inspections across GMP/GDP inspections based 
on FDA, MHRA and European regulators (National Competent Authorities) 
that are inspecting on behalf of EMA regulatory bodies where results have 
been confirmed.
Number of critical/
major findings by 
FDA/MHRA/EMA 
regulators 
The number of critical and major findings from 
regulatory inspections of GSK entities by US 
FDA, UK MHRA and EMA regulators.
The number of critical and major findings across GMP/GDP on business 
and products based on US FDA, MHRA and European regulators that are 
inspecting on behalf of EMA regulatory bodies where results have been 
confirmed. 
Total FDA regulatory 
inspections 
The total number of regulatory inspections of 
GSK entities by US FDA.
The number of regulatory inspections across GMP/GDP on the business 
and products based on US FDA regulatory inspections where results have 
been confirmed.
FDA define inspections as ‘on-site’, therefore paper-based assessments or 
one-off questions are excluded for the FDA.
Number of FDA 
observations
The number of observations issued by the 
US FDA to GSK entities.
The number of findings across GMP/GDP on the business and products 
based on US FDA regulatory inspections where results have been 
confirmed. 
Number of FDA 
warning letters
The number of warning letters issued by the 
US FDA to GSK entities, which led to enforced 
regulatory actions being required.
The number of GMP/GDP warning letters. 
Total number of 
Class I/II/III external 
product recalls
The number of external Class I/II/III recalls of 
product broken down by recall type:
	
– Class I recall: Reasonable probability that 
the use of or exposure to a violative 
product will cause serious adverse health 
consequences or death.
	
– Class II recall: Use of or exposure to a 
violative product may cause temporary or 
medically reversible adverse health 
consequences or where the probability of 
serious adverse health consequences is 
remote.
	
– Class III recall: Use of or exposure to a 
violative product is not likely to cause 
adverse health consequences.
This data includes recalls which may be 
initiated by GSK or mandated by regulators.
The number of external Class I/II/III recalls across GMP/GDP.
FDA product recalls by 
business and class
The number of recalls of product from the US 
market. This includes recalls which may be 
initiated voluntarily by GSK or mandated by 
the US FDA or by FDA order under statutory 
authority.
We categorise the data according to which of 
our businesses it relates (Pharmaceuticals or 
Vaccines) and according to recall type.
Business units track recalls in their respective systems. 
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix

48	 GSK ESG Performance Report 2022
March 2023
Appendix continued
KPI
Definition
Method
Product governance
Publicly available trial 
protocol summaries 
(register) 





Publicly available trial 
result summaries 
(disclose) 
The number of trial protocol summaries 
registered on the external facing GSK trial 
register (www.gsk-studyregister.com) as part 
of GSK’s internal policy commitment to 
disclosure of human subject research. This is 
in addition to the mandatory requirements by 
regulators for disclosure of protocol 
registrations. 
The number of trial results summaries posted 
on the external facing GSK trial register 
(www.gsk-studyregister.com) as part of GSK’s 
internal policy commitment to disclosure of 
human subject research. This is in addition to 
the mandatory requirements by regulators for 
disclosure of results summaries. 
We report the cumulative number of studies which have protocols 
registered or results disclosed since the set-up of the GSK trial register 
in 2004.
Studies for which protocol summaries were registered and results 
summaries were disclosed by GSK are available on the GSK trial register 
(www.gsk-studyregister.com).  
The numbers represent the studies which were initiated in 2022 and for 
which protocol were registered and completed studies with results 
summaries due in 2022. These numbers are generated through the 
Transparency report which derives the data from the disclosure system 
used by the business. 
 
