Calibrating Precision: Annual Report

Calibrating
Precision
Annual Report
2020
Calibrating
Precision
“The Golden Ratio is a mathematical
ratio you can find almost anywhere, like
nature, architecture, painting, and
music. It creates an organic, balanced,
and aesthetically pleasing composition”
At GSK our goal is to bring a sense of order
and harmony in the world of healthcare
through our intricate golden ratio.
INTRODUCTION
In today’s day and age, where
technology, innovation and new
practices are redefining healthcare all
over the world. GSK has calibrated and
applied its own version of the golden ratio
to every aspect of its business. At GSK
Pakistan, we have studied and understood the
intricate balance required to create and attain
harmony in our vision to enable people to do
more, feel better and live longer. We recognize
that in order to touch lives, we need to embody
trust for doctors, to perform we need to
demonstrate integrity, to grow we must learn, to
innovate we need to evolve and to be leaders we
must give back to our community.
Contents
Corporate Information 02 • Project Tezz
• Online Printing of Prices on
GSK at a Glance 06 • Imported Products
• Warehouse Upgradation
The GSK Story 10
Corporate Governance 56
• Who we are
• What we do • Corporate Governance Statement
• How we do it • Chairman’s Review on the
Performance of the Board
Company Profile and Group Structure 12 • Compliance with the Best
Corporate Practices
Pakistan Market Overview 15 • Compliance with Listed Companies
(Code of Corporate Governance)
Organogram 16 Regulations,, 2019
• Exceeding Legal Requirements
Global Reporting 17 • Compliance and Ethics
• Conflict of Interest among Board
Key Quantitative Information 18 Members
• Whistle Blowing Policy
Position of Reporting Organization 19 • Stakeholders’ Engagement
in Value Chain • Corporate Briefing Session
• Investors’ Grievance
Timelines 22 Policy/Redressal of
• Investors’ Complaints
Our People 24 • Investors’ Section on Website
• Policy for Safeguarding of Records
Top Brands and Initiatives 32 • Role of the Board and Directors
• Profile of Board Members
Significant Factors Affecting the External 36 • Board Composition
Environment and the Associated • Changes in the Board Composition
Organization’s Response • Board of Directors’ Meetings
• Other Directorships
Strategy and Resource Allocation 38 • Brief Roles and Responsibilities of
the Chairman
Risk and Opportunities 41 • Brief Roles and Responsibilities of
the Chief Executive Officer
Quality Management System (QMS) 45 • Board Committees
• Annual Evaluation of the Board
Corporate Social Responsibility (CSR) 47 and its Committees
• Inclusion and Diversity in the Board
Our Response to the COVID-19 Pandemic 49 • Board Induction and Orientation
• Director Training
Awards and Recognition 50 • Remuneration Policy
• Policy of Retention of Board Fee by
Key Initiatives: 52 the Security Clearance of Foreign
Directors
• CRSF Packaging (Child Resistant • Executive Director in Other
Senior Friendly) Companies
• One ERP SAP Implementation • Executive Director in the Company
• Digital Doctor Serving as Non-Executive Director
• Online Ordering Portal • Trading in Shares by Directors and
Executives
• Policy of Related Parties Vertical Analysis 103
• Board Meetings Outside Pakistan
• Business Continuity Plan Statement of Compliance with the Code of 104
• Presence of the Chairperson Audit Corporate Governance
Committee at the AGM
• Issues raised at Last AGM Review Report to the Members 107
• Inclusion and Diversity Policy
• Encouraging Minority Shareholders Auditor’s Report to the Members 108
to Attend General Meetings
• Directors’ Training Program attended Statement of Financial Position 113
by Female Executives and Head Of
Department and/or Exemptions Statement of Profit or Loss and other 114
• Communication of Financial Results Comprehensive Income
• Auditors
• Management Committee Statement of Changes in Equity 115
Unreserved Statement of 74 Statement of Cash Flows 116

Compliance to International
Financial Reporting Standards Notes to the Financial Statements 117
Risk Management Compliance Board 74 Forward Looking Statement 168
Directors’ Report 75 Integrated Reporting 170
Directors’ Report - Urdu 85 Pattern of Shareholding 171
Chairman’s Review 86 Shareholding Information 172
Financial Highlights 88 Key Shareholding 174
DUPONT Analysis 89 Notice of Annual General Meeting 175

Notice of Annual General Meeting - Urdu 187
Financial Commentaries 90
Factories and Offices 188
Analysis of Non-Financial Performance 92
Form of Proxy 189
Market Share and Share Price Sensitivity 94 Form of Proxy - Urdu 191
Analysis
Standard Request Form 193
Business Rationale of Major Capital Standard Request Form - Urdu 194
Expenditure Projects during the Year and for
Those Planned for Next Year 95 E-Dividend Mandate Letter 195
E-Dividend Mandate Letter - Urdu 196
Financial Performance at a Glance 96
Statement of Value Added 97
Key Operating and Financial Data 98
Direct Cash Flow Statement 101
Horizontal Analysis 102

Corporate Information
As at December 31, 2020
Board of Directors Management Committee Disclosure Committee Company Secretary

Mr. Dmytro Oliinyk Ms. Erum Shakir Rahim Ms. Erum Shakir Rahim **Syed Azeem Abbas Naqvi
Chairman Chief Executive Officer Chairperson
Chief Financial Officer
Ms. Erum Shakir Rahim Mr. Abdul Samad Mr. Abdul Samad
Chief Executive Officer Chief Financial Officer Member Mr. Abdul Samad
Mr. Abdul Samad **Syed Azeem Abbas Naqvi Mr. Dmytro Oliinyk Chief Internal Auditor
Chief Financial Officer Legal Director Member
Syed Ahsan Ejaz
Ms. Maheen Rahman Dr. Tariq Farooq **Syed Azeem Abbas Naqvi
Independent Director Business Unit Director BU 1 Member Bankers
Mr. Muneer Kamal Dr. Naved Masoom Ali Citibank NA
Independent Director Business Unit Director BU 3 Deutsche Bank A.G.
Habib Bank Limited
Mr. Mehmood Mandviwalla Mr. Khurram Amjad Meezan Bank Limited
Non-Executive Director Director Commercial Standard Chartered Bank
Excellence and CTC (Pakistan) Ltd
Mr. Mark Dawson
Non-Executive Director Dr. Gohar Nayab Khan Auditors
Regulatory Affairs Cluster
Audit Committee Head - Pakistan and Iran ***Yousuf Adil
Chartered Accountants
Mr. Muneer Kamal Mr. Abdul Haseeb Pirzada
Chairman Director Corporate Affairs and Legal Advisors
Administration
Mr. Dmytro Oliinyk Hashmi and Hashmi
Member Mr. Zain Anjum Faisal, Mahmood Ghani and Co
Country Compliance Officer Legal Consultancy Inc.
Mr. Mark Dawson
Member Dr. Yousuf Hasan Khan Registered Office
Director Medical
Mr. Mehmood Mandviwalla 35 - Dockyard Road,
Member Syed Nabigh Raza Alam West Wharf,
Tech Head Karachi - 74000.
Ms. Maheen Rahman Tel: 92-21-111-475-725
Member Mr. Obaid Siddiqui (111-GSK-PAK)
Head of Procurement Fax: 92-21-32314898,
Human Resource and 32311122
Remuneration Committee Mr. Farqaleet Iqbal Website: www.pk.gsk.com
HR Country Head
Ms. Maheen Rahman
Chairperson Mr. Imtiaz Hussain
Site Director - West Wharf
Mr. Dmytro Oliinyk
Member Mr. Javed Tariq
Site Director - Korangi
Mr. Mehmood Mandviwalla
Member Mr. Joseph Thibaut
Site Director - F/268
Mr. Mark Dawson
Member
Ms. Erum Shakir Rahim
Member
* Ms. Samreen Hashmi Kidwai resigned from GSK Pakistan Limited, effective November 13, 2020
** Ms. Mehar-e-daraksha Ameer appointed Legal Director and Company Secretary of GSK Pakistan Limited as at January 01, 2021, replacing Syed Azeem Abbas Naqvi
*** Name change of external auditor from Deloitte Yousuf Adil Chartered Accountants to Yousuf Adil Chartred Accountants w.e.f. November 01, 2020
02 GSK Annual Report 2020

