The American Dream Walt Disneys Cinderella and Ron Howards Cinderella Man

All around us stories abound of how people struggle to attain the American dream. Wherever we go everybody wants to have a piece of this life and as a result, it has been the inspiration behind most of these great achievements in our lives. After watching Walt Disney’s Cinderella and Ron Howard’s Cinderella Man, I became interested to analyze the process of the American dream, how the different genders work towards attaining them and what the society expects of every gender.Advertising We will write a custom research paper sample on The American Dream: Walt Disney’s Cinderella and Ron Howard’s Cinderella Man specifically for you for only $16.05 $11/page Learn More Comparing these two movies one comes to one very important conclusion; that a man has to struggle, act to lift himself and his family from the vestiges of poverty to becoming rich. This status is equaled to the American dream. This is in contrast to the woman, who li ke in Cinderella’s case she is passive and waits for miracles in order to finally live the dream. There are many ways to explain this concept, and many a times people have tried to break it down according to their understanding of the ethos. Listening to stories of big time multi millionaires or even billionaires and how they made it all the way from scratch may not be enough to make one understand the American dream. The real surprise is how the actual dream is attained. Smith describes the American Dream as â€Å"an idea, which suggests that all people can succeed through hard work and that all people have the potential to live happily, astride with their success in life† (Hoobler, 63). This, however, is a short description of what the dream entails, but he fails to mention the other cognitive factors at play that may propel or hinder one from living this dream, for instance gender and the society. There are many viewpoints towards which people relate to this dream; this has been redefined over time courtesy of the ever changing social and cultural norms in the American society. The bigger picture In order for us to gain a broader perspective into the idea that bore the ethos that is the American dream, we first delve into what, when and where it was originally launched. The idea is a philosophy that was founded by America’s forefathers, who enshrined it in their constitution as a matter of declaration of independence (Leo, 12). This philosophy states that â€Å"all men are created equal† and that they are â€Å"endowed by their Creator with certain inalienable Rights† including â€Å"Life, Liberty and the pursuit of Happiness† It is by these virtues that America has identified its statesmen, loyalists, heroes and the people that struggle daily to ensure that America remains the haven it is (Leo, 12). Many other people have tried to define the American dream and expound on their understanding of the philosophy.Advert ising Looking for research paper on history? Let's see if we can help you! Get your first paper with 15% OFF Learn More James Truslow in his definition and understanding of the term explains that with the American dream, â€Å"life should be better and richer and fuller for everyone, with opportunity for each according to ability or achievement† regardless of social class or circumstances of birth† (Hoobler, 24). This is what has motivated the Americans to be the best in what they do, to provide the best to their people and embrace democracy full throttle. In this paper, I will analyze the different mirrors through which gender has played a huge role defining how the male and the female of our species are working towards attaining the dream. To help us bring out the clear disparities that be, which almost always are the societal standards in most cases or rather the path through which man goes through, we shall analyze two different pieces of art. These ar e movies which were presented to various audiences over time, and their main agenda is one; the American dream. The first movie, Cinderella man highlights the struggles man has to go through to get whenever his ambitions and dreams beseech him to be. The other movie called Cinderella was directed by Clyde Geronimi, it highlights and points out the woman’s role in the dream. These two directors lead us through the different experiences and lifestyles the characters have gone through. There are obviously divergent perspectives on issues and the different social expectations they bear although they have one aspect that is common to the both of them; The American dream. This is the real motivation behind their daily struggles, and whatever they pass through in their struggles, it is the promise of the American dream that keeps them strong and going. Walt Disney’s Cinderella In this classic story, we follow the tale of a beautiful girl who undergoes a torturous journey thro ugh life with her step family. She is hated, scorned and despised by even her family members. She is subject to her family’s inclination, whatever it would be. This goes on until when her fairy godmother intercepts and helps her. She makes her meet a handsome bride who comes along her path in life, falls in love and proposes to her. They get married and live happily thereafter. The movie is one of the most famous to have been used through time, and as such has sparked scholars’ interest to read it through, analyze and research on what it is about the book that continues to fascinate people across the different races and generations. Its universality and timelessness have also contributed to its popularity.Advertising We will write a custom research paper sample on The American Dream: Walt Disney’s Cinderella and Ron Howard’s Cinderella Man specifically for you for only $16.05 $11/page Learn More The story is pulled off from f ar- fetched context but the main idea revolves around the American dream. In her books, Disney creates a world that is beyond the real, with bigger parameters about the boundaries of life. It a wonder world, one that critics and fanatics a like claim was the perfect mirror for the American dream. Others just call it the â€Å"perfect American dream† (Ted 13). Though a good number of people (the critics) feel that the world is fake, claiming that it is just a fickle of a persons imagination, it has been a sanctuary of hope and for most the inspiration behind their daily struggles. To the critics, fanatics urge that there is no better presentation or any other means through which the dream has been so deeply yet vividly embodied, they urge that we live at a time when the American dream is getting bigger and bigger yet the platform to attain it is quickly eroding. This is attributed to the fact that the original ideas and the fundamental principals that founded the dream are qui ckly fading away given the changing fortunes of the average American. Through Cinderella, Disney creates in us a platform where we revive our child hood dreams; we revisit our former worlds and the comforts they present in the midst of the confusion that surrounds us. Disney world provides a platform where families, friends and relatives meet once in a while. The comfortable and soothing atmosphere makes them to part with their sorrows and their myriad problems. The movies and the soothing atmosphere provide an ample opportunity for one to revisit his fantasies. Much as Disneyworld is an artificial place, it still attracts people from far and wide, and researchers attribute this to its physicality. It is the people’s imitation of Disney world and their unwavering desire to attain and live the dream that compels them to work so hard (Lloyd, 16). Ron Howard’s Cinderella Man and the American dream Ron Howard has also directed a play that revolves around the American dream . His is a male character who, at the end of everything achieves the goal to see his wife and children live and operate within the world he worked so hard to build (Hoobler, 24). His attainment of the American dream is however different from Clyde’s Cinderella because he has to bear the worst of circumstances and, undergoes the worst of situations to attain it.Advertising Looking for research paper on history? Let's see if we can help you! Get your first paper with 15% OFF Learn More In Cinderella man the play sets out to explore the life of a boxer, James Walter Braddock. Initially, we meet James doing well, he has everything he needs. This, however is short lived since sometime later he loses everything he has thanks to the great depression that swept the region he was operating in then. He lost all he had, but this was not enough to pin him down to poverty, or living a low life; not even a broken limb. To get back on top, to living the life he had; to attain the American dream he had to struggle. In his world there were neither fairies nor fairy tales, it was stark reality staring him right in the face. He had a family that was looking up to him and children who expected much from their father, all these he had to shoulder and get his family back to the top. How the male reaches the American dream Man, according to the above plays and even in life generally, has to struggle and work hard to attain this dream. He shoulders everything if he has a family, and wh en he is just starting to venture out he is exposed to the harsh realities in life (Leo, 33). To fulfill his ambitions he has work from rags to riches. He has to stand against all the odds, whatever society and life brings against him. He is expected to shoulder all these, get married and carry the burden that is his family and maintain the status quo; operate within his class, one of people who have attained the dream. It does not matter how he is faring on health wise, broken limb or not that burden is still his. How the female uses the American dream On the other hand, the woman does not strive as hard to attain the dream. She may be poor and belong to the lowest of classes in the society she operates in, but when she gets married she gets elevated to the man’s position (Ted, 16). She directly inherits the class the man operates in and this therefore becomes her new social class. That is how women are depicted to attain the American dream. When the husband’s fortune s dwindle or somehow they are lost she plunges into paucity with him, and will stay there till the man works his way and lifts himself up to regain his status in the society. The woman around him automatically takes up after the husband, and her lifestyle reflects her husbands. Conclusion From the readings above and the observations made from around, it is clear that the society has clear cut distinctions on how the man and woman attain this dream. It is collective to both genders in that they complete the cycle together, but the man struggles harder to attain it. He then provides this to the wife and family. This is the hallmark of a man’s success in the American society. The woman on the other hand, stays passive patiently waiting for her turn to prosper which then would be brought about by the man’s prosperity (Lloyd, 18). Works Cited Hoobler, Thomas. Captain John Smith: Jamestown and the birth of the American  Dream, 20-65. London: Oxford university press, 2006. Print. Leo, Lemay. â€Å"Franklin’s Autobiography and the American Dream,† Ed. J. A. Leo Lemay and P. M. Zall. 12-33. New York: Perennial-Harper, 2006. Print. Lloyd, Brown. â€Å"The American Dream and the Legacy of Revolution in the Poetry of  Langston Hughes† Studies in Black Literature. 16-18. New York: St. Martin’s, 1976. Print. Ted, Ownby. American Dreams in Mississippi: Consumers, Poverty, and Culture, 1830-1998, 13-16. Utah State UP: University of North Carolina Press, 1999. Print. This research paper on The American Dream: Walt Disney’s Cinderella and Ron Howard’s Cinderella Man was written and submitted by user Punisher to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Bush and Gore The Issues essays

Bush and Gore The Issues essays Presidential elections have taken place every four years for more than two hundred years. This year is no exception. The forerunners in the 2000 elections are Governor George Bush (Republican) and Vice President Al Gore (Democrat). These candidates have strong and different views on many issues such as crime, abortion and energy. Crime is a major concern of all American citizens and has been addressed by the majority of candidates in past elections. Voter.com, a web site designed to keep voters informed on the candidates and their stand points on different issues, state that Al Gore believes that there is no more fundamental responsibility than to make Americans safer and more securein there in their homes, on the sidewalks, and in their communities. Gore also helped pass the three strikes and youre out law. This law was designed to keep career criminals off the streets, expands the death penalty to drug lords, and about sixty additional kinds of violent felons (Al Gore on Issue of Crime/Drugs.) George Bushs view on crime is plain and simple, tough love. Bush firmly believes that criminals should suffer the consequences for their actions. The backbone of Bushs view on crime is the death penalty. While Bush was in office more than 134 criminals were executed on Texas Death Row. Bush is quoted, I su pport the death penalty because I believecapital punishment is a deterrent against future violence and will save other innocent lives (George Bush on Issue of Crime/Drugs.) Abortion is another important issue at the center stage of both candidates campaigns. Gore is pro-choice. He believes that women have the right to choose and plans on making abortion safe, legal, and rare. Kate Michelum, President of the National Abortion and Reproductive Rights Action League, has supported Gore. Michelum stated, Vice Preside ...

