Share count
4.1Bpeak FY2019
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GSK, GSK plc
Pharmaceuticals consumer brand
A pharmaceutical business, where patents grant a temporary monopoly the pipeline must keep refilling.
The business
What it sells, where the money comes from, the kind of company it is.
Revenue · FY2025
£32.7B
+4.1% YoY · 6% 5-yr CAGR
Vital signs · TTM, with 5-yr average
Revenue £32.7B 5-yr avg £29.7B
The business in brief
read the 10-K →What this business is and what moves its needle, from its own SEC filings.
- What moves the needle
- Gross margin has run about 67% and operating margin about 18% through the cycle, a wide spread between price and the cost of what it sells — whether that advantage is durable pricing power or a margin that can erode is the question the record is for. The cash cycle has run negative through the cycle (a median of −337 days): the operation is paid before it pays, so working capital releases cash as the business grows rather than tying it up. Read this kind of business on the pipeline against the patent cliff, and pricing. On its own account, the filing leans hardest on pricing power & competition, set against the numbers in what the filing emphasizes, below.
- Is it a good business?
- Return on capital has run in the teens (median 17%, above 15% in 7 of 10 years). Owner earnings agree: roughly 20% of revenue reaches owners as cash, consistently, and customers and suppliers fund the business through negative working capital. Returns like these are solid but short of clear franchise economics; whether they hold is what the 10-K settles, not the multiple.
Every line is arithmetic on the company's filings, shown in full in the sections below.
The record
Ten years of arithmetic, read across the cycle.
The record, 2016–2025
realized figures from each filing · older years to the left| 2016’16 | 2017’17 | 2018’18 | 2019’19 | 2020’20 | 2021’21 | 2022’22 | 2023’23 | 2024’24 | 2025’25 | TTMTTMDec 2025 | |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Income statement | |||||||||||
| £27.9B | £30.2B | £30.8B | £33.8B | £24.4B | £24.7B | £29.3B | £30.3B | £31.4B | £32.7B | £32.7B | RevenueRevenue |
| 67% | 66% | 67% | 65% | 67% | 67% | 67% | 72% | 71% | 72% | 72% | Gross marginGross mgn |
| £2.6B | £4.1B | £5.5B | £7.0B | £6.0B | £4.4B | £6.4B | £6.7B | £4.0B | £7.9B | £7.9B | Operating incomeOp. inc. |
| 9.3% | 13.5% | 17.8% | 20.6% | 24.6% | 17.6% | 21.9% | 22.2% | 12.8% | 24.3% | 24.3% | Operating marginOp. mgn |
| £912M | £1.5B | £3.6B | £4.6B | £5.7B | £4.4B | £15.0B | £4.9B | £2.6B | £5.7B | £5.7B | Net incomeNet inc. |
| 49% | 47% | 17% | 17% | 1% | 2% | 5% | 13% | 17% | 16% | 16% | Effective tax rateTax rate |
| Cash flow & returns | |||||||||||
| £6.5B | £6.9B | £8.4B | £8.0B | £8.4B | £8.0B | £7.4B | £6.8B | £6.6B | £7.7B | £7.7B | Operating cash flowOp. cash |
| £1.8B | £1.9B | £1.9B | £2.3B | £2.0B | £2.1B | £2.1B | £2.3B | £2.6B | £2.3B | £2.3B | DepreciationDeprec. |