“We have studied and understood the intricate
balance required to create and attain
harmony in our vision to enable people to do
more, feel better and live longer.”
GSK
GSK at at
a Glance
a Glance
Patient Focus
Patient Focus Our
Our
Transparency
T ransparency Values
Values
Respect
Respect
Integrity
Integrity

Our
OurExpectations
Expectations
CCourage
ourage
Accountability
Accountability
Development
Development
Teamwork
T eamwork
GSK Annual Report 2020 07

Our Goal
Our goal is to be one of the world’s most innovative, best performing and
trusted healthcare companies.
Our Values and Expectations

Our values and expectations are at the heart of everything we do - so
that together we can deliver extraordinary impact for our patients and
consumers and make GSK a brilliant place to work.
Our values are Patient Focus, Transparency, Respect, Integrity.

Our expectations are Courage, Accountability, Development, Teamwork.

Patient Focus
Patient Focus is about always doing the right thing for patients and
consumers and striving for the highest quality.
Transparency
Transparency helps us build trust with each other and with society by
being honest and open about how and what we do.
Respect
Respect means supporting colleagues and the communities around us,
embracing diversity and individuality, so we can all achieve great things.
Integrity
Integrity is about how we expect the highest ethical behaviours of
ourselves and others.

The GSK Story
Who we are
We are a science-led global healthcare company with a special purpose: to help
people do more, feel better, live longer.
We have three global businesses that research, develop and manufacture innovative
pharmaceutical medicines, vaccines and consumer healthcare products. Every day,
we help improve the health of millions of people around the world
What we do
We aim to bring differentiated, high-quality and needed healthcare products to as
many people as possible, with our 3 global businesses, scientific and technical
know-how and talented people.
Pharmaceuticals Vaccines Consumer Healthcare
Our Pharmaceuticals We are the world’s largest Our world-leading

business has a broad vaccines company by Consumer Healthcare
portfolio of innovative and revenue, delivering business combines science
established medicines in vaccines that help protect and consumer insights to
respiratory, HIV, people at all stages of life. create innovative everyday
immuno-inflammation and Our R&D focuses on healthcare brands that
oncology. We are developing vaccines consumers trust and
strengthening our R&D against infectious diseases experts recommend for oral
pipeline through a focus on that combine high medical health, pain relief, cold, flu
immunology, human need and strong market and allergy, digestive health
genetics and advanced potential. and vitamins, minerals and
technologies to help us supplements.
deliver transformational
new medicines for patients.

How we do it
Everyone at GSK is focused on 3 priorities – Innovation, Performance, Trust
Innovation
We invest in scientific and

technical excellence to
£4.6bn 40 new 17 new
develop and launch a adjusted R&D medicines in vaccines in
pipeline of new products investment in development in development in
2020 FY 2020 FY 2020
that meet the needs of
patients, payers and
consumers.
Performance
We deliver growth by
investing effectively in our
business, developing our £34bn £9bn adjusted £5.4bn free £4bn
turnover in operating profit cash flow in dividends
people and executing 2020 in 2020 2020 paid in
2020
competitively.
Trust
We are a responsible
company - using our
science and technology to
address health needs, we 84% employee £250m donated 1st in Access to
engagement in 2020 to Medicines Index
are focused on making our score on our community since the
latest health assessment began
products affordable and employee programmes in 2008
available, and being a survey
modern employer.

Company Profile
GSK, a science-led pharmaceutical company has been providing quality and affordable
healthcare solutions to patients in Pakistan for the last 70 years. We have a special
purpose; to help people do more, feel better and live longer, by ensuring access to
affordable quality medicines across the country.
To achieve this, GSK has built an agile, future-ready organisation in Pakistan comprising an
extensive manufacturing and distribution network that is quick to adapt to patient needs and
grow competitively, in line with our values.
GSK Pakistan caters to many therapy areas which include Anti-infectives, Respiratory,
Vaccines, Dermatology, Gastrointestinal, Analgesics, Urology, Allergy, Central Nervous
System, Cardiovascular and Vitamins.
As a science-led and global healthcare company, we remain committed to our mission of

making a difference in millions of lives every day. To achieve this, we aim to consistently
produce and improve access to quality medicines to help improve the quality of patients’ lives.
Our key pharmaceutical brands include Augmentin, Seretide, Amoxil, Thyroxin, Actifed,
Velosef, Dermovate, Betnovate, Clobevate and Calpol, while Synflorix, Rotarix, Havrix,
Engerix-B and Boostrix feature amongst our vaccines.
Today GSK stands as the pharma market leader in Pakistan with a volume share of 12%.
Through the successfully integration of BMS, UCB, Novartis Vaccines, and Stiefel over the
years, GSK Pakistan has grown into a highly diverse and profitable business that now boasts
115 brands and 270 registered products.
Major competitors are multinational pharmaceutical companies such as Abbott, Novartis,

Pfizer, Sanofi Aventis, and Getz, Sami, Searle, Bosch and Barrett Hodgson amongst local
companies.
GSK Pakistan presently employs almost 1,900 persons across its manufacturing,
pharmaceutical and sales functions. Our manufacturing division, Pharma Supply Chain (PSC),
consists of three facilities, all of which are situated in Karachi at West Wharf, F-268 SITE and
Korangi.