Ednah Dow Cheney, Transcendentalist and Social Reformer

Ednah Dow Cheney, Transcendentalist and Social Reformer Known for:  involved in abolition movement, freedman’s education movement, women’s movement, free religion; part of the second generation of Transcendentalists around Boston, she knew many of the well-known figures in those movements Occupation: writer, reformer, organizer, speakerDates:  June 27, 1824 – November 19, 1904Also known as: Ednah Dow Littlehale Cheney Ednah Dow Cheney Biography: Ednah Dow Littlehale was born in Boston in 1824. Her father, Sargent Littlehale, a businessman and Universalist, supported his daughter’s education at various girls’ schools. While liberal in politics and religion, Sargent Littlehale found the Unitarian minister Theodore Parker too radical religiously and politically.   Ednah took a job caring for and tutoring her youngest sister, Anna Walter,  and when she died, friends recommended that she consult the Rev. Parker in her grief. She began attending his church.   This brought her into association in the 1840s with many of the Transcendentalists, including Margaret Fuller and Elizabeth Palmer Peabody as well as Ralph Waldo Emerson and, of course, Theodore Parker and Bronson Alcott. She taught briefly at Alcott’s Temple School. She attended some of Margaret Fuller’s Conversations, meetings that discussed a variety of themes including Emerson’s thought. Through the Conversations, she got to know L ouisa May Alcott. Abby May,  Julia Ward Howe, and Lucy Stone were more  of her friends starting from this period of her life. She later wrote that I always consider that, from the age of twelve, Margaret Fuller and Theodore Parker were my education. Marriage Supporting coeducational training in art, she helped found the Boston School of Design in 1851. She married Seth Wells Cheney in 1853, and the two went to Europe after a tour of New England and the death of Seth Cheney’s mother. Their daughter, Margaret, was born in 1855, shortly after the family returned to the United States, staying in New Hampshire for the summer. By this time, her husband’s health was failing.   Seth Cheney died the next year; Ednah Cheney never remarried, returning to Boston and raising her daughter alone.   Seth Cheneys crayon portrait of Theodore Parker and his wife was given to the Public Library of Boston. Womens Rights She was left with some means, and turned to philanthropy and reform. She helped to establish the New England Hospital for Women and Children, for medical training of women physicians. She also worked with women’s clubs to foster education for women.   She frequently attended woman’s rights conventions,   lobbied for womens rights at the Legislature, and served for a time as vice-president of the New England Womens Suffrage Society. She wrote in her later years that she had believed in the vote for women since she was a school girl. Abolitionist and Freedmans Aid Supporter Cheney’s reform involvements included support for the abolitionist movement.   She knew both Harriet Jacobs, an ex-slave who wrote of her own life and escape from slavery, and Harriet Tubman, the Underground Railroad conductor. Before and after the end of the Civil War, she became a strong advocate for education for the newly freed slaves, working first through the New England Freedman’s Aid Society, a voluntary association that tried to buy the freedom of slaves and also provide opportunities for education and training. After the Civil War she worked with the federal government’s Freedman’s Bureau. She became secretary of the Teachers’ Commission and visited many of the Freedman’s schools in the South.   In 1866 she published a book, The Handbook of American Citizens, to be used in the schools, which included an overview of American history from the perspective of progressive â€Å"emancipation.† The book also included the text of the US Constitution.   Cheney corresponded frequently with Harriet Jacobs after Jacobs returned to North Carolina in 1867. After 1876, Cheney published Records of the New England Freedman’s Aid Society, 1862-1876, mindful of hi story’s need for such documents. She was invited to lecture on the work with freedmen at the Divinity Chapel in Cambridge.   This created a debate at the school, as there had been no women speakers at that venue before, and she became the first. Free Religious Association Cheney, as part of the second generation of Transcendentalists, was active in the Free Religious Association, founded in 1867, with Ralph Waldo Emerson signing on as the first official member.   The FRA advocated freedom of individual thought in religion, an openness to the findings of science, a faith in the human progress, and a dedication to social reform: bringing the kingdom of God through working for the good of society. Cheney, through the years, was often a key organizer behind the scenes, making FRA meetings happen, and keeping the organization functioning. She also occasionally spoke at FRA meetings. She spoke regularly in liberal churches and in Southern congregations, and perhaps if clergy training had been more open to women when she was younger, she would have gone into the ministry. Beginning in 1878, Cheney was a regular teacher at the summer sessions of the Concord School of Philosophy.   She published essays based on some of the themes first explored there.   She was also the first woman to lecture at Harvard’s School of Divinity, not without controversy. Writer In 1871 Cheney published a juvenile novel, Faithful to the Light, which gained some popularity; it was followed by other novels.   In 1881 she wrote a memoir of her husband. Margaret Swan Cheney, Ednah’s daughter, enrolled at Boston’s Institute of Technology (now MIT), among the first women to enter that school, and her entry is credited with that opening of the school to women. Sadly, some years  thereafter, while still a student, she died of tuberculosis in 1882. Before her death, she published in a scientific journal  a paper describing experiments with nickel, including a method of determining the presence of nickel in ore. Ednah Cheneys 1888/1889 biography of Louisa May Alcott, who had died the previous year as had her father, Bronson Alcott, helped bring to life the early Transcendentalist years for another generation. It was the first biography of Louisa May Alcott, and remains an important source for those studying Alcott’s life. She included many passages from Alcott’s own letters and journals, letting her subject speak in her own words of her life.   Cheney, in writing the book, used a diary of Alcott’s during the time her family participated in the Transcendentalist utopian experiment at Fruitlands; that diary has since been lost. That same year she wrote a pamphlet for the American Woman Suffrage Association, â€Å"Municipal Suffrage for Women,† advocating a strategy of gaining the vote for women on issues close to their lives, including school elections.   She also published Memoir of Margaret Swan Cheney, her daughter.   In 1890, she published Nora’s Return: A Sequel to The Doll’s House, her attempt to deal with the feminist themes Henrik Ibsen’s play, The Doll’s House, opened. A number of articles in the 1880s described Emerson, Parker, Lucretia Mott and Bronson Alcott.   Cheney’s writing was not, in its time or since, considered particularly creative, fitting in more with Victorian sentimentalism, but they do give insight into the memorable people and events through which she moved.   She was much respected by her friends in the free religious and social reform movements with which she associated. Looking Back By the turn of the century, Cheney’s health was not good, and she was much less active. In 1902, she published her own memoirs, Reminiscences of Ednah Dow Cheney (born Littehale), reflecting on her life, rooting it in the 19th century. She died in Boston in November of 1904. The New England Women’s Club held a meeting on February 20, 1905, to remember Ednah Dow Cheney, who had been a member.   The club published the speeches from that meeting. Background, Family: Mother: Ednah Parker DowFather: Sargent Smith Littlehale, a grocerTwo older siblings, several younger; in total, four siblings  died in childhood Education: Private schools Marriage, Children: husband: Seth Wells Cheney (artist;  married 1853; artist; died 1856)one child:Margaret Swan Cheney, born September 8, 1855, died September 22, 1882.eight siblings, two sisters and one brother; at least five died in childhood Note: after further research, I corrected a line that was formerly in this biography that had Ednah Dow Cheney as a tutor to Theodore Parkers daughter.   Parker had no children.   The source I used may have misinterpreted a story from  Reminiscences of Ednah Dow Cheney.

The Search for Better Health Essay Example | Topics and Well Written Essays - 3000 words

The Search for Better Health - Essay Example At the start of the twentieth century, researches on this subject had been mushrooming steadily which opened ways for better health practices. One of the pioneers in this field was Frank M. Burnet (Nossal 108). Frank Macfarlane Burnet was an Australian virologist and Nobel Prize winner recognized for his contributions to the field of immunology. He conducted ground-breaking research on bacteriophages and viruses at and served as director of the Walter and Eliza Hall Institute. His virology research led to considerable impact related to discoveries on the nature and replication of viruses and their interaction with the human immune system. He was deeply involved in immunology research, more specifically in the theory of clonal selection which illustrates how lymphocytes choose antigens for destruction, which provided the experimental background for the induction of immune tolerance. His contributions in this field also set the platform for the development of protocols for solid organ transplantation and vaccination. He contributed important knowledge related to influenza research which included techniques for growing and studying the virus and hemagglutination assays. Apart from his discove ry of neuraminidase he also worked on the genetic control of virulence. He also wrote a monograph entitled "The Production of Antibodies," which was later revised with co-author Frank Fenner in 1949. This book was considered as a key publication in the field of immunology. It contained the essential demonstration of the shift on the science of immunology from a chemical point-of-view to a biological one. Furthermore, it is this work where he introduced the model of 'self' and 'non-self' to immunology. Using his concept of the said model, he formulated the hypothesis of 'autoimmunity" which is a situation wherein the body produces antibodies against its own components and consequently, the idea of immune tolerance. Through his model called clonal selection, he expanded current knowledge on immunology by proposing that each lymphocyte possess on its surface specific immunoglobulins mirroring the specificity of the antibody which will be produced later one the cell is stimulated by an antigen. According to him, the antigen functions as a selective stimulus for the proliferation and differentiation of clones that possess receptors for that antigen. Such was the impact of Frank M. Mcfarlane to the field of immunology and vaccination (Nossal 108). Epidemiological Studies on Non-Infectious Diseases Every public health organization must have extensive and up-to-date information regarding diseases and health indicators to be more prepared and armed in the dispersal of control and preventive measures. This implies the conduct of epidemiological studies which involve efficient collection and analysis of large amounts of data related to public health. Information that can be generated from this activity will be very helpful in the causal identification of non-infectious diseases and for the formulation of health programs by the local and the national government (Stroup & Teutsch 312). Epidemiological studies are based on systematic and instructive surveillance of the health of the general public which requires careful statistical analysis. To be able to establish an effective non-infectious

Power point presentations PowerPoint Presentation

Power point presentations - PowerPoint Presentation Example PowerPoint format has limited ability to accommodate relatively large information per slide. Besides, the graphical and statistical holds marginal content, which encourages bulleting form of presentation (Doumont 67). PowerPoint is criticized for its inability to allow for faster information transfers, and bogging down of the viewers or presented following the saturation of the slides. According to Tufte (5-6) in his theory referred to as â€Å"cognitive style of PowerPoint†, he asserts that the biggest crime leveled against bulleting presentation is the ability and tendency to â€Å"dilute thoughts†. He criticized PowerPoint because bullets were profound of disorganizing speakers while encouraging generic, simplistic and superficial thinking, which in turn ‘make us stupid’. The same sentiment were echoed by Harvard Business Review, by indicating that bullet statements are incomplete as it fails to state the critical assumptions as well as leaving the relationship unspecified. PowerPoint presents data in a monolithic manner which is historically outlined in a basic linear relationship and is generally acceptable. However, given the complexity of the results, the outcomes should be determined in a more complex multi-linear relationship. PowerPoint presents limited ideas and concepts which potentially limits the smooth flow of information. Tufte proceed by pointing out that in general, all the slides used by PowerPoint have a limited rate of information transfers compared to formal talk since a normal slide can only show a maximum of forty words, which only constitute eight seconds of any reading material (Tufte 16). Though this may be a significant tool of jarring the memory and organizing talks, the content is inadequate in case of a complex budget argument, solving non-linear multifaceted issues and intricate problems. In conclusion, the adoption of cognitive style of bullet presentation in our learning institutions is a