People disclosures
Overall turnover (%)
Overall turnover is a measure of GSK 
employees leaving GSK and does not include 
internal moves within GSK. 
The data does not include divestments, 
including employees divested from the 
Consumer Health business in 2022.   
We calculate the number of leavers during the year as a percentage of the 
average 2022 permanent headcount. 
The employee turnover rate includes employees who left the company both 
voluntarily and involuntarily during the year.
The data is updated daily and extracted from our GSK-wide HR platform. 
The data is based on the effective date of termination and not the 
termination date. The termination date is the last day of work and the 
effective date of termination is the first day of termination, i.e. the following 
day. Therefore, employees with termination dates of 31 December 2022 are 
not included in this dataset.
Health and safety 
data
Reportable injury or 
illness including 
fatalities
Lost time 
Hours worked
A GSK reportable injury or illness meets the 
following criteria:
1.	 The affected individual is either a GSK 
employee or worker under direct GSK daily 
supervision; and 
2.	The incident is work-related; and
3.	The outcome has involved at least one of 
the following:
	
– Fatality; 
	
– Loss of consciousness; 
	
– Medical treatment beyond first aid; 
	
– Significant occupational injury or 
occupational illness diagnosed by a 
physician or other licensed healthcare 
professional;
	
– Days away from work/restricted days/job 
transfer; and
4.	Must be a new case.
A lost time incident is one that has resulted in 
either days away from work or a job transfer or 
restriction when the employee is unable to 
perform one or more routine activities.
The total number of hours worked by all 
employees including full time employees and 
directly supervised agency staff.
To be consistent in our global reporting, a GSK injury or illness meets these 
listed criteria. These criteria are different from national regulatory reporting 
requirements which vary across the world.
Lost time days are counted from the day following the incident.
Hours worked is calculated based on the number of working days in a year, 
the length of an average workday, and the number of employees by site as 
provided by GSK Human Resources.  
Our approach         Access         Global health        Environment         DEI         Ethical standards         Product governance         Appendix

49	 GSK ESG Performance Report 2022
March 2023
Independent Limited Assurance Report
to the Directors of GSK plc
GSK plc (“GSK”) commissioned DNV Business Assurance Services UK Limited (“DNV”, “us” or “we”) to conduct a limited assurance engagement over
Selected Information presented in the ESG Performance Report 2022 (the “Report”), for the reporting year ended 31 December 2022.
Our Conclusion: Based on the procedures we have performed and the evidence we have
obtained, nothing has come to our attention that causes us to believe that the Selected
Information is not fairly stated and has not been prepared, in all material respects, in accordance
with the Criteria.
This conclusion relates only to the Selected Information, and is to be read in the context of this
Independent Limited Assurance Report, in particular the inherent limitations explained overleaf.
Our observations and areas for improvement will be raised in a separate report to GSK’s Management. 
Selected information
The scope and boundary of our work is restricted to the key performance indicators
included within the Report for the current reporting year (the “Selected Information”), listed
below:
•
The Environmental Social and Governance (ESG) performance data included within the
Report (the “Selected Information”) for the reporting year 2022 listed in Appendix 1 of
this document.
•
The overall ESG Performance Rating score relating to GSK’s performance against 2022
targets as listed on pages 4 - 6 of GSK’s 2022 ESG Performance Report.
To assess the Selected Information, which includes an assessment of the risk of material
misstatement in the Report, we have used GSK’s Reporting Criteria, ESG Data Collection and
Control Processes, and ESG Performance Rating (the “Criteria”), a summary of which can be
found on pages 4, and 42 – 48 of the Report.
We have not performed any work, and do not express any conclusion, on any other
information that may be published in the Report or on GSK’s website for the current
reporting period or for previous periods.
Our competence, independence and 
quality control
DNV established policies and procedures are
designed to ensure that DNV, its personnel and,
where
applicable,
others
are
subject
to
independence
requirements
(including
personnel of other entities of
DNV) and
maintain independence where required by
relevant
ethical
requirements.
This
engagement work was carried out by an
independent team of sustainability assurance
professionals.
Our
multi-disciplinary
team
consisted of professionals with a combination
of
environmental
and
social
sustainability
assurance experience.
Standard and level of assurance
We performed a limited assurance engagement in accordance with the International
Standard on Assurance Engagements (ISAE) 3000 revised – ‘Assurance Engagements other
than Audits and Reviews of Historical Financial Information’ (revised), issued by the
International Auditing and Assurance Standards Board. This standard requires that we
comply with ethical requirements and plan and perform the assurance engagement to
obtain limited assurance.
DNV applies its own management standards and compliance policies for quality control, in
accordance with ISO/IEC 17021:2015 - Conformity Assessment Requirements for bodies
providing audit and certification of management systems, and accordingly maintains a
comprehensive system of quality control including documented policies and procedures
regarding compliance with ethical requirements, professional standards and applicable legal
and regulatory requirements.
The procedures performed in a limited assurance engagement vary in nature and timing
from, and are less in extent than for, a reasonable assurance engagement; and the level of
assurance obtained is substantially lower than the assurance that would have been obtained
had a reasonable assurance engagement been performed. We planned and performed our
work to obtain the evidence we considered sufficient to provide a basis for Our Conclusion,
so that the risk of this conclusion being in error is reduced but not reduced to very low.
Inherent limitations
All assurance engagements are subject to
inherent
limitations
as
selective
testing
(sampling) may not detect errors, fraud or other
irregularities. Non-financial data may be subject
to greater inherent uncertainty than financial
data, given the nature and methods used for
calculating, estimating and determining such
data. The selection of different, but acceptable,
measurement
techniques
may
result
in
different
quantifications
between
different
entities.
Our assurance relies on the premise that the
data and information provided to us by GSK
have
been
provided
in
good
faith.
DNV
expressly
disclaims
any
liability
or
co-
responsibility for any decision a person or an
entity may make based on this Assurance
Statement.

