Sustaining Healthy High Performance – GlaxoSmithKline article

Posted by Jan Lawrence


This paper describes how an occupational health function has developed and implemented health initiatives to positively support business success and culture through focus on the sustainable healthy-high performance of the business, the teams within the business and the individuals within those teams. This required a shift in the traditional occupational health paradigm of all stakeholders. It is proposed that this link of health to business performance should be the new focus for occupational health now and in the future

Description of the Organisation in which this Work was Created

GlaxoSmithKline (GSK) is a global leader in producing prescription medicines, vaccines and consumer healthcare products. Headquartered in the UK, GSK has operations in 116 countries, employs over 100,000 people globally. The company’s challenging and inspiring mission is to improve the quality of human life by enabling people to do more, feel better and live longer. This mission statement reflects the emphasis the company places on the impact they have on their employees as well as on the people who use their products and the communities in which they operate. GSK significantly impacts its employees’ health and well-being with a portfolio of tools that support energy and resilience. These programmes enhance employees’ health, performance as well as work & home engagement.

The Historical Perspective of the Development of Healthy-High Performance in GSK

In the 1990s, with increasing business pressures from mergers, leaning the business, six Sigma, Y2K, the health function of the business focused on stress management and awareness training. These programs were primarily focused on individual skill building to manage life pressures more effectively.

Following the creation of the GSK at merger in January 2001, the reformed health function, now known as Employee Health Management began to focus not only on the individual’s ability to manage pressures but on the organisational factors as well. Each legacy companys’ programmes were reviewed and the best of each retained with the integration of new evidence based interventions. This led to a set of tools that focus on enhancing both team and individual (personal) resilience through the identification and effective management of work and life pressures. This new focus was targeted to help employees adapt to the new culture and manage the significant amount of business process change and structure both now and into the future…………..

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