A view from the bridge Essay Example for Free

A view from the bridge Essay Upon hearing the story of Vinny Bolzano in the first scene of the play, we are immediately introduced to the aggression of Sicilian justice, and are given a glimpse of events that are to unfold. After Beatrice has told Catherine the story of Vinny Bolzano, Eddie exclaims On his own Uncle! , expressing disgust that anyone could possibly do such a thing to a relative under any circumstances. At this point in time it is totally out of Eddies character to go to the immigration authorities, at this time in the play he would not even think about it, but he is later driven to it by what he feels to be a personal tragedy on an epic scale. This tells us that when Eddie informs the authorities he knows exactly what effect this will have on him; he knows of his inevitable fate after word gets out. The Sicilian values of justice are totally separate and exempt from American law. In some ways it is more lenient; it does not condemn Marco for killing Eddie because of two things; firstly, Eddie reported him to the authorities, and secondly, he won in a fair duel. Nevertheless, as we see, its sentences are far harsher. Sicilian justice is not even a harsher version of American law. As we hear from Alfieri at the beginning of the play, in Sicily, from where there fathers came, the law hasnt been a friendly idea since the Greeks were beaten. It is totally separate and in direct opposition. Sicilian justice demands that Italian-Americans help immigrants and pay money for them. American law is exactly the opposite. Alfieri sums up the idea of justice in his opening lines, Oh, there were many here who were justly shot by unjust men. This shows the idea that these gangsters, despite being criminals, shot men justly as far as Sicilian justice goes. Alfieri is the bridge between the Sicilian justice (in so far as he is an Americanised Sicilian, experienced enough to see Eddies fate), and American law (in that he is a lawyer). Moreover, he is a bridge between the two cultures. He acts within the bounds of American law, generally on behalf of the immigrants, who distrust him because he has made the step up into an American job, and therefore American money and lifestyle. Due to the range of Alfieris experience, he is also the bridge between the characters and the audience. Alfieris role as a bridge in the play, and the very essence of the play as a clash of cultures is perfectly shown in Alfieris first narration at the very beginning of the script. Firstly, Alfieri introduces the idea of the Sicilian way of life in America, and addresses the issue of Sicilian justice, referring to the 1920s and 30s gangsterism in a tone suggesting the glory days. Still, Alfieri claims that now they are quite civilised, quite American, and that his practice is entirely unromantic and then of course he moves into the story of Eddie Carbone, an illustration of how Sicilian ways are still dominant to this civilised and American culture. The play A View from the Bridge is about a clash of cultures, or perhaps more about the effects of mixing two cultures into the American cultural melting pot, and the clashes this causes between the cultures. The plot of the play itself is more about the personal tragedy between a parents incestuous love for his daughter, and a girl who is growing up to become a young woman and wants to behave in accordance with her womanhood. This is the subject of the play, rather than the clash of the cultures, this is not to say that the culture difference is not relevant, on the contrary, it is a main theme of the play, but it only aggravates the personal problem. It confuses Eddies situation, as he is obviously more in favour of Sicilian values, but finds his personal situation with regard to Catherine threatened by Sicilians, and therefore has to resort to using American culture to neutralise the situation. It makes the divide that Catherine has to cross into womanhood much greater, making it necessary not only to become a woman from her childhood under Sicilian ideas, but also to become a fully, modernised, Americanised, independent woman. In addition, it supplies Eddie with a method of solving his personal problem, if in a rather extreme manner. It makes the consequences of doing so much more dramatic. The personal tragedy suffered is fuelled by great love, which leads to insanity, giving the play the qualities of a Greek tragedy, if not a somewhat contemporary Greek tragedy. Matt King Page 1 Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Arthur Miller section.

Concusions in Athletes Essay examples -- Sports

In recent studies, it has been found that concussions resulting from athletics are becoming increasingly dangerous while at the same time given less consideration. Sports related mild traumatic brain injuries in children have increased by sixty percent in the last decade. Approximately 173,285 cases of mild traumatic brain injuries relating to sports are treated each year in U.S. emergency departments (CDC). One may ask just what exactly a concussion is. A concussion can be defined as a clinical syndrome characterized by immediate and transient impairment of neural function, such as alteration of consciousness, disturbance of vision, equilibrium, etc., due to mechanical forces (Roy/Irvin, 142). The brain is made up of a â€Å"tofu-like† substance which can impact against the rigid walls of the skull, causing a change in neurological function and more. Basically, a concussion is when the head or body suffers a blow and the brain gets â€Å"sloshed† around causing it damage (Roy/Irvin, 142). There are many ways that a person can obtain a concussion. Concussions could be a result of a car accident or an unexpected fall. In sports, they are usually caused by a direct blow to the head. This can happen when a bat, hockey stick, or any type of ball strikes the head. It can also happen when a player comes in contact with another player, as in tackling during football. A concussion could also be a result of colliding with a stationary object, such as a post or wall (Children’s Memorial Hospital). The most important and also the most difficult process of a concussion is recognizing one. Some athletes will experience obvious signs and symptoms of a concussion and others will have none. Each human brain is very different which makes recognition ver... ...p://www.childrensmemorial.org/depts/sportsmedicine/concussion-in-sport.aspx>. Faul, M., L. Xu, and VG Coronado. "CDC - Traumatic Brain Injury." Centers for Disease Control and Prevention. Centers for Disease Control and Prevention, 2011. Web. 01 Feb. 2012. . Gupta, Sanjay. "Sports Concussion - Protecting Youth Athletes from Concussions..." SportsConcussions.org | Concussion Testing Made Simple. 2011. Web. 12 Jan. 2012. . McBride, Tiffany. "Concussions in Sports." E-mail interview. 19 Jan. 2012. Roy, Steven, and Richard Irvin. Sports Medicine: Prevention, Evaluation, Management, and Rehabilitation. Englewood Cliffs, NJ: Prentice-Hall, 1983. Print. Valovich McLeod, Tara C. "Concussions: Cognitive Rest." Athletic Therapy Today 2010: 1-4. Web.

