Emma Walmsley

"People regret far more what they don’t do rather than what they do."

"I have a right to be at the top table in business."

"“I try to define myself personally by my job to deliver on those two things first first rather than by my gender. But I recognize the responsibility I have as a leader, in brackets a little bit, as a role model, because you’re just more visible whether you like it or not.""

"The part of our trust agenda is being a modern employer where whoever you are … you can bring the very best version of yourself to work without fear of any kind of inappropriate behavior."

"“I don’t think anyone can fully explain how to prepare you for what it’s like to be a CEO until you’re actually on the job.”"

"It doesn’t need to be a long list [of medicines], it needs to be a list of things that are going to make a difference."

""There is no better return on investment in healthcare than vaccination, apart from clean water.”"

"“We are seeing new solutions being brought to previously unpreventable infectious diseases.”"

"“The question more and more for all of us in the industry is, ‘can we harness the promise of our understanding of biology, the promise of the capability of technology and with both new kinds of innovation and new policy, try and get ahead of disease at an earlier stage?’ Prevent it before it starts or intervene to keep people out of the hospital and keep people well for longer. Keep the cost of healthcare down but keep the outcomes improving in a way that's fair for more people.”"

""Everyone thinks the answer to every question these days is AI. It isn't. The answer to every question these days is all about the people. If you have a technically brilliant, aligned, energetic, committed, diverse, team, you can achieve absolutely anything,”"

"The situation is very fluid. We’ve been anticipating it for some time and we are confident that we will navigate through it. Our priority is always to make sure that we are securing supply of our medicines and vaccines to the people and patients who need it."

"One of the things that perhaps is underestimated for GSK is that when we went through the separation and the creation of Haleon, we used that to reset our global supply chain for meaningfully more resilience. That includes dual sourcing in all circumstances."

"We don’t manufacture there, so there’s no direct impact in terms of China-US relations. Perhaps you could even argue there may be opportunity as a British-based but global company for us."

"The last thing I’d say in terms of capital allocation is: no one should be in any doubt about our commitment to and recognition of the primacy of delivering returns to shareholders."

"I mean we have been through quite a radical transformation as a company over the last five years."

"We’re now a pure play biopharma and as you said absolutely after the major demerger of Haleon and absolutely resolutely focused on getting ahead of disease literally by preventing it and treating it and that is really taking advantage of this explosion in technologies, new vaccines technologies that we’ve seen, of course, mRNA"