50	 GSK ESG Performance Report 2022
March 2023
Basis of our conclusion
We are required to plan and perform our work in order to consider the risk of material
misstatement of the Selected Information; our work included, but was not restricted to:
▪
Assessing the appropriateness of the Criteria for the Selected Information;
▪
Conducting interviews with GSK’s Management to obtain an understanding of the key
processes, systems and controls in place to generate, aggregate and report the Selected
Information;
▪
Performing limited substantive testing on a selective basis of the Selected Information to
check that data had been appropriately measured, recorded, collated and reported.
▪
Recalculating the Selected Information as established by GSK’s Criteria;
▪
Reviewing information provided by GSK’s third party contractors;
▪
Reviewing that the evidence, measurements and the scope provided to us by GSK for the
Selected Information is prepared in line with the Criteria;
▪
Reading the Report and narrative accompanying the Selected Information within it with
regard to the Criteria.
Responsibilities of the Directors of 
GSK and DNV
The Directors of GSK have sole responsibility
for:
•
Preparing and presenting the Selected
information
in
accordance
with
the
Criteria;
•
Designing, implementing and maintaining
effective
internal
controls
over
the
information and data, resulting in the
preparation of the Selected Information
that is free from material misstatements;
•
Measuring and reporting the Selected
Information based on their established
Criteria; and
•
Contents
and
statements
contained
within the Report and the Criteria.
Our responsibility is to plan and perform our
work to obtain limited assurance about
whether the Selected Information has been
prepared in accordance with the Criteria and
to
report
to
GSK
in
the
form
of
an
Independent Limited Assurance Conclusion,
based on the work performed and the
evidence
obtained.
We
have
not
been
responsible for the preparation of the Report.
DNV Business Assurance
DNV Business Assurance Services UK Limited
is part of DNV – Business Assurance, a global
provider
of
certification,
verification,
assessment and training services, helping
customers
to
build
sustainable
business
performance.
www.dnv.co.uk/BetterAssurance
London, UK
10 March 2023
DNV Business Assurance Services UK Limited