Estee Lauder: Integrated Marketing Communications plan Essay

Executive Summary The purpose of this situation analysis is to identify internal and external factors that will have an impact on Estee Lauder’s integrated marketing communications program (IMC). A situation analysis is necessary to determine the position Estee Lauder is currently occupying, in terms of finances, promotional strategies, product range and brand image. A thorough analysis will help identify any opportunities and potential threats that the company may come across and the effect that these opportunities and threats will have on their new IMC program. Strengths and Weaknesses will also be identified and taken into account as the new IMC program is developed. As part of the internal analysis Estee Lauder’s past promotional mix strategies will be assessed and evaluated. Strengths and weaknesses will also be evaluated in terms of brand image and the products and services they offer were also identified. Estee Lauder’s current promotional strategy has a strong focus on advertising in sources of print media within media relevant to its target market such as fashion magazines including, Harper’s Bazaar and In Style. Personal Selling also plays a dominant role in Estee Lauder’s current IMC strategy. The use of the Internet and Direct marketing has played a minimal role in Estee Lauder’s IMC program for Australia. This was identified as a weakness but also as a potential opportunity to expand and use these promotional tools in their future IMC program. Other weaknesses were based around poor and inappropriate promotional strategies for reaching their intended ‘youth’ market and consumers in their twenties. Brand image, price, package and product design were seen as being â€Å"too old† for the targeted younger consumer. The new IMC program will be focused on overcoming these weaknesses and on reaching the younger audience in the most effective way. Strengths such high levels of brand awareness, trust and a strong position in the market place have been Identified and utilised in the future IMC program. The external analysis involved gaining insight regarding customers and competitors. A pilot study was conducted among 18-25 year olds regarding  their perceptions and experiences with Estee Lauder in order to develop a more in-depth analysis of Estee Lauder’s customer base amongst young Australian females. Competitor Analysis required thorough research into the strategies and positions of Estee Lauder competitors in the market place. Major competitors included Loreal and Revlon, their strengths and weaknesses were identified and will be considered during the development of Estee Lauders new positioning strategy. Although a company has little or no control over their external environment an effective marketing communication strategy will anticipate such conditions and respond to them sufficiently. Estee Lauder needs to consider socio-cultural forces such as consumers increasing concern regarding animal testing among other environmental and social issues. They must also be aware of the adverse affects on the IMC program that will occur if any social expectation are breached or if any legal or political regulations are breached. The environmental analysis also identifies the opportunity for growth due to the trend in overall retail growth and specifically cosmetic growth in Australia today. If the following factors are considered Estee Lauder have the opportunity to develop an effective IMC program that will strengthen its brand and allow them to expand into the younger market as they have been aspiring to do. Industry and Company Information Estee Lauder is a market leader in the cosmetics and skin-care industry. This market is highly competitive and rapidly expanding, with competitors continually entering the market. They offer a range of cosmetics, fragrances and skincare products. Estee Lauder is a well established brand since 1946 and has grown into a parent company for many well known skincare and cosmetics brands. These include MAC, Clinique, Stilla, Aveda and Bobbi Brown. This situation analysis will focus on Estee Lauder as a consumer brand and not the EL Companies empire as a whole (see appendix 1). Internal Analysis Today, Estee Lauder has a solid customer base in many countries including the USA, UK, Asia and Europe. Estee Lauder’s and Clinique’s combined sales made up 40% of the total cosmetics market share, with Lancome (owned by competitor L’Oreal) holding the third largest market share, with 13% of the cosmetics market (Bittar, 2002, p.29). Over the past five years, Estee Lauder’s sales have slowed, allowing for Clinique, Estee Lauder’s sister brand to gain market share, replacing them as number one brand in department store sales (Bittar,2002,p.29). Currently Estee Lauder’s primary objective is reposition themselves as the consumers first choice for cosmetics. In order to achieve this objective Estee Lauder need to analyse current marketing efforts and identify opportunities for further expansions that will increase and improve the reputable Estee Lauder brand. Pricing Strategies Estee Lauder’s prices are at the higher end of the price scale within the cosmetics market. This is consistent with many of Estee Lauder’s direct competitors namely Lancome and Dior along with other subsidiary brands including MAC and Stilla. Their prices are set 20-35% above the price points of Clinique products. Current RRP prices for various Estee Lauder products can be found in appendix 2. Review of Firm’s previous promotional programs o Advertising – Print media is the current primary advertising medium for Estee Lauder. Some of the main channels include fashion and lifestyle magazines such as Harper’s Bazaar, Vogue, In Style, Marie Claire, Cleo and Cosmopolitan. These magazines are targeted toward females with various lifestyles and levels of disposable income however they are all image conscious and is appealing to Roy Morgan’s visible achievement segment and those who aspire to be part of this group (Mindset, 1998) (See appendix 3). Estee Lauder has been featuring Liz Hurley as the face of their cosmetics for the past seven years and has proven successful in endorsing their  prestigious brand of cosmetics, fragrances and skin-care, (Bittar, 2002). Estee Lauder’s current models infuse â€Å"the brand with energy, vitality and modernity† and aiming to â€Å"connect the brand with consumers† (Staff Report, 2003). Last financial year, EL companies allocated $US56 million to advertising to promote the core Estee Lauder brand. This figure has been consistent over the past five years and is the largest advertising figure of any EL Company. o Internet – Estee Lauder have not utilised the internet within the Australian marketplace. Their current website is targeted towards the U.S, European and Asian markets. It does not provide Australian consumers with a customised information source regarding available products and new company developments. o Sales Promotion – Estee lauder endorses its distributer such as Myer and David Jones with promotional gift packs as an incentive to spend as certain amount of money or buy a specific product. They uphold their prestigious image by seldom discounting their products. Sampling promotion has also been used successfully to promote new products and allow consumers to experience the product first hand, without having to commit to a purchase.However, this has not been successfully used for Estee Lauder’s recent release of â€Å"Pure Colour† range of eyeshadows and lip gloss’s. Pilot research conducted found although this new range is targeted towards the younger market, it is still not being recognised as the brand of choice for 17-25 year olds (see appendix 4 & 5). o Personal Selling – All Estee Lauder sales consultant are specifically trained and have high levels of product knowledge. Cosmetics is a high involvement purchase and therefore requires consultants to have an in depth knowledge of all products offered by Estee Lauder. o Direct Marketing – Currently Estee Lauder are not using the internet for direct marketing sufficiently. Department stores often send promotional brochures to opt in mailing list clients if new products are released or  special offers are available. Assessment of relative strengths and weaknesses of product and brand Estee Lauder as a brand  · Strengthes – High brand awareness – High brand recall – Trusted brand – High perceived quality – High Brand Equity – Good customer service – Perceived as prestigious brand  · Weaknesses – Communication Strategy not in line with target market – Price of products too high to allow for repositioning into young market – Brand perceived as â€Å"too old† for target market – Products not designed for younger market (i.e. anti-ageing moisturisers) – Package design for mainstream product lines not innovative and modern, sending conflicting messages and confusing consumers  · Opportunities – Possible expansion into younger mass markets – Ability to pursue an online strategy to enhance their marketing communications by introducing online catalogues and creating a direct marketing database. – Ability to establish themselves as the leading cosmetics brand in other markets including Australia, specifically targeting 20-30’s market and the youth segment. – Creation of new communication strategy to build upon existing brand strengths and reputation. – Opportunities for co-branding to reach untapped markets.  · Threats – Losing existing customer base i.e. older market due to new market direction – Possible confusion for consumers regarding mixed promotional messages targeting the young and older market i.e. strategies are not integrated – Losing market share – Deterioration of perceived brand quality and prestige due to changing the promotional strategies to suit the younger market – Potential loss of revenue as a result of decreasing product prices to attract the younger customers Competitive Analysis As Estee Lauder redirects their focus from the older aged females to those in  a younger age bracket, they encounter a different group of competitors. These competitors operate in the mass market of cosmetics and skin care. Each brand is continually challenged to apply a successful integrated marketing plan so as to maintain and/or increase their share of the market thus creating a high level of competition for Estee Lauder. Direct Competitors Revlon and Loreal Paris are both mid-range cosmetics brands that represent Estee Lauder’s biggest threats. They are direct competitors of the traditional EL Company brand as the quality, price and packaging of their products are more appealing to the younger market. Recent annual 2000 figures showed Revlon making $1,491,600,000 alone in cosmetics sales and Loreal with $12,051,000,000 from cosmetic and skin-care sales combined (http://www.sharelearn.com/520samp.html). Estee Lauder presently generates $2,700,000,000 in the prestige market, and can largely be attributed to a higher gross margin in retail prices (http://www.myneweconomy.com/articles/020703/estee.htm). Indirect Competitors Estee Lauder’s indirect competitors or product substitutes consist only in skin-care and not in cosmetics. Face-moisturizers and cleansing products are not yet specifically designed or even targeted towards younger women and appear to still target mature-age women. In which case, Loreal Paris’ offering of skin-care products specifically designed to nourish the skin of young women, offers a substitute for those products not catered for by Estee Lauder. Message and Media Strategies used by Competitors  · Loreal Paris Evidently, Estee Lauder’s primary competitor is Loreal Paris because both are competing for leading positions in the skin-care and cosmetics market. The  Loreal Paris brand was developed for infiltration into the mass market and targets young females who desire high-quality, innovative and fashion-forward beauty products at affordable prices (http://www.lorealparisusa.com/frames.asp#aboutloreal/page_a.asp). Their promotional campaign ‘Because I’m worth it’ (http://www.lorealparisusa.com/frames.asp#aboutloreal/page_a.asp), has proven to be a success in terms of their efforts to communicate a modern and self-confident message to their target audience. They have used a number of international spokespersons including Andie McDowell, Laetitia Casta, Heather Locklear, Vanessa Williams, Virginie Ledoyen, and Milla Jovovich (http://www.lorealparisusa.com/frames.asp#aboutloreal/page_a.asp), all famous actors and models, to endorse the quality of Loreal Paris products and give young females an image to aspire to. Using a range of international faces allows Loreal Paris to target the cultural youth market because it promotes a wide cosmetics range suiting any skin colour and image. This allows them to expand their target market and remain competitive.  · Revlon Revlon also has a similar marketing approach as Loreal Paris. Their corporate strategy aims to offer young women a sense of ‘glamour, excitement and innovation’ (http://www.revlon.com/corporate/corp_ca_history.asp) when using these cosmetics. They have recently launched their new face for the Revlon brand ‘Halle Berry’ a famous U.S. actor, whom exerts an independent, confident and sexy young image for women of today. By using this one spokesperson, they have created a unique identity for the brand and encourages the younger market to use the Revlon products so they can be perceived in the same way. This consistent image associated with the brand gives consumers an easy product recall whenever they see her in movies, billboards, magazines and other channels of advertising. Key Benefits of Competitors and their Positioning Relative to Estee Lauder’s  · Loreal Paris – has established its brand name in the market place since 1907 and therefore high brand awareness – large budget committed to R&D and ability to be on the edge of cosmetic technology – have been targeting the younger mass market for years and are therefore trusted in their quality of beauty products and known to sell at affordable prices – is the global cosmetics leader with 16.8% market share – product offering is extended to hair colouring, cosmetics, skin care and styling aids thereby enhancing brand recognition  · Revlon – has established its brand name in the market place since 1932 – have been targeting the younger mass market for years and are therefore trusted in their quality of beauty products and known to sell at affordable prices – ranks 4th in the top ten global cosmetics leaders with 7.1% market share – product offering extends to personal care (eg. Nail polish), fragrances, cosmetics thereby enhancing brand equity  · Estee Lauder – has the opportunity to penetrate the youth mass market with years of marketing and operating expertise in the cosmetics industry – is currently ranked 2nd global cosmetics leader – extensive economic resources to conduct R&D – has economies of scale because of the size of its pre-existing operation – trusted as a prestigious quality brand – family controlled enterprise allows for consistency in marketing and management decisions although no evidence to support this observation Consumer Analysis Cosmetics is a luxury product and involves a high level of involvement from the consumer (Schiffman et al, 2001). When purchasing cosmetics and skincare, consumers want to be sure that the products they are purchasing are safe and will not harm their skin . Estee Lauder has identified this need and has catered for this by decreasing the risk involved when purchasing cosmetics at pre-purchase, purchase and post-purchase stage. Experience at Point of Purchase Estee Lauder Australia is the third country to undergo dramatic transformations in the appearance of their counters in department stores (King, 2003). The new counters are brightly coloured and have interactive displays, which allows passers by to test products at their own discretion without having to consult Estee Lauder staff. However should assistance be required with any of the products, there are always friendly, knowledgeable staff to assist potential customers. All consultants are thoroughly trained and have extensive knowledge about all product lines. This professionalism enhances to the consumer’s experience of Estee Lauder at the point of purchase as they learn more about specific products and their skin type as well. The revitalised counters are a real feature now as they are by far the brightest and most elaborate in major department stores (namely Myer/Grace  Bros and David Jones) in comparison to any of its direct or indirect competitors and creates a salon like experience for the consumer (Gold Coast Bulletin, 2003). Buyer Roles and Cosmetics Unlike products such as fragrances where the buyer is not the user, the majority of the time, cosmetics buyers are the users of the product. Although, this does differ around increased purchase periods such as Christmas, Easter, Valentine’s Day and Mother’s Day when the buyer (i.e. husbands and boyfriends) are not the end users of the cosmetics. Estee Lauder has identified this and designed their promotional activity accordingly. All advertising (predominantly instore promotion and print media) features young attractive women, that many purchasing the product would see as an aspirational figure. The more youthful Carolyn Murphy featured in the current advertisements provides the younger market that Estee Lauder is currently trying to conquer, a face that they can relate to (as opposed to Elizabeth Hurley, who Estee Lauder felt was too old for the younger market). Perception of Estee Lauder The perception of Estee Lauder amongst younger people is that it is a brand for â€Å"older people† (The Nation, 2003). This perception of the brand will clearly take an extended period of time to change, however with the current steps undertaken by Estee Lauder, they are well on their way to turning this around (see appendix 7 for Kapferer analysis of perception of Estee Lauder). As the pilot research conducted depicted, Estee Lauder’s products are priced too highly for the younger market to purchase. If they do wish to conquer this market successfully, they will have to consider pricing options on certain product ranges to make it more affordable to the target market (See appendix 8). Whilst Estee Lauder is priced too highly for people in this age bracket, they still view the brand as fashionable, as results of the pilot research study concluded (see appendix 9). Environmental Analysis Social/Cultural In recent years consumers have developed a heightened awareness of social and environmental conditions such as animal testing. Many consumers hold strong views towards animal testing and do not want to buy products that have caused animal suffering. Consequently consumers often want to acquire company information regarding animal testing before they buy the product, many cosmetic companies including Estee Lauder shy away from this controversial topic and provide confusing and ambiguous statements regarding the topic as they are guilty of continuing animal testing but wish to avoid public opposition (http://www.buav.org/pdfs/cosmetic_experiments_-_bluf.pdf). As well as being environmentally friendly consumers expect their brands to be socially responsible and to give back to the community. This force gives Estee Lauder the opportunity to sponsor charities that are important to their target market. Any sponsorship should form an integral part of Estee Lauder’s IMC to promote the brand as being socially aware and responsible.. If a customer perceives a brand as being socially irresponsible they will often remove the brand from their evoked set and not even consider them in any of their future purchase decisions. Political / Legal There are many political and legal obligations that Australian cosmetic companies must comply with in order to protect consumers. â€Å"The public has the very reasonable expectation that cosmetics should be safe to use as directed on the label and as people would normally expect to use such products† (www.ASCC.com.au). All cosmetic companies selling their products within Australia must comply with all Australian Safety Regulations. Cosmetic companies must also comply with the Trades Practices Act among other regulations and legislation regarding product safety and ingredients (www.ascc.com.au). These rules and regulations have enormous implications for Estee Lauder and other cosmetic companies in Australia. It is imperative that these regulations are followed as court action can be seriously detrimental to the company financially. Further more, bad publicity as a consequence of not following such regulations can cause irreversible damage in terms of the reputation of the brand. Technological Due to technological advancements there is a lot more information available to the consumers regarding the safety and effectiveness of cosmetic products and the ingredients within them. Due to the amount of scientific information and studies available to them, consumers have developed a very sceptical attitude towards cosmetic brands and their products. The implication for this is that Estee Lauder must provide consumers with as much information and as much proof regarding product effectiveness as possible in order to facilitate the buying decision process. Technology has also worked in favour of Estee Lauder as they have been able use technology to create new innovative products in attempt to gain competitive advantage. Economical Changes on the economy could also have a strong impact on cosmetic sales. Cosmetics are categorised as a luxury item so when the economy is down and consumers have less buying power cosmetics would be among the first product categories to suffer. After the events of September 11 sales dropped to a virtual standstill resulting in the worst holdiay season for American retailers in years (Bittar,2002). However currently Australian retail sales has experienced strong growth since May 2003 (www.abs.com.au) (See Appendix 10). In 1998-99 $4.1 billion was spent on cosmetics, perfumes and toiletries (www.abs.com.au). These statistics indicate it is a healthy growing industry giving companies the opportunity to increase sales and expand product lines.

