How a global volunteer program is changing lives by partnering GlaxoSmithKline (GSK) employees with non-profits around the world
Written by Ahsiya Posner Mencin
Back in 2008, when I was a strategic consultant at GSK, I was in the audience when the newly appointed CEO, Sir Andrew Witty, spoke at an employee town hall meeting. There, he shared his vision to create sustainable change in communities and develop global leaders through an employee volunteering initiative with non-governmental organizations (NGOs).
With a background in international relations and development, and nearly a decade’s worth of experience working for NGOs in the US and abroad before joining GSK, I was inspired. I sent him an email expressing my gratitude and support for such an initiative. I also shared some ideas for ways GSK could have the biggest impact on the non-profits and communities we serve, while also benefitting our own employees and the business. Much to my surprise, I received a reply asking me to help develop such a program.
From that initial email exchange more than six years ago grew GSK’s PULSE Volunteer Partnership, a program that matches highly skilled employees with long-term full-time volunteer positions for up to six months, with the goal of positively impacting lives and communities across the globe.
Since its launch in 2009, the PULSE Volunteer Partnership has enabled 486 employees from across 51 different countries to work with 92 non-profits in 61 countries. By helping non-profits with their most pressing problems—typically providing help they couldn’t otherwise afford—employees help build capacity and have a sustainable impact on the organizations and communities they serve. If an NGO needs, for example, a physician, an IT expert, a finance guru, or a communications and marketing whiz, PULSE will find the employee. The program has been likened to a matchmaking service for GSK and NGOs around the world.
To date, PULSE equates to $25.7 million worth of skilled services lent to partner organizations. After working with these organizations—often in under-resourced communities—employees are able to strengthen their leadership skills, broaden their experiences and return to GSK with a renewed sense of purpose and commitment.
In 2014 alone, nearly 100 GSK employees from 31 countries took up long-term assignments with 39 non-profit organizations, bringing much-needed expertise to address serious health challenges. The experiences and stories are amazing. Take Steve Pessagno, who worked with Alex’s Lemonade Stand Foundation in Philadelphia, where he helped in the fight against childhood cancer. Steve was passionate about getting involved with an organization with which he could continue to work even after his PULSE assignment came to an end, and his placement in Philadelphia has been crucial to the work he continues to do with the organization even three years later.
Working at Direct Relief last year during the Ebola outbreak in West Africa was Peter Albert, a Nigerian national. At such a critical time for Africa and Direct Relief, Peter left his home in Nigeria to take an assignment based in Santa Barbara, California. Having worked as an Operational Excellence Expert at GSK Nigeria for the last five years, Albert was able to draw on his experience and apply process improvement and change management tools to improve the Logistic and Supply Chain Operations at Direct Relief and support their shipment of medical supplies to Ebola-affected countries. On his experience, Albert said, “I am very excited to be doing what I am doing. I am so proud to be part of the Direct Relief team that sent their largest shipment ever—370 pallets of medical supplies—to West Africa to fight Ebola.”
Last year, PULSE deployed 18 employees to work on assignments with Save the Children, with whom GSK has an ambitious partnership to save the lives of one million of the poorest children in the world over the next five years. For example, employee Lourdes Arce worked closely with Save the Children’s senior leadership in Lima, Peru to streamline their organizational structure and help them become more efficient and productive. “It is eye-opening to realize that I could have such a great impact on others,” says Arce. “The smallest tasks sometimes made the greatest difference. Working with the children allowed me a different perspective on life and a great sense of accomplishment.”
Other new alliances have been forged through the PULSE program. These include the Tony Blair Faith Foundation and Pink Ribbon Red Ribbon, which are supporting GSK’s Africa 2020 strategy aimed at improving access to medicines and healthcare in Africa. Also in Africa, two employees worked with the Rwandan Ministry of Health, in partnership with the Clinton Health Access Initiative, to build supply chain capacity and improve the distribution of medicines in the country. Additionally, assignments with UNICEF in Burundi and the Democratic Republic of Congo have built on an already strong partnership with GSK to distribute life-saving vaccines and improve the efficacy of the monitoring and evaluation of UNICEF’s health programs.
The impact of PULSE is evident from data collected from volunteers, non-profit partners, and the volunteers’ managers and colleagues at the end of a PULSE assignment. For example, a vast majority (90 percent) of non-profit partners agree that as a result of a PULSE volunteer, their organization is doing something differently, and an impressive 98 percent of PULSE volunteers believe their assignment helped them develop their leadership skills.
As I’ve seen the PULSE program grow over the last six years, it becomes increasingly clear just how much it has positively changed communities, employees, and our company for the better. I’m proud and humbled that the initiative has become so integral to our company and our corporate culture. I hope that by sharing our story, others will be inspired to put in place their own programs that give back, develop employees, and ultimately do good for business and our society.