| £3.8B | £3.5B | £2.9B | £1.0B | £642M | £1.4B | (£9.7B) | (£454M) | £1.4B | (£289M) | (£289M) | Working capital & otherWC & other |
| £1.5B | £1.5B | £1.3B | £1.3B | £989M | £950M | £1.1B | £1.3B | £1.4B | £1.3B | £1.3B | CapexCapex |
| 5.5% | 5.1% | 4.4% | 3.7% | 4.1% | 3.8% | 3.9% | 4.3% | 4.5% | 4.1% | 4.1% | Capex / revenueCapex/rev |
| £5.0B | £5.4B | £7.1B | £6.8B | £7.5B | £7.0B | £6.3B | £5.5B | £5.2B | £6.4B | £6.4B | Owner earningsOwner earn. |
| 17.8% | 17.8% | 23.0% | 20.0% | 30.6% | 28.4% | 21.3% | 18.0% | 16.4% | 19.6% | 19.6% | Owner earnings marginOE mgn |
| £5.0B | £5.4B | £7.1B | £6.8B | £7.5B | £7.0B | £6.3B | £5.5B | £5.2B | £6.4B | £6.4B | Free cash flowFCF |
| 17.8% | 17.8% | 23.0% | 20.0% | 30.6% | 28.4% | 21.3% | 18.0% | 16.4% | 19.6% | 19.6% | Free cash flow marginFCF mgn |
| £4.8B | £3.9B | £3.9B | £4.0B | £4.0B | £4.0B | £3.5B | £2.2B | £2.4B | £2.6B | £3.9B | Dividends paidDiv. paid |
| — | — | — | — | — | — | — | £0 | £0 | £1.4B | — | BuybacksBuybacks |
| 9% | 16% | 17% | 16% | 17% | 12% | 22% | 21% | 12% | 22% | 22% | ROICROIC |
| 81% | — | 96% | 41% | 39% | 29% | 141% | 37% | 19% | 35% | 35% | Return on equityROE |
| −350% | — | −8% | 6% | 12% | 3% | 108% | 20% | 1% | 19% | 11% | Retained to equityRetained/eq |
| Balance sheet | |||||||||||
| £4.9B | £3.8B | £4.0B | £4.8B | £6.4B | £4.3B | £3.8B | £3.0B | £3.9B | £3.4B | £3.4B | Cash & investmentsCash+inv |
| £6.0B | £6.0B | £6.4B | £7.2B | £7.0B | £7.9B | £7.1B | £7.4B | £6.8B | £7.5B | £7.5B | ReceivablesReceiv. |
| £5.1B | £5.6B | £5.5B | £5.9B | £6.0B | £5.8B | £5.1B | £5.5B | £5.7B | £5.9B | £5.9B | InventoryInvent. |
| £12.0B | £21.0B | £14.0B | £14.9B | £15.8B | £17.6B | £16.3B | £15.8B | £15.3B | £15.4B | £15.4B | Accounts payablePayables |
| (£836M) | (£9.4B) | (£2.1B) | (£1.8B) | (£2.9B) | (£3.9B) | (£4.1B) | (£3.0B) | (£2.8B) | (£2.0B) | (£2.0B) | Operating working capitalOper. WC |
| £16.7B | £15.9B | £16.9B | £19.5B | £20.2B | £18.7B | £20.8B | £18.6B | £17.0B | £17.5B | £17.5B | Current assetsCur. assets |
| £19.0B | £26.6B | £22.5B | £24.1B | £22.1B | £23.7B | £22.8B | £21.1B | £21.7B | £21.4B | £21.4B | Current liabilitiesCur. liab. |
| 0.9× | 0.6× | 0.8× | 0.8× | 0.9× | 0.8× | 0.9× | 0.9× | 0.8× | 0.8× | 0.8× | Current ratioCurr. ratio |
| £6.0B | £5.7B | £5.8B | £10.6B | £10.6B | £10.6B | £7.0B | £6.8B | £7.0B | £7.0B | £7.0B | GoodwillGoodwill |
| £59.1B | £56.4B | £58.1B | £79.7B | £80.4B | £79.1B | £60.1B | £59.0B | £59.5B | £61.1B | £61.1B | Total assetsAssets |
| £18.8B | £17.1B | £26.1B | £30.5B | £27.1B | £24.2B | £21.0B | £18.0B | £17.0B | £17.7B | £17.7B | Total debtDebt |
| £13.9B | £13.3B | £22.1B | £25.7B | £20.8B | £19.8B | £17.2B | £15.0B | £13.1B | £14.3B | £14.3B | Net debt / (cash)Net debt |
| 3.5× | 5.6× | 6.9× | 7.6× | 6.8× | 5.7× | 7.3× | 8.5× | 6.0× | 11.3× | 11.3× | Interest coverageInt. cov. |
| £1.1B | (£68M) | £3.8B | £11.4B | £14.6B | £15.1B | £10.6B | £13.3B | £13.7B | £16.4B | £16.4B | Shareholders’ equityEquity |
| Per share | |||||||||||