Different in B2B vs B2C Advertising Essay

With the ever improving age of technology I think business has made tremendous strides to get on board. Because of the internet,business all over the world has had to make a change in the way they do business in order to keep their present customers and draw in new ones. The economy today is out of control with the cost of everything being extremely high especially gas and diesel fuel but because of technology business are able to reach more customers to try to get their business. The supply chains of B2C to B2B and uniquely differently. A supply chain occurs when a product or service is initiated and proceeds thru all the steps to the final objection. For example when a student inquires with the University of Phoenix from a link they clicked on the internet, the supply chain starts by the automation process that is in place, taking the student to the process in which they are connected to the pre-screening representative then to the enrollment representative who in turn takes the student thru the steps of the application process in order to enroll the student. The process of this supply chain is repetitive once the student makes the initial contact to start it. The difference between the B2C and B2B are in a since similar but different. I would say the primary difference being the avenues a product has to take before reaching the intended destination. B2Chave less avenues to travel versus that of B2B or example, the purchase of a computer through the Dell website, the avenues for the consumer are that of the website to choose the one that best fits their needs as they are dealing directly with the company to purchase the product. On the B2B side it would be the supplier Dell selling their products to the local dealers such as Best Buy, Fry Electronics, or Wal-Mart, the consumer will be getting the product from the second source and not dealing directly which makes the cost of the product more expensive. So with B2C if the transaction went smoothly and error free the customer will probably tell someone about the experience and more than likely be a repeat customer. Conclusion With this being said it is obvious that the supply chains of both have evolved and have advanced to another level because of technology but yet still is challenging and still different in many aspects. Either is still successful and has generated growth in the economy because of the growing improvements with technology.