PSC, F-268, S.I.T.E., Karachi
The F-268 facility is located in the Sindh Industrial Trading

Estate (SITE) and is the largest pharma facility in Pakistan.
Featuring advanced Digital Data Analytics tools, it has three
primary manufacturing sections – Liquids Block, Tablets
Block, and a dedicated Penicillin Block. This site also has a
small dedicated unit for Iodex Cream. Over 115 SKUs are
manufactured at this site, with an annual volume of around
220 million packs. Major products manufactured at this site
are Augmentin (in Dessiflex blister packing), Amoxil, Calpol
Thyroxin, Angised, Lanoxin and Actified. The site has also
launched CRSF (Child Resistant Senior Friendly) packaging
for some of its SKUs recently.
PSC, Korangi, Karachi
Located in the Korangi Industrial Area, this state of the art

manufacturing site has a dedicated block for Cephalosporins,
both oral and injectable, a sterile facility for liquid ampoules
and a unit for tablets. The site manufactures around 77 SKUs
and produces an annual volume of around 45 million packs.
Major products manufactured at this site are Velosef, Capotin,
Fortum, Ceporex, Zinacef and Theragran Ultra.
PSC, West Wharf, Karachi
GSK West Wharf is a pioneering pharmaceutical

manufacturing facility that is located on the sea shore close
to the Karachi Port area and city commercial centre. The wide
range of products manufactured at this site include Topicals,
Ophthalmics, Otics Drops, Spansules, and ENO powder (Eno
is manufactured for GSK Consumer Healthcare). Betnovate,
Dermovate and Fefol Vit feature among key products. 68
Stock Keeping Units (SKUs) are manufactured here, with an
annual volume of around 150 million packs.

Ownership and Group Structure
GlaxoSmithKline S.R One International B.V

Holdings Limited
82.59%
100%
GlaxoSmithKline Plc Setfirst Limited

100% 100%
GlaxoSmithKline GlaxoSmithKline
Finance Plc Pakistan Limited
100%
Related parties with which the Company has had transactions during the year are disclosed in Note 36.1 of the
financial statements.
Composition of Local vs. Imported Materials

The Company's materials are imported and are locally produced as well. Composition of local and imported materials
can be seen in the chart below.
57%
43%
COMPOSITION OF LOCAL VS. IMPORTED MATERIALS

Import Local

Pakistan Market Overview
Archetype and Players in Value Chain
Biologicals Corporate Consumer Healthcare GMS Pharmaceuticals Research and Development
Head Office Warehouse
Sales Office Factory

Organogram
Shareholders
Audit Board of Human

Committee Directors Resource
Committee
Company
Secretary
Chief Chief Disclosure

Internal Executive Committee
Auditor Officer
Business
Support
Manager
Business Business Business Director Director

Commercial Corporate Security EHS
Unit Director Unit Director Unit Director Excellence Affairs & Manager Manager
BU 1 BU 2 BU 3 & CTC Administration

Global Reporting
Above Country
CEO
Director Medical
Director
Regulatory Affairs
Chief Financial
Officer
HR Country Head
Tech Head Pakistan
Legal Director
Site Director - F/268
Country Compliance
Officer
Site Director -
West Wharf
Site Director - Korangi
Head of Procurement

Key Quantitative Information
(Number of persons employed as on the date of financial statements and average number of employees
during the year, separately disclosing factory employees).
NUMBER OF EMPLOYEES 2020
Number of employees including contractual employees at the end of year 1,892
Average number of employees including contractual employees during the year 1,952
Number of factory employees at year end 940
Average number of factory employees during the year 970

Position of Reporting Organization in Value Chain
Suppliers of raw and packaging materials

(Local and Import)
WW
Kor
68
ang
F-2
Warehouses
(3rd party) Distributors Pharmacies Patient
Key Accounts Patients

(Public Hospitals) (Public Sector)

“We recognize that in order to touch lives,
we need to embody trust for doctors, to
perform we need to demonstrate
integrity, to grow we must learn, to
innovate we need to evolve and to be
leaders we must give back to our
community.”
Timelines
Timelines
Quarter 02
• Q-2 Board of Directors’ Meeting
• Annual General Meeting
• World Asthma Day
Quarter 01
• International Women’s Day
• World Cancer Day
• COVID-19 Lockdown: Work From Home initiated

Quarter 03
• Independence Day
• World Pharmacists Day
• Launch of CRSF Packaging
• #Ifyoureallyknewme - Women's Leadership Initiative Event
• Resumption of F2F Interaction with HCPs
Quarter 04
• International Men’s Day
• World Pneumonia Day
• World Mental Health Day Awareness Session
• Antibiotics Awareness Week
• Launch of One ERP SAP
• Corporate Briefing Session
• Gender Sensitization Workshop

Our People
Human Resources WLI team led the International Women’s Day celebrations and
‘Let’s Connect and Learn’ sessions, under the Modern
We continued to build on our Priorities of Innovation, Employer Agenda, providing an opportunity for all employees to
Performance and Trust in line with our #WinNow agenda as connect with leaders. These sessions had employee
part of our commitment to deliver game changing business development follow through with a discussion around what
results. The focus on ensuring that our strategy was advocated WLI means for all employees and not only women.
through strong leadership, employee development and our
continued focus on being a Modern Employer. The WLI team received very positive feedback from the
business after all these sessions as employees were
Our GSK expectations of Courage, Accountability, encouraged to learn inclusivity and better ways of
Development and Teamwork were re-iterated through our communication by overcoming subconscious biases and
#Let’s Talk initiatives and HR Connect Sessions across the gender stereotypes.
Company, coupled with our values of Patient First,
Transparency, Respect and Integrity, all form the basis of ‘Our Employee Health and Well-Being
DNA’, guiding us to be one of the world's most innovative, best
performing and trusted healthcare companies. At GSK, our purpose is to help people do more, feel better, live
longer starts with our employees. Throughout the COVID
Innovation period in 2020 – HR has taken multiple initiatives such as
keeping the workforce updated on Corona Virus updates and
Coupled with our renewed focus on ‘Business First’ and how they can adopt to virtual ways of working and leverage our
‘Making it Easier’ for our customers, we aim to focus on digital capabilities to work, engage with internal and external
optimizing the business’ organization design, leveraging the stakeholders.
GSK performance system to drive and develop high quality
leaders and drive the development of critical business Employees’ heath and well-being has been the top priority
capabilities and skills needed to meet the needs of patients throughout, time to time updates on COVID-19 precautions
and customers. and SOPs was shared to keep the employees updated.
Communications to engage employees on the new ways of
Performance work includes ‘Return to Work’ guidelines whereby the process
for joining back office post COVID-19 recovery was shared
Performance remained a focal point for HR, as we focus on and guidelines for reporting COVID-19 confirmed or
enhancing the quality and depth of talent, especially for critical suspected cases were shared. The new way of claiming
roles along with improving the diversity of our talent and also, medical expenses was introduced in 2020 to facilitate the
we are focusing on young talent, through which we aim to timely processing of claims.
achieve industry-leading growth by investing effectively in our
business, developing our people and delivering flawlessly when For the first time, Ergonomics Allowance is introduced in 2020
it comes to business results. to support the well-being of our employees during work from
home for the office-based desk jobs as they require long hours
Trust while sittings which require comfortable posture in line with
Ergonomics guidelines.
Trust will continue to be a key HR pillar, intertwined across all
our performance measures, by supporting our leadership team HR has promoted the use of Employee Assistance Program
in inculcating a culture of clear communication, trust and and other Health and Wellbeing programmes and services,
openness. We are committed to building trust through our webinars and GIFs on mindfulness, EAP, sleep well were also
approach to engagement and excellent customer experience. organized.
Diversity and Inclusion Moreover, in 2020 we continue the focus on mental health
awareness sessions, part of World Mental Health Day
The year 2020, marked further success of GSK’s Women celebrations and under the umbrella of GSK’s Modern
Leadership Initiative (WLI). Reawakening self-awareness and Employer agenda. These were virtual sessions whereby
Mental Health awareness sessions were conducted virtually. renowned psychiatrists addressed and discussed any mental
health concerns that employees are facing at work / work

