Communications & Government Affairs Manager

[One Voice]
To have the most impact we deploy a single ‘the company’ consistent and integrated story promoted by a sustained campaign employing all elements of internal and external communication.

[Media Relations]
- To develop and execution of marketing (product/commercial) and wider corporate external communications plans that supports near-term business objectives and builds Trust in the longer-term.
- The person needs to understand the media landscape and the importance of newspaper, broadcast and digital reporting to GSK’s licence to operate.
- The person needs to know how journalists think and they demonstrate agility in how they interact with different types of media.

[Stakeholder Influence]
- To act as business partner understands who are the key influencers and what they are thinking, how they interconnect and therefore with whom and how we should connect. Opinion formers including the media, government and third sector organisations all talk to and influence each other and increasingly across national boundaries. It is important to be close to what they are saying but also understand the influencing networks.
- Networks are broad and deep internally and externally and based on Trust, credibility and partnership across individuals and groups (e.g government, media, political parties, societies, representative organisations, NGOs, IGOs & trade associations). Plans should include stakeholder mapping classifications with customised advocacy, clear correlation to business priorities, and clear estimates of potential business opportunity.
- As the business partner understands how our Commercial, R&D and Supply Chain strategy can and should support public policy and meet public or private health needs.

[Alignment to Market Access & Regulatory]
- The person is curious about the world in which we operate. They continuously track and interpret economic, political, societal and market trends and feed this into the evolving commercial strategy (e.g. developments in regulatory, pricing and access systems).
- The person have a good enough understanding of regulatory, pricing and access policy to identify commercial opportunities.
- The person proactively engage in the health policy debate with various stakeholders internally and externally. They are considered a critical stakeholder in supporting the Market Access process

[Reputation Management]
- Alongside the General Manager, the CGA manager is Accountable for GSK meeting its targets in corporate reputation indexes.
- They act as a custodian of GSK’s brand and reputation. They demonstrate Courage including a willingness to take smart risks. This means proactively identifying risks, opportunities and future trends with a short and long term view. They find ways to share these insights and influence decision-making in the company.
- Bringing the outside in requires a cultural shift whereby the whole business thinks about the reputational and external aspects to all activity. This person is not simply about managing issues when they arise. It’s our role to help embed a culture so there are less issues and less risk.
- The CGA manager has a strong working knowledge of relevant policy. They articulate the potential impact of non compliance using examples that drive behavioural change. Their behaviour exhibits how to work within the compliance framework to deliver required business outcomes.