Gsk Case Study Essays

Gsk Case Study Essays Gsk Case Study Essay Gsk Case Study Essay Kline Public Relations Plan Case Study GlaxoSmithKline Healthcare Reform Accessibility to Medicines: Public Relations Plan Case Study by Jill Leigh Bullock Leigh Publishing Publicist WVU Graduate Student To Learn More About Leigh Publishing Contact [emailprotected] com RI? FH www. leighpublishing. com Case Study Public Relations Plan provided in conjunction with the Perley Isaac Reed School of Journalism Integrated Marketing Communication Master’s Program at West Virginia University Integrated Marketing Communications 618: Public Relations Dr. Debra Davenport October 26, 2009 GlaxoSmithKline Public Relations Plan Case Study Page 1 GlaxoSmithKline Public Relations Plan Case Study Page 2 GlaxoSmithKline Public Relations Plan Case Study Page 3 GlaxoSmithKline Public Relations Plan Case Study Page 4 GlaxoSmithKline Public Relations Plan Case Study Page 5 GlaxoSmithKline Public Relations Plan Case Study Page 6 GlaxoSmithKline Public Relations Plan Case Study Page 7 GlaxoSmithKline Public Relations Plan Case Study Page 8 GlaxoSmithKline Public Relations Plan Case Study Page 9 GlaxoSmithKline Public Relations Plan Case Study Page 10 GlaxoSmithKline Public Relations Plan Case Study Page 11 GlaxoSmithKline Public Relations Plan Case Study Page 12 GlaxoSmithKline Public Relations Plan Case Study Page 13 GlaxoSmithKline Public Relations Plan Case Study Page 14 GlaxoSmithKline Public Relations Plan Case Study Page 15 GlaxoSmithKline Public Relations Plan Case Study Page 16 GlaxoSmithKline Public Relations Plan Case Study Page 17 GlaxoSmithKline Public Relations Plan Case Study Page 18 : GlaxoSmithKline Public Relations Plan Case Study Page 19 GlaxoSmithKline Public Relations Plan Case Study Page 20 GlaxoSmithKline Public Relations Plan Case Study Page 21 GlaxoSmithKline Public Relations Plan Case Study Page 22 GlaxoSmithKline Public Relations Plan Case Study Page 23 GlaxoSmithKline Public Relations Plan Case Study Page 24 GlaxoSmithKline Public Relations Plan Case Study Page 25 GlaxoSmithKline Public Relations Plan Case Study Page 26 GlaxoSmithKline Public Relations Plan Case Study Page 27 GlaxoSmithKline Public Relations Plan Case Study Page 28 GlaxoSmithKline Public Relations Plan Case Study Page 29 GlaxoSmithKline Public Relations Plan Case Study Page 30 GlaxoSmithKline Public Relations Plan Case Study Page 31 GlaxoSmithKline Public Relations Plan Case Study Page 32 GlaxoSmithKline Public Relations Plan Case Study Page 33 GlaxoSmithKline Public Relations Plan Case Study Page 34 GlaxoSmithKline Public Relations Plan Case Study Page 35 GlaxoSmithKline Public Relations Plan Case Study Page 36 GlaxoSmithKline Public Relations Plan Case Study Page 37 GlaxoSmithKline Public Relations Plan Case Study Page 38 GlaxoSmithKline Public Relations Plan Case Study Page 39 GlaxoSmithKline Public Relations Plan Case Study Page 40 GlaxoSmithKline Public Relations Plan Case Study Page 41 GlaxoSmithKline Public Relations Plan Case Study Page 42 GlaxoSmithKline Public Relations Plan Case Study Page 43 GlaxoSmithKline Public Relations Plan Case Study Page 44 GlaxoSmithKline Public Relations Plan Case Study Page 45 GlaxoSmithKline Public Relations Plan Case Study Page 46 GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 Page 47 Do more, feel better, live longer August 2009 Interim Update Updates to information in our 2008 Corporate Responsibility report published in March 2009 have been inserted into the relevant sections of the report and are highlighted in blue boxes in a similar style to this text. Our responsibility 980 Great West Road, Brentford, Middlesex, TW8 9GS, UK Tel: +44 (0)20 8047 5000 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 48 Corporate Responsibility Report 2008 Contents You have downloaded the full Corporate Responsibility Report 2008. Corporate responsibility at GSK Message from the CEO Our Corporate Responsibility Principles Business case for corporate responsibility Our key issues Corporate responsibility governance Stakeholder engagement About our reporting Benchmarking Assurance and internal audit Corporate responsibility data summary Resources and downloads 4 6 8 10 11 13 21 23 25 27 30 Research practices Emerging technologies – Cloning technology and stem cell research – Genetic research – Collaborative research on emerging technologies Animal research Human tissue research Medical governance Clinical research – Planning and approval – Informed consent – Post-trial treatment – Clinical trials in the developing world Public disclos ure of clinical research Patient safety – Patient safety governance framework – Collecting and reporting safety data – Performance 0DLQWDLQLQJ WKH FRQ? GHQWLDOLW of research participants Working with healthcare professionals Training and auditing Case studies QAs 104 105 106 107 108 109 115 116 117 118 119 120 121 122 125 126 127 132 133 134 135 138 140 Contribution to global health The cost of disease The role of vaccines Treating ill health Disease awareness and prevention Investing in RD RQWULEXWLQJ WR VFLHQWL? F XQGHUVWDQGLQJ 3UHSDULQJ IRU SDQGHPLF AX QAs 31 32 33 35 39 44 46 48 51 Access to medicines Our approach and contribution The role of others Developing countries – Research and development – Public-Private partnerships – Product registrations – Preferential pricing – Pricing in middle-income countries Developed countries Pricing our medicines Intellectual property The future Response to assurance recommendations Case studies QAs 53 55 57 59 60 71 73 75 79 86 88 89 93 96 98 101 Ethical conduct Code of Conduct and business ethics Marketing ethics – Relationships with healthcare professionals – Direct-to-consumer advertising Training and awareness – Leading by example – Performance and plans Monitoring and compliance Case studies QAs 42 143 145 147 151 154 156 157 159 163 165 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Corporate Responsibility Report 2008 Contents Page 49 Supply chain Responsibility and our supply chain – Human rights clause – Choosing suppliers – Monitoring and engagement – Supplier diversity – Fair treatment of suppliers Maintaining quality Security of supply Counterfeiting Case studies QAs 67 168 170 171 172 176 178 179 180 181 184 185 Our people Our culture and behaviours Restructuring Consultation Communication Diversity and inclusion Training and development Reward and recognition Health, safety and wellbeing – Health and safety management – Hazard assessment and communication – Safety programmes – Health and wellbeing programmes – Health and business continuity – Training and awareness – Performance Case studies QAs 255 57 258 259 260 263 267 269 270 271 273 275 278 280 281 282 288 290 Environmental sustainability Plan for excellence – Targets – The journey to sustainability Man aging EHS and sustainability – EHSS vision and policy – Training and awareness – Audits and compliance – Reward and recognition – Management of EHSS Environmental fundamentals – Wastewater – Hazardous and non-hazardous waste – Contaminated land – Emissions to air – EHSS in business processes – Supplier performance Sustainability – Materials HI? FLHQF – Climate change and energy – Water use – Product stewardship – Packaging Open and transparent relations – Stakeholder engagement – EHSS reporting – Assurance – GSK response to assurance QAs Environmental metrics 186 187 188 190 192 193 194 196 198 199 200 201 204 210 211 216 217 218 219 221 230 233 240 241 242 243 244 247 249 250 Human rights Employees Suppliers Communities Society Activities in sensitive countries 292 293 294 295 296 297 Public policy and patient advocacy Our approach to external affairs Public policy activity in 2008 – Advocacy on healthcare and disease prevention – Advocacy on research practices – Advocacy on patient safety – Advocacy on intellectual property – Advocacy on pricing and competitiveness Political contributions and lobbying expenditures Patient advocacy – Transparency – Understanding patients – Developing industry standards – Advocacy in 2008 QAs 298 299 301 302 304 306 307 309 310 312 314 315 316 317 318 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Corporate Responsibility Report 2008 Contents Page 50 Our work with communities Community investment Preventing disease – Eliminating lymphatic ? ODULDVLV – Personal Hygiene And Sanitation Education (PHASE) – Local programmes Building community capacity – Combating HIV/AIDS – Positive Action – Combating malaria – Africa Malaria Partnership – Local programmes – Responding to disasters around the world Supporting science education Our plans 319 321 323 324 325 326 327 328 329 330 332 333 335 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 51 Home Responsibility Corporate responsibility at GSK Corporate Responsibility Report 2008 Corporate responsibility at GSK Corporate responsibility (CR) is central to our business. We aim to operate in a way that reflects our values, to understand and respond to stakeholder views and to connect business decisions to ethical, social and environmental concerns. We seek to minimise the negative impacts and maximise the benefits of our business. Read a message from our CEO on the importance of CR at GSK. Every GSK employee is responsible for upholding our values and maintaining high ethical standards. Our Corporate Responsibility Principles define our approach to our key responsibility issues and provide guidance for employees on the standards to which the company is committed. We communicate with our people to underline our commitment to corporate responsibility and to update them on our progress. We also engage with our external stakeholders  ± including healthcare professionals, investors, patients, nongovernmental organisations, local communities and suppliers  ± to identify key issues and to gain feedback on our approach to corporate responsibility. Our business makes a valuable contribution to society through the medicines and vaccines we produce which improve people ¶s lives. However, we know that the research and development, manufacture and sale of medicines and vaccines raise ethical issues. Consequently, the pharmaceutical industry is subject to a high level of public scrutiny and sometimes critical media coverage. We aim for the highest ethical standards and we regularly report on our progress. This is essential for maintaining good relationships with our stakeholders, achieving the goals of our strategic priorities and ensuring the future sustainability of our business. It also supports our inclusion in key sustainability indices such as the FTSE4Good index and Dow Jones Sustainability Index. See how we scored in industry and investor benchmarks. Our Corporate Responsibility Principles define our approach to our key responsibility issues and provide guidance for employees on the standards to which the company is committed. Read about our management structures and processes for advancing progress on our CR Principles. Back to top Page 3 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 52 Home Responsibility Corporate responsibility at GSK Message from the CEO Corporate Responsibility Report 2008 Message from the CEO A new mindset Welcome to GSK ¶s Corporate Responsibility report which provides information on our activity and performance during 2008. We want to be a company that is forward looking, innovative and willing to try new approaches and partnerships; a company that is constantly looking for new and sustainable ways to increase access to our medicines and vaccines, especially for those least able to pay. We have made significant progress in helping to address global healthcare challenges. For example, over the past ten years we have donated over one billion tablets to the programme to eliminate lymphatic filariasis, a debilitating tropical disease and we are doubling manufacturing capacity to 600 million tablets a year. Our commitment to preferential pricing means we offer our AIDS and malaria medicines at not-for-profit prices in the world ¶s poorest countries. We also supply our vaccines to organisations such as GAVI and UNICEF at preferential prices, typically 10-20 per cent of the prices in developed countries. But for every success story, there are examples of where we could do more. As I review our performance, I believe it is time for a new mindset in our industry and a new contract with society. In these difficult economic times it is a challenge to think beyond short-term performance. But we must look to the long-term and not be distracted by our own economic problems when the needs of the developing world remain just as pressing. To begin with, there are four areas where we can show we are going to do things differently. First, we are exploring a more flexible approach to intellectual property rights to incentivise much needed research into medicines for 16 neglected tropical diseases where there is a severe lack of research. One option is a Least Developed Country (LDC)  µpatent pool ¶ in to which we would put our relevant small molecule compounds, process patents or other knowledge, and which would allow others access to develop and produce new products. Secondly, on 1 April 2009 we will reduce our prices for patented medicines in the 50 poorest countries in the world, the LDCs, so they are no higher than 25 per cent of the developed world price. Where possible we will reduce our prices further while ensuring we cover our manufacturing costs so this offer is sustainable. We also recognise the challenge in middle-income countries where there is a wide disparity in incomes and ability to pay. Here our intention is to work on a case-by-case basis recognising that there is no  µone size fits all ¶ solution to improving access to medicines in these countries. Thirdly, we will seek out partnerships and open the doors of our developing world research centre in Spain. We already know what partnership can achieve  ± for example, we successfully trialled a malaria vaccine candidate in partnership with the PATH ¶s Malaria Vaccine Initiative and the Bill and Melinda Gates Foundation. If we extend this approach the benefits will be huge. Fourthly, working with partners such as NGOs, we will reinvest 20 per cent of the profit we make from selling medicines in LDCs to support the strengthening of healthcare infrastructure in these countries. Our sales in LDCs are relatively low so this profit is limited; initially this funding will amount to ? 1 to ? 2 million annually. But by our action we hope to send a signal to all multi-national companies operating in LDCs to join us and make a meaningful change in these countries. In all developing countries we must transform GSK into a local company addressing local healthcare needs. Our Brazilian business is leading the way  ± supplying vaccines and sharing technical expertise to help build local capacity. We will not forget that significant healthcare challenges exist in developed countries too. We must work in partnership to create a virtuous circle, where industry gets rewarded for demonstrating genuine innovation, Page 4 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 53 healthcare payers get value-for-money because our medicines save them from high-cost healthcare interventions, and more patients get the medicines they need. Of course, access to medicines is not the only issue that counts. We want GSK to be recognised around the world by all stakeholders as a company with the highest ethical standards. We made good progress in 2008. We committed to stopping all corporate political contributions from 2009. Our decision to report more fully on our funding for medical education, atient groups and payments to physicians, will increase transparency and provide reassurance to stakeholders. Reflecting our commitment to animal welfare, we took a voluntary decision to end research in great apes, the highest-order of animals next to humans. It is time for a new mindset in our industry and a new contract with society. With the support of other pharmaceutical companies and partners outside the industry, I believe significant improvements in human health can really be achieved. Andrew Witty, CEO Back to top Page 5 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. df GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 54 Home Responsibility Corporate responsibility at GSK Our Corporate Responsibility Principles Corporate Responsibility Report 2008 Our Corporate Responsibility Principles Our Corporate Responsibility Principles identify our key responsibility issues and provide guidance for employees on the standards to which GSK is committed: Employment practices We will treat our employees with respect and dignity, encourage diversity and ensure fair treatment through all phases of employment. We will provide a safe and healthy working environment, support employees to perform to their full potential and take responsibility for the performance and reputation of the business. Read more about our employment practices. Human rights We are committed to upholding the UN Universal Declaration of Human Rights, the OECD guidelines for Multi-National Enterprises and the