from home. These sessions were appreciated by employees at them to not only deliver but drive successful business results
all levels of the organization since they provided an opportunity so that they are prepared to perform at home and abroad.
to learn more about mental health and get themselves
assessed on psychological distress levels. Making It Easier Initiatives
At GSK, we are also focused on promoting the Environment In 2020, we promoted the use of HR chatbot by the name of
Health and Safety agenda – by including the reporting of ‘HR KAY’ available for 24/7 support to answer common HR
unsafe incidents in employee objectives. queries in less than 20 seconds. This not only promoted
self-service but also encouraged employees to acquaint
GSK is committed to providing such programs and facilities themselves with a variety of GSK CH's online facilities,
that enable employees to understand and protect their health especially in the times of remote working. HR Kay can help
and make healthy choices – to feel healthier, happier and employees with a wide range of different HR queries. Total of
energized. 757 users have interacted with HR Kay in 2020, and 6,586
queries were addressed.
Developing Our People
In 2020, HR announced the launch of a new chatbot as well
Our continued commitment to developing and sustaining our namely Workday Assistant. Workday Assistant is Workday’s
talent pipeline by attracting and retaining the most talented purpose-built chatbot that can help you complete common
people is a key success factor in GSK's outstanding results. In Workday tasks like entering your absence or feedback, finding
2020, as part of our ongoing focus to make our systems and information and helping you navigate around Workday. The
processes easier for our customers, we have improved Assistant makes interacting with Workday as simple as starting
recruitment process which can be directly facilitated through a conversation and works from the Workday mobile App as
Workday. This uses innovative technology to deliver a well as on desktop. It can display data quickly and easily and
cutting-edge global recruitment platform that not only makes it even transact some items like ‘request time off’. The Workday
quicker and easier for recruiters and managers to fill vacancies Assistant will keep improving over time, try asking it ‘How can
with the best candidates but also makes it easier and a better you help me?’
experience, for external candidates and employees to find new
job opportunities. Further, adopting to the new ways of working, Virtual
Onboarding program was launched in 2020, whereby the
At GSK, we view career development as a bridge towards new joiners gets the invite for a virtual session in the first week
building experience and capability instead of focusing solely on of their hiring and they are briefed about the various GSK
promotion and advancement. We inspire our managers to platforms and any questions they have are addressed by
promote a culture where straight talk is encouraged, and concerned member of HR team.
diverse opinions are accepted. This is further strengthened
through regular check-in sessions between employee and his Another achievement marked in 2020 is the successful
/ her line manager and the use of One80 survey tool in which transformation to e-letters. Employee letters such as for job
employees give anonymous feedback to their managers to changes no more require the manual process of sending the
help them adopt a better leadership style, suited for their hard copies to the employees, these are now provided in PDFs
team’s needs. and are available in their workday as well.
Future Leaders Program Resilience and Work-life Balance
GSK's Future Leaders Program is a key driver of our talent We at GSK, under the Modern Employer Agenda 2020, were
pipeline, designed to attract, develop and nurture talented focused to give our employees a congenial environment that
individuals. We aim to enable them to become our Future makes them feel at ease – where their work is more valued
Leaders through our robust program which provides ambitious than adherence to a strict work schedule.
individuals with various opportunities to lead GSK CH into the
future whilst developing their own long-term careers. We place Furthermore, we designed certain communications to further
immense focus on our values when we hire future leaders; facilitate this agenda and connected it to our value of Respect
these are consumer first, integrity, respect for people and for People e.g. the launch of respect for work hours where
transparency. employees were encouraged to be respectful of each other’s
personal and family time, make efforts to disconnect ourselves
Our motto is to select the best talent and facilitate them to from work after business hours and reflect twice before
hone their technical skills and business acumen and enable contacting a fellow colleague via call / text /emails unless
there’s an emergency to connect immediately.

Our priority will always be the safety and wellbeing of our In line with our value of Transparency, the Global GSK
people. For now, how we work follow local COVID-19 Engagement Survey was rolled out company wide, allowing
guidelines, but as restrictions lift it’s really important we hold employees’ a chance to put forward their views on a variety of
onto the great ways of working we’ve seen in 2020, balanced areas, including our GSK CH Values and Priorities. The 2020
with the power of face to face collaboration, to drive GSK Engagement Survey results reported Employee
performance and delivery of our IPTC priorities. Employees Engagement levels of 91% , proves that GSK’s strength lies in
want more flexibility and options about how and where they our ability to create a lasting bond with our employees and
work. Hence as part of global initiative, GSK has rolled out the goes to show that everyone has a role to play in contributing to
Performance with Choice guidelines. We’re starting with our culture.
people who do office-based work – and piloting other role
types to see where we can introduce more flexibility without Top Employer
impacting performance.
We are really excited to share that GSK Pakistan has been
Engagement certified as Top Employer 2021 by the Top Employers
Institute. This is a great achievement in reinforcing GSK
At GSK, we see employee engagement as a critical Pakistan’s Employer Brand as an industry leading Modern
component to strengthen ties at all levels of the organization Employer.
and build on our culture. In 2020, HR and the Leadership
Team led the engagement agenda. These included driving the Being certified as a Top Employer showcases our dedication
Diversity and Inclusion agenda (WLI Pakistan Chapter), to a better world of work that we exhibit through excellent HR
supporting Employee Health and Well-being initiatives, virtual policies and people practices recognized against global
engagement activities, effectively promoting modern employer standards. Despite the challenging times, we remained
agenda; Be you, feel good and keep growing themes country focused on our cultural pillars to accelerate our IPT priorities.
wide by conducting engagement activities as well as seminars This is a proud moment for all of our employees who worked
/ webinars, organized different engagement activities during together to achieve this recognition making GSK a great place
COVID-19 period to motivate our employees. to work!

