How is GSK organized in Norway?

In Norway, GSK is structured similarly to its global operations. The pharmaceuticals business, including vaccines and prescription drugs, is managed by my team, while the consumer healthcare business operates separately. We have approximately 60 employees in Norway who are primarily focused on pharmaceuticals.

To what extent does GSK’s focus on respiratory care, HIV, immunology, and oncology reflect in its Norwegian operations?

GSK’s focus areas align with the global trends in Norway. We have a strong presence in respiratory care, with over 50 years of experience in bringing innovative products for asthma and COPD to the market. Respiratory products constitute a significant portion of our business in Norway.

Vaccines also play a significant role, accounting for about a quarter of our total business. Norway has an extensive state-funded vaccination program, and GSK provides most of the vaccines for this program.

Over the past two years, our HIV business has grown substantially and now represents the third-largest share of our total business in Norway. While GSK’s global HIV portfolio is managed through ViiV, in Norway, we are responsible for all promotion and scientific dialogue related to HIV.

Additionally, we have a portfolio of established brands in various therapeutic areas such as respiratory, CNS, and urology. Although these products are in the later stages of their life cycles, they continue to be important revenue generators and improve the lives of many patients in Norway.

GSK has also made advancements in oncology research and development, and we have begun offering our first oncology products to patients in Norway. While oncology currently represents a smaller field for GSK Norway, we anticipate significant growth in this area. Our focus is to ensure that patients in Norway have access to our oncology and other specialized treatments.

What are the challenges of managing a broad portfolio with a 60-person organization?

Despite the challenge of managing a broad portfolio with a relatively small team, we have a highly engaged and skilled workforce that excels at prioritizing and focusing on areas with high growth potential. Our team is up to the challenge and embraces it with enthusiasm.

What talent challenges have you faced, and is it easy to attract international talents?

I am proud to work with a talented team, and we have made efforts to position ourselves attractively and build a positive cultural image to attract talent within Norway. The talent pool in Norway is relatively small, but we have been successful in differentiating ourselves and finding talent, particularly in areas like oncology and market access where we have expanded. We also prioritize talent development within our company.

Attracting international talent to Norway can be challenging due to the country’s remoteness and relatively small market size. However, at the GM level, it is somewhat easier to attract international talents, and many multinational companies operating in Norway have foreign GMs.

What market access challenges does GSK face in Norway?

One of GSK’s key priorities, not only in Norway but globally, is ensuring access to innovative products for patients. We support Norway’s efforts to provide healthcare access to all individuals regardless of their financial status. However, the strong focus on equality in healthcare can sometimes present challenges. For instance, obtaining compassionate use authorization in Norway can be difficult as it involves selecting one group of patients over another.

Norway tends to be risk-averse when evaluating health economic data, making it challenging to introduce new innovations to the Norwegian market. Price often becomes the primary measure to mitigate uncertainties when all the requested data is not yet available. As a result, many new drugs are rejected, limiting patient access to new treatments.