core labour standards set out by the International Labour Organization. We expect the same standards of our suppliers, contractors and business partners working on GSK ¶s behalf. Read more about our approach to human rights. Access to medicines We will continue to research and develop medicines to treat diseases of the developing world. We will find sustainable ways to improve access to medicines for disadvantaged people, and will seek partnerships to support this activity. Read about our approach in Access to medicines. Leadership and advocacy We will establish our own challenging standards in corporate responsibility, appropriate to the complexities and specific needs of our business, building on external guidelines and experience. We will share best practice and seek to influence others, while remaining competitive in order to sustain our business. Community investment We will make a positive contribution to the communities in which we operate, and will invest in health and education programmes and partnerships that aim to bring sustainable improvements to under-served people in the developed and developing world. Read about our work with communities. Engagement with stakeholders We want to understand the concerns of those with an interest in corporate responsibility issues. We will engage with a range of stakeholders and will communicate openly about how we are addressing CR issues, in ways that aim to meet the needs of different groups while allowing us to pursue legitimate business goals. Read about our stakeholder engagement. Standards of ethical conduct We expect employees to meet high ethical standards in all aspects of our business, by conducting our activities with honesty and integrity, adhering to our CR principles, and complying with applicable laws and regulations. Read about ethical conduct. Research and innovation In undertaking our research and in innovating: We may explore and apply new technologies and will constructively engage stakeholders on any concerns that may arise. We will ensure that our products are subject to rigorous scientific evaluation and testing for safety, effectiveness and quality We will comply with or exceed all regulations and legal standards applicable to the research and development of our products Read more about our research practices. Products and customers We will promote our products in line with high ethical, medical and scientific standards and will comply with all applicable laws and regulations. Read more about our marketing ethics. Page 6 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 55 Caring for the environment We will operate in an environmentally responsible manner through systematic management of our environmental impacts, measurement of our performance and setting challenging performance targets. We will improve the efficiency of all our activities to minimise material and energy use and waste generated. We aim to find opportunities to use renewable materials and to recycle our waste. Read more about environmental sustainability. Back to top Page 7 of 336 Source: Retrieved October 24, 2009, from www. gsk. om/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 56 Home Responsibility Corporate responsibility at GSK Business case for corporate responsibility Corporate Responsibility Report 2008 Business case for corporate responsibility Demonstrating that our practices are responsible and ethical benefits the business in the following ways: An improved reputation and greater trust in GSK products The ability to attract, retain and motivate talented people. This is becoming increasingly important as fewer young people in our major markets choose science-based careers Constructive engagement with stakeholders. This helps us to prevent avoidable conflict and identify innovative approaches that benefit GSK and wider society Greater access to markets and the ability to influence healthcare policy through improved relationships with regulators and healthcare payers. Helping governments to increase access to medicines and resolve healthcare challenges is particularly important Greater ability to anticipate and prepare for legislative changes and maintain a competitive advantage Helping to maintain support for the intellectual property system by finding innovative ways to increase access to medicines Reduced costs and more efficient use of resources through increased environmental efficiency Our business strategy Our business performance and development are driven by three strategic priorities which are supported by our corporate responsibility activities. We believe that corporate responsibility should be managed as part of our overall business strategy and through our day-to-day business operations. For this reason we do not have a separate corporate responsibility strategy at GSK. Corporate responsibility and our strategic priorities We have established strategic priorities which we believe will increase growth, reduce risk and improve our long-term financial performance: Grow a diversified global business Deliver more products of value Simplify the operating model We believe these priorities will enable us to navigate the coming years more successfully and retain our leading-edge position as a company able to meet patients ¶ and healthcare providers ¶ needs into the future. Running our business in a responsible way is fundamental to our success and inseparable from our strategic priorities. We want to work in way that reflects our values, seeks to understand and respond to stakeholder views and connects our business decisions to ethical, social and environmental concerns. In this way we aim to minimise the negative impacts and maximise the positive benefits of our business. Page 8 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 57 Back to top Page 9 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. df GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 58 Home Responsibility Corporate responsibility at GSK Our key issues Corporate Responsibility Report 2008 Our key issues Our CR reporting is focused on the most material (significant and relevant) issues for our business. The following factors influence our materiality assessment: Our business strategy Our risk management processes. Stakeholder interest, including investor feedback Changes in our business and operations, for example the types of product we produce or the locations in which we operate. Existing and proposed legislation Public opinion and press coverage We have identified the following responsibility issues as most material to GSK: The contribution our core business makes to health through research, development, manufacture and the sale of medicines and vaccines Increasing access to medicines in under-served communities Ethical standards in research and development, and sales and marketing Our environmental impact, particularly climate change Back to top Page 10 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. df GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 59 Home Responsibility Corporate responsibility at GSK Corporate responsibility governance Corporate Responsibility Report 2008 Corporate responsibility governance Our Corporate Responsibility Committee (CRC) of Non-Executive Directors provides high-level guidance on our approach to CR. The CEO and members of the Corporate Executive Team (CET) are accountable for responsible management of the business and participate in CRC meetings. During 2008 the Committee members were Sir Christopher Gent (Chair), Dr Stephanie Burns, Dr Daniel Podolsky, Sir Ian Prosser and Tom de Swaan. The Committee meets three times a year to review our policies and progress on our CR Principles. The Committee reviews our performance against five of our CR Principles annually. These are access to medicines, standards of ethical conduct, research and innovation, employment practices and community investment. Other Principles are discussed at least once every two years. The Committee reports its findings to the Board. Management of corporate responsibility During 2008 the CRC reviewed GSK ¶s activity in a number of areas, including access to medicines, community partnerships, humanitarian donations, employee volunteering, sales and marketing practices, disclosure of funding of medical education and patient advocacy groups, product safety and communication of clinical trial results, RD on diseases of the developing world, use of animals in research, outsourcing of research, research in emerging markets, reduction of employee numbers through restructuring, employee consultation requirements and employment litigation n the US. The Committee also reviews and signs off the annual performance information published on this website and our annual CR highlights document. To augment GSKs engagement with stakeholder opinion, in March 2009 Sophia Tickell was appointed as an external advisor to the Corporate Responsibility Committee. Sophia is an Executive Director and member of the Leadership team at SustainAbility, a think tank and consultancy that seeks to enhance business engagement with social and environmental concerns. Sophia has extensive experience of constructively challenging companies to increase their understanding of societal expectations and to develop strategies to meet them. She has gained this experience in her work as a journalist in Latin America, through her work in Page 11 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 60 nternational development and her advocacy work at Oxfam and, most recently, through her direction of the investor-led Pharma Futures dialogues which aim to better align societal and shareholder value. Sophia will attend the meetings of the Corporate Responsibility Committee and advise the company in this capacity. Read more about the Corporate Responsibility Committee. Corporate responsibility risks Our Risk Oversight and Compliance Council (ROCC) coordinates the management of significant business risks. The ROCC also considers reputational and corporate responsibility risks. Read more about risk management and compliance at GSK. Management structure CR covers a very diverse range of issues at GSK so we believe it should be managed within our business functions, where the relevant subject experts work. We have a cross-functional team made up of representatives from key business areas which oversees development, implementation and communication of policies, including any responsibility elements, across GSK. The members are senior managers with direct access to our Corporate Executive Team. We have a small central CR team to coordinate policy development and reporting specifically with respect to CR, and to communicate with socially responsible investors and other stakeholders. Measuring performance We have established metrics and key performance indicators to track our performance on responsibility issues. Back to top Page 12 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 61 Home Responsibility Corporate responsibility at GSK Stakeholder engagement Corporate Responsibility Report 2008 Stakeholder engagement Stakeholder engagement and dialogue enables us to connect with the views and opinions of the societies in which we operate. It helps us identify important issues and shape our responses in the interest of our shareholders and wider society. Regular engagement means we are better informed of emerging and current issues and changing societal expectations. It provides an opportunity for us to voice our approach to responsibility issues, obtain important feedback and build trust. Most of this discussion takes place in the normal course of business. For example, our scientists regularly meet academics, researchers and other pharmaceutical companies through advisory boards and medical conferences. Here we describe how we engage with our stakeholders, give examples of our engagement in 2008 by stakeholder group and provide information on how we are responding to the feedback we receive. You will find further examples of our engagement with stakeholders throughout this website. Back to top Page 13 of 336 Source: Retrieved October 24, 2009, from www. sk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 62 Home Responsibility Corporate responsibility at GSK Stakeholder engagement How we engage Corporate Responsibility Report 2008 How we engage Healthcare professionals We engage with healthcare professionals in many ways, including through our sale s representatives and when running clinical trials. Read about our research and ethics policies governing relationships with healthcare professionals. Patients GSK researchers and scientists meet patients as part of our  µFocus on the Patient ¶ initiative. This engagement influences our understanding of diseases and our research priorities, read more in our case study. We also support the work of patient advocacy groups and we conduct market research via third parties to understand patient needs. Governments and regulators We engage in debate on legislation and seek to influence policy decisions that affect GSK. We also engage with governments on responsibility-related issues. Healthcare providers We engage with healthcare providers through our government affairs, marketing and access to medicines activities. Investors We meet regularly with investors and socially responsible investors. Read more about our investor engagement activities. Employees We seek feedback from our employees through regular surveys. We also consult employees on changes that affect them and discuss business developments through regional and national consultation forums. Local communities Our interactions with local communities are managed by individual GSK sites. Read more about our financial and practical support for communities . Multilateral agencies We engage with multilateral agencies through our access and public health initiatives. Non-governmental organisations (NGOs) We engage with international and local NGOs through our access , education and public health programmes and as part of our public policy work. We also engage regularly with animal welfare organisations. Read more about animal research at GSK . Scientific community and academic partnerships It is important for GSK to be part of scientific debates and we are involved in a number of academic collaborations. Suppliers We hold global and regional supplier review meetings where senior GSK managers address and interact with suppliers on key issues. Read more about our engagement with suppliers. Peer companies We engage with peer companies through membership of pharmaceutical industry organisations, for example Page 14 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study g g p p g p p EFPIA, PhRMA, and IFPMA, and through collaboration on specific projects. Back to top Appendix A: GSK Corporate Responsibility Report, 2008 (cont. Page 63 y g p Page 15 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 64 Home Responsibility Corporate responsibility at GSK Stakeholder engagement Engagement with employees Corporate Res ponsibility Report 2008 Engagement with employees It is important that our employees know about our commitment to corporate responsibility, understand their responsibilities and keep up-to-date with our progress. Read about our approach to embedding an ethical culture at GSK. We keep employees informed about corporate responsibility through our myGSK intranet site and Spirit, our internal quarterly magazine, which feature articles on responsibility issues. Read about how we engage with employees on environment, health and safety issues. In 2008 at least nine articles on responsibility issues were published in Spirit. These included articles on environmental sustainability, community investments and our efforts to combat diseases of the developing world such as lymphatic filariasis. This year we published four editions of Spirit, distributing 33,500 copies of each edition internally. Additionally, during the year, an online version of the magazine was introduced on the intranet, offering access to more employees. We distributed our 2007 Corporate Responsibility Review with Spirit magazine and directly to the Corporate Executive Team and GSK Board, senior managers, site directors and all communications staff. News articles and icons on our intranet site were used to guide users directly to the Review. This year we have published a shorter CR Highlights document to direct people to this website. We are raising awareness of this online CR Report by publicising it on our website and the company intranet. Back to top Page 16 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 65 Home Responsibility Corporate responsibility at GSK Stakeholder engagement Engagement with investors Corporate Responsibility Report 2008 Engagement with investors We held 20 meetings with investors in 2008 to discuss responsibility issues. These comprised one-to-one meetings and teleconferences, and a socially responsible investment (SRI) roadshow. Investor questions Some of the questions raised by investors about responsibility issues in 2008 concerned: Access to medicines Clinical trial results disclosure Clinical trials in the developing world