Modern Employer Initiatives 2020
Pakistan
We’ve chosen to highlight three key areas to reinforce life at GSK

Our purpose starts with us.
When we feel at our best, we perform at our best.
Be You Feel Good Keep Growing
We all bring something When we focus on our Our world is always

unique to GSK and when wellbeing and have the changing so we must take
we combine our knowledge, flexibility to manage our every opportunity to learn
experiences and styles lives, we can thrive and do and develop. When we
together, the impact is great things at work and grow as individuals, we
incredible. home. grow as a business.
Underpinned by brilliant managers and technology

Modern Employer – Pakistan
When we feel at our best, we perform at our best
Be You Feel Good Keep Growing
Diversity Agenda Health & Wellness Development

• Driving diversity across Age, • Running Global Challenge • Driving regular Check-Ins to
Gender and Experience across GSK enterprise wide (Q3) ensure quality time spend on the
• 18.5% of the total permanent staff • Mental Health Awareness same (on-going)
are female employees with 6.2% are Sessions across GSK Sites (Q4) • Use of One80 and GSK Survey
part of top leadership and middle • Promoting the EHS agenda – to work within teams
management through employee My Plans and • Continue use of tools like BYB to
reporting of incidents develop Sales Teams
• 6.2% female MRs • Involving external vendors for
Moments that Matter business trainings as per
WLI Initiatives Enterprise-wide • Making a connection with the business needs (on-going)
• International Women’s Day employees – such as wishing • Let’s Connect & Learn Session
celebrations Birthdays, Eid Celebrations and with HR providing an opportunity for
Independence day celebrations employees to reflect about their
• Breakfast with Leadership Team • Launch of On-boarding portal development (on-going)
providing an opportunity for all for new hires (employer branding • Let’s Talk Sessions with FLPs
employees to connect with the with improved customer experience) (every quarter)
leaders (Q3)
• #ifyoureallyknewme Employee Relations Employer Branding:
theme follow through with a • Proactive decision making and FLP Drives across Pakistan in all
discussion around what WLI means implementation of Speak Up the major universities
for all employees and not only culture eradicating business issues
women (Q3) (on-going) Coaching and Mentoring
• International Men’s Day • Identify and Assign formal
celebrations (Q4) coaching and Mentoring
• Gender Sensitization opportunities for employees on
Workshops planned for all Sales Succession plan RN/RS for Key
Offices and HO (Q4) roles especially within the LT/SLT
level (on-going)
Being Yourself • Cross Site Talent Reviews (every
• Promoting Straight Talk and quarter)
accepting diverse opinions as a part
of working at GSK (Q3-Q4) Making it Easier Initiatives
• Encouraging stakeholders • Launch of Workday Assist to
to make impact and ensure that help employees with various
straight talk is encouraged across the workday tasks
board (Q3-Q4) • Use of Workday Recruit - making
• Introduction of Let’s Talk Session recruitment easier for employees,
with HR to answer employee hiring managers and candidates
queries, and address the culture • Encourage the use of HR Kay, a
(Q3) chatbot, to answer common
employee queries in less than 20
secs promoting self-service within
the team
• HR Clinics (every quarter)

Top Brands and Initiatives
Ventolin stands out as a leader in the inhaled asthma reliever market with an accelerated performance compared to other
relievers competing within this segment.
Ventolin’s performance further paced up with its inclusion in Respiratory Portfolio, emphasizing on the “Continuum of Care’’
approach in Asthma space having Seretide as the Controller and Ventolin as a Reliever Therapy.
Year 2020 had been a good year for Ventolin with exceptional
increase in HCP engagement, which further translated into EI of
102 on volume and 106 on value. Utilizing the principles of Good
Sales Outcome and Patient Focused Scientific Selling Model, we
have been able to make our communication more impactful by
revolving it around the patient, which helped us build doctors’ trust
on Ventolin even more.
We, as a team, endeavor to continue to deliver best value to our

patients and play key role in “opening the door to effective relief” in
Asthma patients
Amoxil dominates the market with its leadership in the Amoxicillin category in terms of value, volume and
prescriptions. It is promoted in the indications of Tonsillopharyngitis and Helicobacter Pylori induced infections.
Despite the challenges of 2020, Amoxil demonstrated

exceptional performance. The transformation to digital
engagement played a significant part in this brand's
performance as a record number of doctors were reached
through interactive, online activities. This resulted in growth
for the brand, including prescription growth of 18%, in the
antibiotics market.

2020 proved to be a challenging yet successful year for GSK Pakistan’s legacy brand, Augmentin. Despite the challenges
faced by the healthcare sector, 2020 was yet another successful year. Augmentin has retained its leadership position in the
anti-infectives market, despite the COVID-19 pandemic, with more than 31 million prescriptions and over 41 million units
sold. Augmentin met the unprecedented challenge of the pandemic with utmost pace by conducting COVID-19 and
Anti-Microbial Resistance webinar series whereby engaging internal and external speakers, and by timely adapting to the
digital landscape to connect with HCPs through multi-channel mediums.
The Augmentin team continued to cascade the latest Survey of

Antibiotic Resistance (SOAR) data nationwide by engaging
Regional SOAR investigators to share their expertise on the
importance of standardized testing and significance of
surveillance data to more than 30,000 HCPs in order to continue
with our responsibility to protect our community by raising
awareness of the increasing threat of Antimicrobial resistance.
Using the World Antibiotic Awareness Week 2020 as an
opportunity, GSK conducted a public awareness campaign to
highlight this important issue.
Calpol continues to be the leading antipyretic amongst healthcare professionals. By virtue of its renewed co-promotion strategy
with Augmentin, Calpol has strengthened its position in the pain and fever market. Owing to its longstanding legacy and
reliable quality, Calpol has grown on the prescription front by engaging HCP and pharmacist through extensive
multichannel engagement strategies. Calpol aims to surpass the landmark achievement of PKR 2 billion by leveraging its
strong footprint as the preferred antipyretic in both children and adults.

GSK’s flagship Multivitamin brand, Theragran Ultra, was revamped with a new strategy in 2020.
The brand capitalized on the lifestyle modification element it offers as a daily need for patients suffering from Malaise and
Fatigue, Sexual Health problems and poor Skin, Nail and Hair health.
Digital channels were exploited to spread the message of Theragran Ultra in 2020, to HCP’s across the country. Moreover,
channel activations like OiT and pharmacist webinars were also initiated during the year.
Theragran Ultra and the Multivitamin market have shown promising growth in the past year, thus providing a good opportunity to
capitalize on in the future.
Even in the unprecedented situation last year, Velosef retained its position as the #1 Rx Cephalosporin in Pakistan with a
16.7% prescription growth*; with total sales exceeding PKR 3 billion** and delivering a growth of 7.12 %. The brand
continues to lead the molecule category with ~70% value share.
The success is attributed to the team’s perseverance and quickly adapting to the COVID-19 situation. The transition from face–to–
face to digital platforms, supported in reaching out to >10,000 HCPs across the country.
Continued engagements in the heartland indication of; gynecological surgeries, skin and soft tissue infections and support from
trauma / emergency and acute tonsillopharyngitis helped deliver the exceptional Rx growth.
*MAT MIP S2 2020

**MAT PKPI 12/2020

Dermatology
At GSK Pakistan, the dermatology portfolio prides itself as being the first treatment of choice for all skin related concerns and
diseases, trusted by our healthcare providers, pharmacists and the general public alike. As an unparallel market leader in volume,
value and prescriptions, it goes without saying that we are recognized as a holistic solution provider for all key skin conditions,
ranging from Psoriasis, Eczema, Atopic Dermatitis and other difficult to treat steroid responsive dermatoses to Acne and all types of
superficial skin infections. Year on year, our trusted, legacy and innovative brands continue to enable millions of patients to achieve
their desired treatment goals, help bring back their skin confidence and significantly improve their quality of life.
GSK Clobetasol brands Dermovate and Clobevate, are super potent topical corticosteroids with a rich heritage of being the leading
brands within the TCS market, across all key parameters; value, volume and prescription. As super potent therapy options, they
enable healthcare providers and patient to treat psoriasis, lichen planus, and other difficult to treat and stubborn cases of steroid
responsive dermatoses.
Cutivate is recognized as the leading solution for patients with inflammatory, pruritic manifestations of steroid responsive
dermatoses, like Eczema & Atopic dermatitis. Specifically designed for efficacy and tolerability, Cutivate is suitable for adults and
children over the age of three months. It is this combination of potency and safety that makes it a preferred choice for HCP’s
looking for topical therapy in treating steroid responsive dermatoses.
Similarly, in cases where superficial skin infections limit patients’ lives, Bactroban is a topical antibiotic with wide coverage across all
primary and secondary superficial skin infections like folliculitis, furunculoses and impetigo. With robust manufacturing processes to
ensure quality and consistency, it was honored by the Queens Award of Technology in the UK in 1992. Approved in over 90
countries and recommended across international guidelines, it has become a key driver for the dermatology portfolio since its
relaunch in Pakistan, in quarter 4 2019.