| 4.86B | 4.89B | 4.91B | 4.95B | 3.98B | 4.00B | 4.03B | 4.05B | 4.08B | 4.05B | 4.05B | Shares out (diluted)Shares |
| £5.74 | £6.18 | £6.27 | £6.82 | £6.12 | £6.17 | £7.28 | £7.48 | £7.70 | £8.06 | £8.06 | Revenue / shareRev/sh |
| £0.19 | £0.31 | £0.74 | £0.94 | £1.44 | £1.10 | £3.71 | £1.22 | £0.63 | £1.41 | £1.41 | EPS (diluted)EPS |
| £1.02 | £1.10 | £1.44 | £1.37 | £1.87 | £1.75 | £1.55 | £1.35 | £1.26 | £1.58 | £1.58 | Owner earnings / shareOE/sh |
| £1.02 | £1.10 | £1.44 | £1.37 | £1.87 | £1.75 | £1.55 | £1.35 | £1.26 | £1.58 | £1.58 | Free cash flow / shareFCF/sh |
| £1.00 | £0.80 | £0.80 | £0.80 | £1.00 | £1.00 | £0.86 | £0.55 | £0.60 | £0.63 | £0.96 | Dividends / shareDiv/sh |
| £0.32 | £0.32 | £0.27 | £0.26 | £0.25 | £0.24 | £0.28 | £0.32 | £0.34 | £0.33 | £0.33 | Cap. spending / shareCapex/sh |
| £0.23 | £-0.01 | £0.77 | £2.31 | £3.66 | £3.76 | £2.63 | £3.29 | £3.35 | £4.04 | £4.04 | Book value / shareBVPS |
Per-share growththe realized rate an owner's share compounded
| 9-yr | 5-yr | |
|---|---|---|
| Revenue / share | +3.9%/yr | +5.7%/yr |
| Owner earnings / share | +5.0%/yr | −3.4%/yr |
| EPS | +25.1%/yr | −0.5%/yr |
| Dividends / share | −4.9%/yr | −8.7%/yr |
| Capital spending / share | +0.5%/yr | +6.0%/yr |
| Book value / share | +37.4%/yr | +2.0%/yr |
The record, charted
FY2016–2025Each measure over its full record; the current point and the worst year marked.
ROIC
22%low FY2016
Gross margin
72%low FY2019
Net debt ÷ owner earnings
2.2×peak FY2019
Owner earnings vs. net income
Owner earningsNet incomeThe accountant's number, and the cash an owner can take; the gap is the tell.
£6.4Bowner earningsvs.£5.7Bnet incomelow FY2016
Where the cash went
ReinvestBuybacksDividendsAcquisitionsRetainedEach year's operating cash, by what management did with it: the mix, and how it drifts.
FY2016FY2025
Net income is the accountant's number; owner earnings is the cash an owner could take out. The walk between them, off the cash-flow statement, and whether the gap is widening or holding.
In fiscal 2025 the business turned £5.7B of profit into £6.4B of owner earnings: more cash than the profit line showed, after the non-cash charges and the capital it put back in.
| FY2025 | FY2024 | FY2023 | FY2022 | FY2021 | |
|---|---|---|---|---|---|
| Reported net income | £5.7B | £2.6B | £4.9B | £15.0B | £4.4B |
| Depreciation & amortizationnon-cash charge added back | +£2.3B | +£2.6B | +£2.3B | +£2.1B | +£2.1B |
| Working capital & othertiming of cash in and out, other non-cash items | −£289M | +£1.4B | −£454M | −£9.7B | +£1.4B |
| Cash from operations | £7.7B | £6.6B | £6.8B | £7.4B | £8.0B |
| Capital expenditurecash put back in to keep running and to grow | −£1.3B | −£1.4B | −£1.3B | −£1.1B | −£950M |
| Owner earnings | £6.4B | £5.2B | £5.5B | £6.3B | £7.0B |
| Owner-earnings marginowner earnings ÷ revenue | 20% | 16% | 18% | 21% | 28% |
Owner earnings is the cash an owner could pull out without starving the business: operating cash less the capital it must spend to hold its position .