51	 GSK ESG Performance Report 2022
March 2023
Appendix 1: Selected Information
Access
People reached through our Product reach target
•
People with access to a generic dolutegravir product through 
voluntary licensing agreements (‘000)
•
Estimated children reached with Synflorix through Gavi ('000)
•
Estimated children reached with Rotarix through Gavi ('000)
•
Estimated girls reached with Cervarix through Gavi ('000)
•
Estimated people reached with OPV through UNICEF ('000)
•
Estimated people reached with Mosquirix (RTS,S/AS01 E) through the 
MVIP ('000)
•
Total People Reached
•
Doses of Synflorix vaccines supplied to Gavi (million)
•
Doses of Rotarix vaccines supplied to Gavi (million)
•
Doses of Cervarix vaccines supplied to Gavi (million)
•
Doses of OPV vaccines supplied to UNICEF (million)
•
Doses of Mosquirix (RTS,S/AS01 E) vaccines supplied to the MVIP 
(million)
•
Albendazole tablets donated to help eliminate lymphatic filariasis 
(millions)
•
Albendazole tablets donated to help treat intestinal worms (millions)
Community investment
•
Total Community Investment (million £)
•
Cash (million £)
•
Product and in-kind (million £)
•
Time (million £)
•
Management costs (million £)
•
People reached through our US Patient Assistance Program ('000)
•
Value of GSK medicine and vaccines provided through our US Patient 
Assistance Programs Foundation (million USD)
Global health and health security
•
Number of assets progressed through the global health pipeline to 
address priority WHO diseases
Inclusion and diversity
US ethnic diversity - broken down by SVP/VP; Director; Manager; All 
employees
•
Ethnically diverse total
UK ethnic diversity - broken down by SVP/VP; Director; Manager; All 
employees
•
Ethnically diverse total
Gender diversity - broken down by SVP/VP; Director; Manager; All 
employees
•
Total women in management
Governance:
Product Governance:
Regulatory inspections:
•
Total regulatory inspections from all health authorities
•
% of inspections from all regulators with no critical findings or 
official action indicated
•
Total regulatory inspections from FDA/MHRA/EMA regulators 
•
Number of critical/major findings by FDA/MHRA/EMA regulators 
•
Total FDA regulatory inspections
•
Number of FDA observations
•
Number of FDA warning letters
Product recalls:
•
Total product recalls:
•
Total number of Class I external product recalls
•
Total number of Class II external product recalls
•
Total number of Class III external product recalls
FDA product recalls by business and class:
•
Pharmaceuticals business
•
Class I product recalls
•
Class II product recalls
•
Class III product recalls
•
Vaccines business
•
Class I product recalls
•
Class II product recalls
•
Class III product recalls
Register and disclose all human subject research of GSK products:
•
Publicly available trial protocol summaries (register)
•
Publicly available trial result summaries (disclose)
Ethical Standards
•
% of employees and CWs that complete GSK's 2022 mandatory 
training
•
% of employees who believe they "can and do Speak Up if things 
don't feel right" 
•
% of direct high-risk suppliers achieving an EcoVadis score of 40 or 
have an improvement plan in place
# of employees leaving GSK's employment for misconduct in the last 12 
months:
•
Employees who had concerns raised against them (including current 
year and prior year open cases)
•
Employees disciplined for policy violations
•
Breakdown of types of policy violation
•
Employee conduct  
•
Sales and marketing   
•
Product quality  
•
Safeguarding people and information and assets  
•
Employee relations  
•
Research and development and medical practices  
•
Anti-bribery and corruption  
•
Computer and data breach security  
•
EHS and sustainability  
•
Other 
•
Employees who were dismissed or agreed to leave the company 
voluntarily as a result of misconduct
•
Documented warnings
•
Open cases awaiting investigation or a disciplinary decision at year 
end
People Disclosures:
•
Number of fatalities (employees and complementary workers under 
GSK direct supervision)
•
Fatalities (contractors not under GSK direct supervision)
•
Reportable injuries with lost time
•
Reportable illnesses with lost time
•
Lost time reportable injury rate
•
Lost time reportable illness rate
•
Reportable injuries with and without lost time
•
Reportable illnesses with and without lost time
•
Reportable injury rate
•
Reportable illness rate
•
Reportable injury and illness rate
•
Hours worked
•
Overall turnover (%)

52	 GSK ESG Performance Report 2022
March 2023
 
Independent Limited Assurance Report to the Directors of GSK plc 
Independent Limited Assurance Report by Deloitte LLP to the Directors of GSK plc on selected 
Environmental, Social and Governance (“ESG”) metrics (the “Selected Information”) within the Annual 
Report and Accounts and Environmental, Social and Governance (“ESG”) Performance Report for the 
year ending 31 December 2022. 
 