Significant Factors Affecting the External Environment and the Associated
Organization’s Response
Category Factor Organizational Response
During the pandemic, many OPDs and clinics were closed which
impacted Pharma Business. The Company established new ways of
working to ensure business continuity during this time. The Company
formed an IMT (Issue Management Team) to review the COVID-19
situation and ensure business continuity and also accelerated digital
The outbreak of the pandemic forced connects with HCPs (health care practitioners).
Economic shut-down of businesses and resulted
in global depression. The Company also continues to focus on internal cost saving and
operational efficiency across the organization to mitigate the inflationary
impact. The company monitors the changes in macro-economic policies
on an ongoing basis and takes appropriate action in case of significant
changes in the environment.
Political uncertainty and policy Stay updated on policy changes implemented by relevant authorities
changes. During 2020, the government and hold regular discussions with them on the same.
helped to mitigate the impact of the
pandemic through smart lockdowns. Moreover, industry issues are addressed to respective authorities
Political The government also took other through Pharma Bureau and other relevant business associations.
measures during the pandemic like
introduction of relief packages for The Company formed IMT (Issues Management Team) to deal with the
sectors. pandemic and ensure business continuity.
Active participation in CSR initiatives such as partnering with Dr. Ruth K

M Pfau Civil Hospital for building HVAC system in their ICUs, supplying
Fulfilling our corporate social PPE at various hospitals and providing equipment for COVID-19 ward at
Social responsibilities through our Indus Hospital and transfusion beds at Muhammadi Blood Bank. The
contributions. Company also collaborated with the Professional Education Foundation
to give scholarships to students.
Continously assess the need for investment in new technological

advancements and invest timely to achieve operational efficiencies.
Being updated on the latest In 2020, GSK Pakistan implemented ONE ERP in the commercial
Technological technological advancements . organisation. As part of the deployment, various initiatives were taken
such as the new online ordering system, virtual accounts and mobile
friendly applications.
Different acts like the Companies Act The Company ensures compliance with all the required laws and
2017, Income Tax Ordinance, Sales regulations. Further, it stays updated about new laws and ensures that
Legal Tax Acts, the Drug Regulatory the relevant departments are complying with the same.
Authority of Pakistan Act.
Improved management of workplace risks and development of a safe

Create a safe and healthy work working environment. Prioritization of safety over every operational task.
Environmental environment for our workforce. During the pandemic, the company gave all employees ergonomic home
office equipment allowance.
Effect of Seasonality on Business in Terms of Production and Sale
Owing to the vast range of GSK products, seasons impact the Company’s sales differently in different therapy areas such as
sales of Anti-infectives and Derma increases in winters whereas sales of Wellness portfolio increases in summer season. The
Company manages seasonality through alignment on production planning cycles involving multiple stakeholders and inventory
management at GSK as well as distributor warehouses to ensure enhanced availability of our products for patients without
any supply limitations enabling them to do more, feel better and live longer.

Strategy and Resource Allocation
Introducing state-of-the-art
Build an effective commercial
manufacturing technology to Drive sustainable Digital
Objective Retain market leadership organisation which allows us to
ensure patient access to quality Transformation
get closer to our customers
medicines
Continuing the customer centric

Enhancing digital capabilities to
Continually adapting change and business model in conjunction
Building GSK's capability to reach customers through multiple
driving performance of established with our cultural pillars of Pace,
Strategy products with a double digit Accountability, Focus and
meet the increasing demand of touch points specially in the new
its products in market normal driving an exceptional
growth mindset Ambition to effectively meet
customer journey
the needs of our customers
Timeline Long-term Long-term Long-term Long-term
Priority High High High High
GSK is heavily investing in

Resources capability building of its
Human Resource as well as
Human Resource and Financial
Financial Capital
Human Resource, Financial Capital,
Technological Resources /
Capital
Allocated funding the plans to be the Advancements
market leader in Pakistan
1. Digital connects v/s face-to-

KPI Market Share, Evolution Index and Effectiveness and quality of Production capacity of the face connects
Ranking in industry (As per IQVIA) customer engagement manufacturing site. 2. Digital connects v/s Quality
Monitored connects
Ongoing process – state-of-the-

Status Ongoing Ongoing art production facility. Ongoing
Future
The KPIs will remain relevant in The KPIs will remain relevant in The KPIs will remain relevant in The KPIs will remain relevant in
Relevance the future the future the future the future
of KPIs
Opportunity:
Opportunity:
1 - Adapting new ways of working
Leverage hybrid rep model to
Opportunities and capitalizing the technological
advancements
drive enhance customer
Increasing capacity of GSK sites
Opportunity:
Capitalizing new digital channels to
engagement by tapping in an
/ Threats appropriate channel mix in the
be relevant to the customers
Threat: Local pharma industry
new normal
practices

Nurture a strategic relationship
with channel intermediaries
To develop, promote and retain Building a high performance and Enhance operational efficiency and
Objective diversity across the organization engaging culture
(distributors / pharmacies) for
cost optimization
improving access of quality
medicines to the patients
1 - Openness towards leveraging

Building capabilities of channel Ensure optimum utilization of
talent coming from diverse Promoting data-first mindset and
intermediaries for enhancing company resources through
Strategy cultural backgrounds a sense of achievement in the
access, responsible dispensing enhanced governance and
2 - Driving Women Leadership organization
and counseling of patients compliance oversight
Initiative (WLI) across GSK
Timeline Medium-term Medium-term Long-term Long-term
Priority High High High High
Resources Human Resource and Financial Human Resource and Financial Human Resource and Financial Human Resource and Financial
Capital Capital Capital Capital
Allocated
1 - Percentage of female
KPI employeees Number of individuals / teams
Number of digital and face-to-face
connects with channel
1 - Gross Profit & Net Profit Margin
2 - Percentage of diverse talent recognized for high performance 2 - Return On Investment
Monitored in key roles
intermediaries
Status Ongoing Ongoing Ongoing Ongoing
Future
The KPIs will remain relevant in The KPIs will remain relevant in The KPIs will remain relevant in The KPIs will remain relevant in
Relevance the future the future the future the future
of KPIs
Optimizing resource
1 - Building the culture of
allocation at every level. However,
Diversity and Inclusion Building an efficient sales
Opportunities 2 - Empowerment for organization driven through data
Build pharmacists’ capability to
support patients in prescription
some uncontrollable factors like
devaluation of currency /
Development of Female analytics and embedding
/ Threats Leadership under Modern performance culture
and dosage compliance increase in raw material costs
may impact the Company's
Employer agenda
profitability