Maintenance capex is estimated as depreciation where a growing business invests above it; free cash flow is the figure the scorecard's free-cash margin reads.
Quality & stewardship
Returns, the balance sheet, capital allocation, and pay.
Owner’s Scorecard
FY2025 20-F · source on SEC EDGAR →
Will it survive?
- Can it pay its interest? 11.3×ComfortableOperating income £7.9B ÷ interest expense £701M
What this means
Operating profit covers interest with the kind of margin Graham wanted for a defensive holding. Necessary, not sufficient, it says solvent, not cheap.
- How heavy is the debt, net of cash? £14.3B · 1.8× operating profitModest net debtCash £3.4B + ST investments £42M − debt £17.7B
What this means
Netting £3.4B of cash and short-term investments against £17.7B of debt leaves £14.3B owed, about 1.8× a year's operating profit (2.2× on the gross debt, before the cash). Net debt is the leverage figure that matters: the cash is already set against the debt. Strategic or illiquid investments aren't counted here.
- Negative, funded by othersDSO 83 + DIO 240 − DPO 623 days
What this means
Days cash is tied up between paying suppliers and collecting from customers. A negative cycle is a quiet moat: suppliers and customers fund the operation (Buffett's “float”), the company grows on other people's money.
Is it a good business?
- High through the cycle10-yr median, range 9%–22%; 22% latest = NOPAT £6.6B ÷ invested capital £30.7BIndustry peers: median 12%
What this means
The rate the business earns on the money tied up in it, Buffett's north star, because over time a stock tracks the ROIC beneath it. Above ~15% sustained hints at a moat; a return below the cost of capital (~8%) erodes value as a business grows rather than building it — the test Buffett weighs most. The headline is the median of the last 10 years (it ran 22% most recently), so one peak or trough year doesn't set the verdict. Asset-light businesses (R&D expensed, little capital) read artificially high, pair this with Owner Earnings.
- High through the cycle10-yr median margin, range 16%–31%; latest £6.4B = operating cash £7.7B − maintenance capex £1.3BIndustry peers: median 28%
What this means
What an owner could take out without starving the business: operating cash less the maintenance capital it must spend to hold its position — Buffett's owner earnings. That's 20% of revenue this year, a 20% median across 10 years.
- Cash-backedCash from ops £7.7B ÷ net income £5.7B
What this means
How much of reported profit showed up as operating cash. Above 1× is reassuring; well below suggests earnings lean on accruals. One year is noisy, growth and working-capital swings distort it, and this is operating cash, not free cash. Watch the multi-year trend.
How is the cash used?
- Returns about halfDividends + buybacks £5.3B ÷ Owner Earnings £6.4B
What this means
Of £6.4B Owner Earnings, £5.3B (83%) went back to shareholders, £3.9B dividends, £1.4B buybacks. Returning most of it is the mark of a mature business with little left to reinvest at a high return; reinvesting most could mean a long runway, or empire-building. The split doesn't say which; the return earned on it (see ROIC) does.
- Investing or harvesting? 0.58×HarvestingCapex £1.3B ÷ depreciation £2.3B
What this means
Descriptive, not a grade. Above ~1× means investing faster than assets wear out (growth, or, sustained for years, today's earnings carrying less depreciation than tomorrow's will). Below means spending less than it's wearing out (efficiency, or a melting asset base). The ratio won't tell you which; the filings will.
Graham’s defensive tests · 3 of 5 met
Graham’s numerical criteria for the defensive investor (The Intelligent Investor, ch. 14), run on the filings. A floor of safety, not a buy signal; many fine modern businesses fail his strictest liquidity rules by design.