W
What we found: Our assurance conclusion 
Based on our procedures described in this report, and evidence we have obtained, nothing has come 
to our attention that causes us to believe that the Selected Information, as listed below and indicated 
with a * in the Annual Report and Accounts and ESG Performance Report, has not been prepared, in 
all material respects, in accordance with the Applicable Criteria as defined in the Basis of Reporting 
prepared and published by GSK plc at ESG resources | GSK. 
What we looked at: scope of our work (Revised as per the “Other Matters”) section below 
GSK plc has engaged us to provide independent limited assurance in accordance with International 
Standard on Assurance Engagements 3000 (Revised) Assurance Engagements Other than Audits or 
Reviews of Historical Financial Information (“ISAE 3000 (Revised)”) and International Standard on 
Assurance Engagements 3410 Assurance Engagements on Greenhouse Gas Statements (“ISAE 3410”), 
issued by the International Auditing and Assurance Standards Board (“IAASB”) and our agreed terms of 
engagement. 
The Selected Information in scope of our engagement, as listed below and indicated with a * in the 
Annual Report and Accounts and ESG Performance Report is as follows: 
Selected Information 
Units 
Assured Value 
Scope 1 emissions 
Tonnes CO2e 
626,418 
 
Scope 2 emissions – Market Based 
Tonnes CO2e 
88,368  
Scope 2 emissions – Location 
Based  
Tonnes CO2e 
264,677 
Total Scope 1 and 2 Market Based 
emissions  
Tonnes CO2e 
714,786 
Total energy for operations 
GWh 
2,759 
Purchased Renewable electricity  
GWh 
697 
Onsite renewably generated 
electricity  
GWh 
18 
Emissions from use of propellant 
based inhalers by patients 
Tonnes CO2e 
5,428,814 
Total water use at high water risk 
sites  
Cubic metres 
322,275 
Total wastewater discharged  
Cubic metres  
5,905,274 
Total water use 
Cubic metres 
7,516,848

53	 GSK ESG Performance Report 2022
March 2023
 
The Selected Information, as listed in the above table,needs to be read and understood together with 
the Applicable Criteria set out in the Basis of Reporting at ESG resources | GSK. 
Inherent limitations of the Selected Information 
We obtained limited assurance over the preparation of the Selected Information in accordance with the 
Applicable Criteria. Inherent limitations exist in all assurance engagements. 
Any internal control structure, no matter how effective, cannot eliminate the possibility that fraud, 
errors or irregularities may occur and remain undetected and because we use selective testing in our 
engagement, we cannot guarantee that errors or irregularities, if present, will be detected. 
 
The Applicable Criteria as defined by GSK plc within their Basis of Reporting, the nature of the Selected 
Information, and absence of consistent external standards allow for different, but acceptable, 
measurement methodologies to be adopted which may result in variances between entities. The 
adopted measurement methodologies may also impact comparability of the Selected Information 
reported by different organisations and from year to year within an organisation as methodologies 
develop. 
OOther matters 
The initial Selected Information in scope of our engagement included Waste Metrics, as defined below. 
During the course of our work, it became clear that we would be unable to obtain the evidence needed 
to support a conclusion in respect of the Waste Metrics. As described on page 22, management 
concluded that significant remediation is required in the measurement and reporting of Waste Metrics 
and asked us to remove them from the scope of our engagement.   
Waste Metrics are defined as: 
• 
Total circular waste %  
• 
Total waste generated (tonnes) 
• 
Total waste recovered by a circular route (tonnes) 
• 
Total waste sent to landfill (tonnes) 
DDirectors’ responsibilities 
The Directors are responsible for preparing an Annual Report and Accounts which complies with the 
requirements of the Companies Act 2006 and for being satisfied that the Annual Report and Accounts 
and ESG Performance Report, taken as a whole, is fair, balanced and understandable. 
The Directors are also responsible for: 
• 
 Making available all necessary records, correspondence, information and explanations 
necessary to allow the successful completion of the Services; 
• 
Selecting and/or establishing suitable criteria for preparing the Selected Information; 
• 
Measuring and reporting the Selected Information in accordance with the applicable criteria; 
• 
Designing, implementing and maintaining internal processes and controls over information 
relevant to the preparation of the Selected Information that are free from material 
misstatement, whether due to fraud or error; and 
• 
Taking reasonable steps for the prevention and detection of fraud and other irregularities.