Liquidity Position of the Company
The Company is adequately liquid and has PKR 6 billion of cash and cash equivalents as of 31st December 2020 to manage its
cashflow requirement. Furthermore, there are no significant long-term or short-term debt obligations.
Strategy to Overcome any Liquidity Problems
The Company is sufficiently cash surplus and doesn’t have any major debt obligations. In addition to this, the Company also has
running finance facilities from it banking partners to manage additional working capital requirement, if any required.
Significant Plans
GSK Pakistan continues to be one of the key countries within the Emerging Markets Region. The global Company has high
expectation from the Local Operating Committee (LOC). The management of GSK Pakistan is fully committed to deliver to that
expectation amidst a volatile and challenging working environment.
The company has implemented a new ERP system in the year. In the future, the company also plans to invest on CRSF, solar
systems and Compression machines. Additional details of future projects are mentioned in section pertaining to capital
expenditure.
Significant Changes in Objectives and Strategies from Prior Years.
There are no significant changes from prior year.

Risks and Opportunity Report
GlaxoSmithKline Pakistan Limited is affected by the macro-economic policies which are set by the government.
The Company regularly monitors the same to respond effectively to both risk and opportunities present in the environment.
Risks & Opportunity

Objective Mitigation Measure Rating Source Magnitude Likelihood Capital Nature
Opportunities or Risk
Risk:
Currency Increasing costs due to inflation
devaluation and high and currency devaluation are
inflation risk beyond our control. Incase such a
impacting business Keep risk arises, the company will take
Opportunity
profitability operating proactive measures to minimize
and Risk
costs low them. The Company will continue
Opportunity: to take cost mitigation initiative to
Opportunity to earn manage business profitability.
through export sales
Incase of pandemic, the Company

Business continuity Ensure will take appropriate measures to
and employee business ensure business continuity and
wellbeing is Risk continuity and employee wellbeing. This is being
impacted by employee regularly monitored through IMT
pandemic wellbeing (Issue Management Team)
meetings.
The Company will accelerate digital

connects with healthcare
practitioners through multiple
Be updated channels like webinars and phone
with change calls to ensure maximum customer
Technological in technology reach.
Risk to ensure
Obsolescence
maximum Considering the technological
customer advancements, the Company also
reach implemented SAP in the
commercial organisation to drive
effeciencies.
Opposing
viewpoints
If such a risk arises, the Company
regarding Maintain public will take appropriate measures to
drugs safety Risk image about respond to it via media and other
could impact drug safety channels.
company
image
The Company has good credit

rating which ensures easy access
Liquidity Ensure that to running finance facility when
problem there is
Risk required. The company also
arising from sufficient regularly monitors the cash flow
insufficient cash available projections and liquidity status to
cash timely ensure that there are sufficient
funds.
Create a work
environment
where
Retention of employees are The Company maintains detailed
employees in motivated. succession plans and places
Risk Ensure
critical emphasis on employee training
positions employees are and development.
motivated to
perform critical
roles and
turnover is low.
Ensure robust The Company has developed
Natural business business continuity plans to deal
Risk continuity
Disasters with any calamities that may
plans are in arise.
place.
Ensure that Proper controls in place to

confidential ensure that confidential
IT Security Risk Risk information information is kept safe and
is protected secure on GSK network

Risks & Opportunity
Objective Mitigation Measure Rating Source Magnitude Likelihood Capital Nature
Opportunities or Risk
Ensure safety Environment, Health and safety

of employees, department has taken steps to
Major accidents Risk ensure that employees and
records and
property property is safe.
The Company has taken security

measures to ensure the safety of
Volatile Law Ensure its employees. In case of any such
and Order Risk employee situation, employee safety is a
situation safety priority and appropriate
communications are rolled out to
employees to alert them.
Rating Source Magnitude Likelihood Capital Nature

High External High High Financial Social and Long-term
Relationship
Medium Internal Medium Medium Human Medium-term
Intellectual
Low Low Low Manufactured Short-term
Risk Management Policy
Our Board rigorously works to develop and monitor risk management policies to determine the Company’s level of risk tolerance.
Our Board’s main responsibility includes establishing and overseeing an effective risk management framework in the Company.
Our risk management framework is well-embedded within the processes of the business and continually reviewed with oversight
at Board level through our Audit Committee. This framework enables the Board to identify, evaluate, manage our principal risks
and is designed to support our long-term priorities. It provides our businesses with a framework for risk management and upward
escalation of significant risks. Our values and expectations and Speak Up processes ensure that the risks associated with our
business activities are actively and effectively agreed and mitigated and provides reasonable assurance against material
misstatement or loss.
Our Board monitors various compliance initiatives and promotes risk management and compliance culture in the Company. Our
Board has delegated the responsibility of monitoring and control of business risks to the management of the Company.
Assessment of Principal Risks
The Board monitors the principal risks facing the Company, including those that would threaten the business model, future
performance, solvency or liquidity. This responsibility has been delegated by them to Risk Management and Compliance Board
(RMCB) which is comprised of GSK management team.
Our Risk Management and Compliance Board (RMCB) supports to establish a framework for ensuring risk management is
embedded throughout the organisation and is an integral part of the decision making. The RMCB is responsible for promoting a
‘tone from the top’ risk culture, as well as ensuring effective oversight of internal controls and risk management processes for
identifying, assessing, treating, monitoring and reporting all known and significant emerging risks associated with the business.
The RMCB comprises of a structure whereby designated Risk Owners, who are members of Senior Management, are accountable
for identifying and mitigating significant risks, while the Compliance Officer is responsible for facilitating a risk-based approach in
establishing internal control systems within GSK. The RMCB held 07 meetings during the year.
Strategic, Commercial, Operational and Financial Risks
At GSK, risks can be largely classified as follows:
Strategic Risks – are those which pose a significant threat to meeting the business objectives and are outside the entity’s control.
The principal strategic risk being faced by the Company remains the highly restrictive regulatory environment and lack of
market-oriented pricing policies. While a new drug pricing policy which addresses a majority of long-standing issues was rolled out