- Adequate size —Revenue ≥ $2B (a dollar floor) · £32.7B
What this means
Big enough to weather a storm. Graham's floor is a dollar figure — about $2B of revenue as a conservative modern stand-in. This company reports in its home currency and we carry no exchange rate, so we show the figure and leave the size bar for you to apply rather than convert it with a number we don't have.
- Strong liquidity MissCurrent ratio ≥ 2× · 0.82×
What this means
Current assets at least twice current liabilities, near-term bills covered without touching the business. Strict by design: many cash-rich modern firms run leaner and miss it, holding their cushion in longer-dated securities.
- Conservative debt MissDebt ≤ working capital · £17.7B vs (£3.9B) WC
What this means
Graham's rule that borrowings not exceed net current assets. Capital-heavy and buyback-heavy firms routinely fail it, read it next to interest coverage, not alone.
- Earnings stability PassA profit every year (10-yr record) · no losses
What this means
Graham wanted earnings in each of the past ten years, the stability a defensive owner leans on.
- Dividend record PassUninterrupted dividends · paid every year (10)
What this means
An unbroken dividend was Graham's mark of durability. He wanted twenty years; the filings show about ten, and a single suspension breaks the streak. Non-payers, many fine modern compounders, fall outside his defensive net by design.
- Earnings growth PassEarnings +33% over the record · +118%
What this means
At least a third more earnings than a decade ago, averaging three years at each end. Net income (not per-share), so stock splits don't distort it, buybacks and dilution show up in the share-count line instead.
- Moderate price —P/E ≤ 15 and P/E × P/B ≤ 22.5 · decided by the price
What this means
Graham's valuation gate, the wall he kept between a sound business and a sound investment. Three-year average earnings are £1.02/share (latest year £1.32), the averaged base the calculator's gate runs on, and book value is £3.79/share. Enter a price in “What the price implies” just below for the P/E, P/B, and whether it clears. But this is the rule Buffett outgrew: there's no hard P/E law, and a wonderful business can deserve a far richer multiple if the thesis holds, treat it as the bargain-hunter's floor, not a verdict on the price.
Durability & moat, 2016–2025
Whether the record’s returns held, and what the capital reinvested earned.
- Profitable years 10 of 10
What this means
Never lost money over the record, the earnings stability Graham insisted on.
- Return on capital ≥ 15% 7 of 10 yrs
What this means
A moat shows up as a high return on invested capital that holds year after year, not one good vintage.
- Operating margin 14% → 20% (3-yr avg ends)
In the filing’s words The margin widened even though the filing names price competition — the gain came from volume or cost, not pricing power. Read where.
What this means
Through the cycle the operating margin widened — about 14% early to 20% lately, median 18% — pricing power intact or improving.
- Reinvestment, incremental ROIC 25%
What this means
Every extra dollar the business reinvested came back at a high incremental return — the lens GBM read for a moat that reinvests rather than merely harvests. The record and the 10-K are where you check whether the rate holds.
- Owner earnings growth +1%/yr
What this means
Owner earnings grew about 1% a year over the record.
- Worst year 2016 · 9.3% op. margin
What this means
Stayed profitable even in its hardest year, the resilience that survives recessions.
- Share count −2.0%/yr
What this means
The share count is shrinking, buybacks are quietly growing your slice of the business.
- Dividend record paid
What this means
Paid a dividend in 10 of the years on record.
Does AI threaten the moat?
Low contestabilityThe moat is physical, regulated or balance-sheet-funded, the kind AI cuts costs within but does not contest.
In its own filing A competitive risk, new this year
Its FY2025 10-K names artificial intelligence as a competitive threat, in language that was not in the prior year's filing.
“Failures in safeguarding critical systems, managing third-party and banking dependencies, or overseeing data and AI risks could further lead to operational disruption, financial loss, and loss of stakeholder confidence.”
AI is unlikely to contest a moat that is physical, regulated or balance-sheet-funded; here it reads more as a cost tool than a threat, and the company is using it that way.
Read from the filing's own risk factors, paired with the industry's structure under its SIC code; the durability is read above, the price below.
All figures as filed; the source filing is linked above.
Current Position
as of fiscal year-end, Dec 31, 2025Can the business pay what it owes this year, off the freshest balance sheet: the quality of the assets, the debt actually coming due, and what a low ratio means here.