54	 GSK ESG Performance Report 2022
March 2023
 
Our responsibilities 
We are responsible for: 
• 
Independently expressing a conclusion as to whether, based on our assurance procedures, 
anything has come to our attention which causes us to believe that the Selected Information 
set out above has not been prepared, in all material respects, in accordance with the applicable 
criteria for the year ended 31 December 2022. 
 
OOur independence and competence 
In conducting our engagement, we complied with the independence requirements of the FRC’s Ethical 
Standard and the ICAEW Code of Ethics. The ICAEW Code is founded on fundamental principles of 
integrity, objectivity, professional competence and due care, confidentiality and professional behaviour. 
We applied the International Standard on Quality Management 1 (“ISQM 1”), issued by the Financial 
Reporting Council. Accordingly, we maintained a comprehensive system of quality including 
documented policies and procedures regarding compliance with ethical requirements, professional 
standards and applicable legal and regulatory requirements. 
W
What we did: key procedures 
We are required to plan and perform our work to address the areas where we have identified that a 
material misstatement of the description of activities undertaken in respect of the Selected Information 
is likely to arise. The procedures we performed were based on our professional judgement. In carrying 
out our limited assurance engagement on the description of activities undertaken in respect of the 
Selected Information, we performed the following procedures: 
• 
Performed enquires and interviews with management to understand how the applicable criteria 
have been applied in the preparation of the selected information; 
• 
Understood internal controls, the quantification process and data used in preparing the 
selected information, the methodology for gathering qualitative information, and the process 
for preparing and reporting the selected information; 
• 
Inspected documents relating to the selected information, including board committee minutes, 
to understand the level of management awareness and oversight of the selected information; 
• 
Considered the risk of material misstatement of the selected information, including analytical 
review procedures; 
• 
Performed procedures over the selected information, including recalculation of relevant 
formulae used in manual calculations and assessment of whether the data was appropriately 
consolidated; 
• 
Performed procedures over underlying data on a sample basis to assess whether the data was 
collected and reported in accordance with the applicable criteria, including verifying to source 
documentation; 
• 
Performed procedures over the selected information including assessing management’s 
assumptions and estimates; 
• 
Performed site visit to a selection of operational sites to understand the processes in place; 
• 
Read the reports and narrative accompanying the selected information with regard to the 
applicable criteria, and for consistency with our findings; and 
• 
Accumulated misstatements and control deficiencies identified and assessed whether 
material. 
The procedures performed in a limited assurance engagement vary in nature and timing from, and are 
less in extent than for, a reasonable assurance engagement. Consequently, the level of assurance

55	 GSK ESG Performance Report 2022
March 2023
 
obtained in a limited assurance engagement is substantially lower than the assurance that would have 
been obtained had a reasonable assurance engagement been performed. 
UUse of our report 
This report is made solely to the Directors of GSK plc in accordance with ISAE 3000 (Revised) and ISAE 
3410 and our agreed terms of engagement. Our work has been undertaken so that we might state to 
the Directors of GSK plc those matters we have agreed to state to them in this report and for no other 
purpose.  
Without assuming or accepting any responsibility or liability in respect of this report to any party other 
than GSK plc and the Directors of GSK plc, we acknowledge that the Directors of GSK plc may choose to 
make this report publicly available for others wishing to have access to it, which does not and will not 
affect or extend for any purpose or on any basis our responsibilities. To the fullest extent permitted by 
law, we do not accept or assume responsibility to anyone other than GSK plc and the Directors of GSK 
plc as a body, for our work, for this report, or for the conclusions we have formed. 
 
 
DDeloitte LLP 
London, UK 
09 March 2023