Patient safety Our operations in sensitive countries. Read more about GSK ¶s position on human rights Sales and marketing practices. Read more about marketing ethics at GSK Stem cell research Animal research including genetic engineering of animals Environmental issues including climate change and water pollution Political contributions We also disclose information on our greenhouse gas emissions through the Carbon Disclosure Project (CDP), an investor collaboration. Back to top Page 17 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. Page 66 Home Responsibility Corporate responsibility at GSK Stakeholder engagement Engagement with opinion leaders Corporate Responsibility Report 2008 Engagement with opinion leaders Ipsos MORI survey GSK participated in the Ipsos MORI survey which rates companies according to CR experts ¶ and NGOs ¶ perception of their CR performance. In 2008 nearly three-quarters of the 41 people surveyed thought that GSK too k its responsibilities seriously, maintaining the significant improvement made in 2007 compared with 2006. GSK was the seventh-highest rated company on this question (out of 26 companies). Three of 41 respondents spontaneously mentioned GSK as a leader in corporate responsibility; there were no spontaneous mentions of GSK last year. Back to top Page 18 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 67 Home Responsibility Corperate Responsibility at GSK Stakeholder engagement Engagement on access to medicines Corporate Responsibility Report 2008 Engagement on access to medicines Engagement on issues relating to access to medicines during 2008 is described in the Access to medicines section. As well as the engagement during 2008, GSK conducted three formal stakeholder discussions during 2007 to get feedback on our approach to different issues relating to access to medicines . We engaged with influential individuals and organisations with expertise in this area, including NGOs, government representatives, journalists, academics, investors and industry organisations. The topics covered were: Increasing access to HIV/AIDS medicines in developing countries Expanding RD into diseases of the developing world Increasing access to medicines in middle-income countries While we do not necessarily agree with all the comments made by participants, these sessions provided valuable feedback on our approach. Feedback on GSK ¶s approach in developing countries Participants felt that GSK has a moral responsibility to make its products accessible to poor people and that access to medicines is also important to GSK ¶s long-term business sustainability. It was felt that GSK ¶s approach to increasing access in developing countries (RD, preferential pricing and voluntary licensing) is appropriate, although participants would like GSK to invest more in RD into diseases of the developing world and do more to remove obstacles to the supply of generic medicines in these countries. Participants urged GSK to collaborate more with other pharmaceutical companies to address access issues in developing countries. It was felt that an industry-wide approach could help to address issues more quickly and effectively. Feedback on GSK ¶s approach in middle-income countries, Participants emphasised the importance of increasing access to medicines in middle -income countries (MICs) where there are still large numbers of very poor people. They encouraged GSK not to treat MICs as we would high-income countries. Participants felt that GSK does not have a clear strategy on access in MICs. They would like GSK to be clearer on its approach and objectives; in particular they would like to know if we regard MICs as significant commercial markets. It was pointed out that chronic diseases are a growing problem in MICs. It was suggested that GSK take a broad approach to access that encompasses all its medicines, not just those for high-profile diseases such as HIV/AIDS, malaria and TB. Read about the findings from these session in more detail. Back to top Page 19 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 68 Home Responsibility CR at GSK Stakeholder engagement Engagement on EHS Corporate Responsibility Report 2008 Engagement on EHSS We have an Environment, Health and Safety and Sustainability Stakeholder Panel in the UK which has provided independent feedback on our performance since 2005. The panel of 13 members represents customers, suppliers, regulators, public interest groups and investors. Two senior EHSS representatives from GSK regularly participate and other GSK managers attend discussions on specific topics. The panel is facilitated by The Environment Council, an independent charity. The panel met in April and October 2008 to debate a range of issues including: The broad issue of sustainability GSK ¶s position on nanotechnology Progress with climate change, process safety and green chemistry programmes GSK ¶s plans for complying with the EU ¶s Registration, Evaluation and Authorisation of Chemicals (REACH) legislation, mass efficiency improvement and pharmaceuticals in the environment We have been using the feedback from the stakeholder panel to inform our Environment, Health and Safety and Sustainability programme. The panel is also providing input to the new GSK Sustainability Council composed of senior managers from across GSK. Panel members provided feedback about the direction the panel should take and the effectiveness of the dialogue. They proposed that the panel should have a broader geographic reach. We have therefore added three new European panel members and are recruiting two more. The panel finds GSK honest and open in the discussions so they consider their participation to be valuable. However they commented that it takes GSK a long time to demonstrate changes that occur as a result of their suggestions and feedback. We value the feedback we receive from the panel and we will look for ways to speed up our response to their recommendations. Many of our sites also engage with stakeholders locally on EHSS issues, through activities such as open days, newsletters and community projects. Back to top Page 20 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 69 Home Responsibility Corporate responsibility at GSK About our reporting Corporate Responsibility Report 2008 About our reporting Welcome to our 2008 Corporate Responsibility Report. This year we have reported on our activities and performance online, providing easy access to information on key issues plus the ability to build a custom version of our 2008 Report. How we report We report our corporate responsibility activities and performance annually. This website contains a detailed account of our CR policies and performance in 2008. Selected performance information can also be downloaded, read more about how to use this website. We also publish Corporate Responsibility Highlights which provides an overview of our approach to CR. It is available in print. Data relate to worldwide operations for the calendar year 2008, except where stated. Environmental data are collected from all 79 of our Pharmaceutical, Consumer Healthcare and Nutritionals manufacturing sites, 14 of the 15 vaccines sites (one is not yet in operation), 22 of 31 Pharmaceutical and Consumer Healthcare RD sites including five whose environmental data are included with their host sites (nine are too small or too new to warrant collection of environmental data in 2008), the US and UK headquarters buildings and 15 smaller offices and distribution centres. Injury and illness data are collected from all 79 of our Pharmaceutical, Consumer Healthcare and Nutritionals manufacturing sites, 14 of the 15 vaccines sites (one is not yet in operation), 29 of 31 Pharmaceutical and Consumer Healthcare RD sites (two are considered too new to start reporting), the US and UK headquarters sites, 18 offices and sales groups with more than one million hours worked, and 46 of the smaller offices and distribution centres. Data in the environment and health and safety sections are independently assured by SGS. We use external guidelines to inform our reporting where relevant. We do not base our report on the Global Reporting Initiative (GRI) guidelines but we have produced a GRI index to show which elements of the guidelines are covered in the report and to aid comparison with other company reports. We have also joined the UN Global Compact and have provided an index to show how we are reporting in line with Global Compact expectations. Brandnames appearing in italics throughout this report are trademarks either owned by and/or licensed to GSK or associated companies. Contact We welcome your feedback on any of the information contained in this report. Please contact us at: Corporate Responsibility GlaxoSmithKline plc 980 Great West Road Brentford Middlesex TW8 9GS United Kingdom csr. [emailprotected] com Page 21 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 70 Page 22 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. df GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 71 Home Responsibility Corporate responsibility at GSK Benchmarking Corporate Responsibility Report 2008 Benchmarking GSK received the following ratings from benchmarking organisations: Indexes Organisation:Access to medicines index Access to Medicines Foundation and Innovest Strategic Value Advisers Rating: GSK was ranked highest in the index which assessed companies ¶ contribution to improving access to medicines. GSK was the clear overall leader and was top in five of the eight categories assessed. Organisation: Dow Jones Sustainability Index Rating: GSK continued as a member of the Dow Jones Sustainability Index, which covers the top ten per cent of sustainable companies in each sector. GSK was awarded Silver Class and Sector Mover distinctions, improving from Bronze Class awarded in 2007. Classes are awarded to companies relative to the sector leader. Organisation: FTSE4Good Rating: GSK was included in the FTSE4Good Index. Organisation: Global 100 Most Sustainable Corporations Innovest Strategic Value Advisors Rating: GSK was included in the 2009 list of the  µGlobal 100 Most Sustainable Corporations ¶. Companies are selected because they demonstrate capacity to address sector-specific environmental, social and governance risks and opportunities. Organisation: Business in the Community CommunityMark Rating: GSK was one of 21 companies and the only manufacturing company to be awarded the new CommunityMark, following independent assessment, for outstanding community investment. The Mark is endorsed by the UK government and voluntary sector leaders and was given for our work at local and national level in the UK as well as for our larger international programmes. Organisation: Business in the Community Environment Index Rating: GSK maintained its position in the Platinum League of the 2007 index which assessed 155 companies. Other investor ratings Organisation: Ceres Rating: GSK was ranked 13th overall and 2nd in the pharmaceutical sector in Ceres ¶s climate change governance ranking of 63 of the world ¶s largest companies. Page 23 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 72 Organisation: Storebrand Rating: GSK achieved Best in Class status for its leading environmental and social performance. Storebrand assesses indicators including corporate governance, marketing ethics, standards for business partners, occupational health and safety, environmental risk management and labour relations. Reporting Organisation: Association of Chartered Certified Accountants (ACCA) Rating: GSK Corporate Responsibility Report 2007 was shortlisted for an ACCA award, which recognises transparency and credibility in reporting. Organisation: PwC Building Public Trust Award Rating: GSK was one of three companies short-listed for the  µPeople Reporting ¶ award, which assesses the extent to which publicly available information enables stakeholders. Organisation: SustainAbility Global Reporters benchmark Rating: GSK ¶s 2007 report scored 66 per cent versus 54 per cent for the 2006 report, with improvements in every category and particularly accessibility and assurance. Back to top Page 24 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 73 Home Responsibility Corporate responsibility at GSK Assurance and internal audit Corporate Responsibility Report 2008 Assurance and internal audit External assurance of EHS activities The information we provide about environment, health and safety activities at GSK has been externally assured by independent, third-party assurers. Our reporting on environment, health and safety performance is assured by SGS, an external assurer. The assurance process includes verification of key environment, health and safety data through site visits and telephone calls to EHS professionals and review of systems and processes for collecting, collating, analysing and interpreting the data. Read the EHS assurance statement by SGS. External assurance of access to medicines activities In our 2007 CR Report, information on access to medicines was externally assured. Read how we are responding to the recommendations made by the assurers on our access to medicines activity and reporting. This year we did not conduct assurance on the CR report other than that described above for the EHS section. We plan to conduct assurance of one new section of the report every other year, so a section of the 2009 report will be subject to external assurance. Internal audit and assurance GSK has developed an assurance programme that provides a holistic assessment of internal control processes, risk management and audit within the company. A key part of this programme is an extensive and independent internal audit schedule, delivered by four specialist audit groups. These audits assess compliance with laws, regulations and company standards, and evaluate the effectiveness of the risk management process in identifying, managing and mitigating the more significant risks facing GSK. Global Internal Audit (GIA) is responsible for evaluating the financial and operational controls hat ensure financial reporting integrity and safeguard assets from losses, including fraud Corporate Environment, Health, Safety and Sustainability (CEHSS) is responsible for assessing the management of health and safety risks and environmental impacts Global Manufacturing Supply Audit and Risk Management (ARM) assesses the quality and supply risks relating to manufacturing and supply chain proces ses for GSK commercial products Global Quality and Compliance (GQC) is responsible for assessing risks relating to medicines, vaccines and medical devices throughout the product development process, including the manufacture of clinical trial material The central assurance function is responsible for developing the assurance programme, and for ensuring that the GSK audit groups work together in the most efficient and effective way to deliver the audit schedule. Global Internal Audit audits the other three audit groups for alignment with the Institute of Internal Auditors ¶ International Standards for the Professional Practice of Internal Auditing. The CEHSS, ARM and GCQ audit groups have additional responsibilities for the auditing of contract manufacturers and key suppliers to GSK. GSK employs approximately 150 full-time internal auditors across the four audit groups. Audits range in duration from two man-weeks for simple activities where the scope is limited, to several months for an audit involving complex or highly technical processes. The audit teams may also be supplemented by external Page 25 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study g p g y p y pp y experts with specific technical skills, or by the use of guest auditors from within the business. Appendix A: GSK Corporate Responsibility Report, 2008 (cont. ) Page 74 Audits are conducted based on the level of risk. They regularly assess the level of internal control for a number of responsibility areas, including: Animal research Business continuity planning Community investment Conduct of clinical trials Employment practices Environmental factors Ethical conduct Financial processes Health and safety Information technology Intellectual property Interactions with patient groups Manufacturing and supply chain standards Patient safety Sales and marketing practices When issues or control deficiencies are identified, the audit groups recommend processes for improvement. GSK managers develop corrective action plans to eliminate the causes of non-compliance and gaps in internal controls. The audit groups track these plans to completion and report results to senior management and the Audit Committee. Each audit group reports to the Audit Committee as part of the assurance programme, and provides an assessment of whether adequate controls are in place to manage significant risks. Any significant audit results are also reported to the Audit Committee at the earliest opportunity. Back to top Page 26 of 336 Source: Retrieved October 24, 2009, from www. gsk. com/responsibility/downloads/GSK-CR-2008-full. pdf GlaxoSmithKline Public Relations Plan Case Study Appendix A: GSK Corporate Responsibility Report, 2008 (cont. )