Current assets£17.5B
- Cash & short-term investments£3.4B
- Receivables£7.5B
- Inventory£5.9B
- Other current assets£676M
Current liabilities£21.4B
- Debt due within a year£3.0B
- Accounts payable£15.4B
- Other current liabilities£3.0B
Current ratio0.82×all current assets ÷ what's due · Graham looked for 2×
Quick ratio0.54×stricter: inventory excluded
Cash ratio0.16×strictest: cash alone against what's due
Working capital(£3.9B)the cushion left after near-term bills
Its current ratio is below 1, which usually reads as strain; here it is likely structural strength. This business collects from customers before it pays suppliers (a negative cash-conversion cycle), so the balance sheet is funded by that float, the way Costco's and Amazon's are. The low ratio can be the edge, not the risk; the cash-conversion cycle and the debt due above say which.
Debt due this year vs. cash£3.0B due · £3.4B cash
covered by cash on hand, no refinancing forced · both figures from the Dec 31, 2025 balance sheet
Deeper floors
Tangible book value(£7.4B)equity stripped of goodwill & intangibles
Net current asset value(£27.7B)Graham's net-net: current assets less all liabilities
Debt incl. operating leases£18.6B£830M of it operating leases
From the company's latest filing.
How the cash was used, 2016–2025
Over the record, the business generated £74.7B of operating cash; how management split it reads as a balanced allocator, splitting cash between the business, owners, and the balance sheet.
- Reinvested£12.8B · 17%
- Dividends£35.3B · 47%
- Buybacks£1.4B · 2%
- Retained (debt / cash)£25.2B · 34%
- Returned to owners£36.7B
59% of the owner earnings the business produced over the span, £35.3B as dividends and £1.4B as buybacks.
- Average price paid for buybacks—
Buybacks ran £1.4B over the span, but the filings don't tag the share count needed to deduce the average price paid.
- Net change in share count−16.6%
The diluted count fell from 4860M to 4051M, so the buybacks outran the stock issued to staff.
- Dividend record£0.63/sh
Paid in 10 of the years on record, the per-share dividend shrinking about 5% a year. It was cut at least once along the way.
- Return on what it retained−1%
Of the earnings it kept rather than paid out (£12.3B over the span), annual owner earnings (first three years vs last three) fell £134M, so each retained £1 gave back about 0.01 of yearly owner earnings. Buffett's test, run on owner earnings instead of market value.
Buybacks are gross of stock issued to staff; the share-count line above is the net of that, the figure that decides whether owners gained. The average price paid blends a year of purchases (and any accelerated repurchase), so it is close, not exact. The record of where the cash went and on what terms.
Acquisitions & goodwill
from the balance sheet & the 10-year cash-flow recordGoodwill grows only when a company acquires and falls only when it concedes it overpaid. The size of that bet, the cash put into buying rather than building, and how much has already been written off.
Goodwill & intangibles£23.8B39% of all assets; the premium carried on the balance sheet for businesses acquired
Against book equity43%goodwill is this share of book equity; the rest is the company’s own retained and paid-in capital
Cash spent acquiring£0over 10 years buying other businesses, against £12.8B of capital spent building
None written down over the record; the goodwill is still carried at full cost. That is the deals holding their value on the books so far; whether they keep doing so is the test an owner watches, since the write-down, when it comes, is the admission the price was too high.
Goodwill, acquired intangibles and equity from the latest balance sheet; acquisition spend and write-downs summed across the 10-year record, from the company's own filings.
Inverting the record
Invert: instead of why GSK plc is a good business, the question is what would make owning it a mistake, and whether those marks are in the record. Disconfirming tests across 2016–2025.
None of the 5 tests turned up a mark; each came back clean. A clean panel says only that these particular ways of being wrong are not written into the record.
Each test came back clean
- Is it less profitable than it was?
- Did the share count rise anyway?
- Did debt outgrow the business?
- Did reported profit become cash?
- Did receivables and inventory outpace sales?
Each test is read from the filings and is noisy alone; a flag can mark a cyclical trough or a year of heavy investment as easily as a problem. The filing says which.
Peers, Pharmaceuticals
The same industry, side by side on owner economics. Each figure is a through-cycle median, so a peak or trough year can’t distort it; the group median at the foot is the line to read each against.
| Company | Revenue | Gross margin | Op. margin | ROIC | Owner earn. margin |
|---|---|---|---|---|---|
| MRKMerck & Company Inc. Common Stock (new) | $65.0B | 70% | 25.9% | 19% | 21% |
| PFEPfizer Inc. | $62.6B | 75% | 26.1% | 11% | 28% |
| ABBVAbbVie Inc. | $61.2B | 70% | 28.0% | 21% | 38% |
| BMYBristol-Myers Squibb Company | $48.2B | 72% | 18.9% | 12% | 28% |
| ABTAbbott Laboratories | $44.3B | 56% | 15.8% | 11% | 17% |
| AMGNAmgen Inc. | $36.8B | 76% | 36.1% | 18% | 35% |
| GSKGSK plc | £32.7B | 67% | 19.2% | 17% | 20% |
| TEVATeva Pharmaceutical Industries Limited | $17.3B | 48% | -2.2% | -2% | 6% |
| Group median | — | 70% | 22.6% | 14% | 25% |
The price
What a price has to assume.
What the price implies
reverse-DCFEnter the US price, in dollars: the NYSE/Nasdaq quote you hold. Per the filing's own cover, “American Depositary Shares , each representing 2 Ordinary”; GSK plc reports in GBP, so every figure in this tool is stated per ADS and translated at GBP 1 = $1.349 (2026-07-17, reference rate) so your dollar quote reconciles exactly. The record tables elsewhere on this page remain as filed, in GBP.
Type today's close and see the owner-earnings growth you'd have to believe to justify it, beside what GSK plc has delivered.
$
Through the cycle, GSK plc earns about $8.7B on its 19.8% median owner-earnings margin. This year’s 19.6% margin runs in line with that. Normalize, below, values the price on that through-cycle figure rather than the latest year.
Base
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The assumptions
9.0% = the 4.55% 10-year Treasury (Jul 15, 2026) + 4.45 points of equity premium. The rate you require is yours to set.
Enter a price above to run it.
A dated snapshot of the price you typed, the assumptions you set, and what the page showed for them. A snapshot is never edited after it is saved. Your notebook is yours alone — the commitment states what is stored and what we will never do.
Implied by the price—
Owner-earnings growth · ’21→’25−3%/yr
Owner-earnings growth · ’16→’25+1%/yr
Owner-earnings growth · ’16→’25+1%/yr
Owner-earnings yield—
What a growth belief costs, in multiples
The growth each return requires, at your price
P/E (3-yr earnings ’23–’25)—
P/B—
Graham’s price gate—
Graham capped the multiple at 15×; Buffett and Munger let that rule go: a wonderful business can deserve 50× if the thesis holds. The gate marks the bargain-hunter's floor.
Against a high-grade bond: Graham’s yardstick bond yield%
Prefilled with the 10-year Treasury (4.55%, as of Jul 15, 2026). Edit it for today’s exact figure, or a AAA corporate yield.
Graham measured a stock against the bond you could own instead, the heart of his margin of safety. Enter a price above to weigh the owner-earnings yield against this bond.
Owner-earnings yield—
High-grade bond yield—
Margin over the bond—
Owner earnings $8.6B on 2158M shares outstanding, per the 20-F cover, as of 2025-12-31; net debt $19.3B. The base is the latest year by default; Normalize values it on the through-cycle median owner-earnings margin (to avoid paying on a peak year). Net of stock comp treats option pay as the expense it is. The dials set the multiple a growth belief justifies; the price, and every dollar on this page, is yours.
Cite: Owner Scorecard, "GSK plc (GSK), the owner's record," https://ownerscorecard.com/c/GSK, data as of 2026-07-09.
Manual order: ← GSIW its page in the Manual GSL →
Industry order: ← GRFS the Pharmaceuticals chapter GYRE →