in 2018, there is still a potential to improve and align our regulatory environment with other regional countries to help Pakistan’s
Pharma industry to truly achieve its potential. In the meantime, the Company will continue to work on mitigating such risks through
active discussion with the Government and other relevant stakeholders.
Operational Risks – are those which hinder the entity from running its operations smoothly. Our main operational risks are the
supply issues, inflation and the potential for fraud and employee turnover. These risks are being managed through development of
alternate sourcing of materials, facility upgradations, robust forecasting process in commercial and manufacturing, simplification of
operating model, spend management, adequate segregation of duties, refresher trainings of Code of Conduct, job rotations and
employee empowerment.
Commercial Risks – are those which stem from the commercial nature of the industry and are a direct threat to the profitability
of the entity. In GSK’s case, the main threat stems from the acceleration of low cost generics in the market, which we counter
through capacity enhancement/plant upgrading, new product launches, R&D and providing affordable healthcare solutions to
maintain the Company’s market share.
Financial Risks – are those that may cause financial loss to the entity and are described in more detail in note 39 of the Financial
Statements. The above risks are categorised using the following grid:
Degree Likelihood Impact
5 Almost certain Catastrophic
4 Likely Major
3 Moderate Moderate
2 Modest Unlikely
1 Minor Rare
Strategy for mitigating Risks and Potential Opportunities
At GSK, we take a number of initiatives to mitigate risk.
1. Board and Committees
The Board has formed the following Committees in line with best practices and requirements of the Code of Corporate
Governance:
*The Audit Committee annually reviews the financial aspects and appropriateness of resources, the corporate accounting
and financial reporting process, the effectiveness and adequacy of internal controls, the management of risks and the
external and internal audit process.
*The Human Resource and Remuneration Committee assists the Board in fulfilling its responsibilities in the review,
formulation, recommendation and implementation of Human Resource policies and the appointment and remuneration of
the CEO, CFO, Company Secretary and Chief Internal Auditor. It also considers and approves recommendations of the CEO
on matters related to succession planning of key management positions and ensuring proper compensation to GSK
employees.
*The Environment, Health and Safety Committee monitors and reviews the EHS compliance and performance of Company
operations. Through the committee, previous targets are reviewed, new targets are set, and actions are prioritised. It also
ensures necessary planning and the availability of required resources for mitigation of risks identified.

2.. Standard Operating Procedures
Standard Operating Procedures are a vital part of the Company's governance framework. These are adopted to ensure best
practice and Senior Management ensures that there is compliance with the same.
3. Control Activities
Senior Management has placed controls to mitigate risks. There is regular management monitoring to ensure compliance.
4. Internal Audit
The internal audit function examines Company records and operations, ensuring fair financial reporting processes,
compliance with applicable laws and adherence with internal control systems. It provides detailed reports to the audit
committee on the same.
Information about defaults in payment of any debts and reasons thereof:
The cash generation from Company’s business operations allow retiring of its obligations in a timely manner. Besides, robust
liquidity monitoring controls are in place to ensure that sufficient financing is in place to cater all business requirement, further
running finance facilities are also availed via banking partner, if needed.
Capital Structure and its Adequacy:
Total equity increased by 5.9% to Rs. 16.1 Billion comprising of share capital amounting to Rs. 3.2 Billion which consists of issued
share capital of 318,467,278 shares of Rs. 10.00 each. S.R. One International B.V., Netherlands and its nominees are the major
shareholder of the Company, having 263,029,794 shares being 82.59% of total paid-up capital.
The Company’s Statement of Financial Position is entirely financed via equity. The Company generates adequate liquidity through
its business operations and does not need any secondary financing. Therefore, GSK Pakistan believes that the prevailing Capital
Structure is adequate.

Quality Management System (QMS)
Introduction
GSK’s Quality Management System (QMS) is a comprehensive process of management responsibilities, quality culture
expectations, and documented policies and procedures. GSK QMS encompasses regulations applicable throughout product
life cycle and supply chain, including good manufacturing practice, good distribution practice (GxPs), EU, US, WHO
regulations and other industry standards. QMS activities ensure supply of quality products (quality) to patients or
customers and meeting expectations of applicable regulations (compliance).
The LOC (Locally Operating Company) Quality unit operates in the LOC business organisation but reports independently to
the Pharma Supply Chain (previously known as Global Manufacturing and Supply, GMS) Quality group.
GSK Quality statement:
Ensuring the Quality, safety and reliable supply of our products is critical to accomplishing our goal of becoming one of the world’s
most innovative, best performing and trusted healthcare companies.
Holding ourselves to high-quality standards expected of us protects GSK’s licence to operate and our competitive advantage. This
is why we strive for excellence, always aiming to deliver right first time and to meet the needs of our patients, consumers, health
care professionals and regulators around the world. We do this through teamwork, high performing quality systems and our culture,
which is shaped by GSK’s values and expectations.
• Deals with 51 Third parties (LSP + Distributors + Transporters )

• Quality Trainings of LOC Third parties ( GDP + QMS )
• Oversight of highest number of Repacking activity in region
End 2 End Supply Chain
• Deals with Monthly Regulator’s Vists on 3P Warehouse

• Deals with Local Grug testing labs correspindence and queries for imported Products
• Work as Qualified person for Imported product release
QMS at GSK is the foundation that underpins everything we aspire to in terms of product quality. We help achieve this by providing
vigilance across the organisation to ensure all of the activities we undertake are fully compliant with internal GSK polices and those
of our local regulators and will also lead to an improvement in performance for the benefit of the business and our shareholders.
Our long-term sustainability depends on the benefit our products give to people to improve their quality of life and help them do
more, feel better and live longer. Therefore, the responsibility to make, test and ship our products with the highest quality standards
will always remain the foremost focus of our attention.
LOC Quality acts as point of contact for customer complaints received from different sources and ensures that the complaints are
handled as per global guidelines and outcomes are communicated to the customer to drive continuous improvement and build a
relationship of trust with the customer. Additionally, product incidents are proactively monitored on a routine basis to ensure
investigation, escalation and informed decision making.

2-Way Complaint From
Communication
Investigation results Investigation Report

COMPLAINT
HANDLER INVESTIGATION SITE
CUSTOMER
Collect Information Evaluates the issue
indicates there is
an issue they want and coordinates
to complain about Date of receipt investigations
Customer’s details (name, address, contact number)
Product details (dose, formulation strength)

Include Executive
Summary from the
Batch number (s)
Investigation Report in the
customer response
Nature and detail of the complaint and any associated AE
Status of sample to be returned and expected date of return.
End to End Supply Model for LOC Pakistan
Regional
Distributors
+
Karachi Distribution Center
Regional
Distributors
Islamabad DC Lahore DC Multan DC +

Corporate Social Responsibility
Grants and Donations • 31% reduction in Water consumption
2020 was an unprecedented year because of the COVID-19 • Solar Energy Systems: Our Pharma Supply Chain (PSC)
pandemic. GSK, being a market leader, recognizes its manufacturing facilities are a key contributor to our
responsibility towards the society at large and prioritized environment and sustainability goals. In the third phase of
supporting causes that would create a positive impact on our solar expansion project, in 2020, our three PSC sites
the community in line with the national need. We (West Wharf, Korangi and F-268) collectively added a total
sponsored the Dr. Ruth K M Pfau Civil Hospital Karachi for of 344 kWp to the GSK solar grid. This enhancement has
building an HVAC system to create a negative pressure raised the total solar power generation capacity to 677
room in their existing ICU to protect patients and kWp, with a total reduction of 440 tons of CO2 emissions
healthcare staff. We also supplied PPE to the Aga Khan annually. As part of our commitment towards a greener
Hospital and Medical College foundation in Karachi, the future, GSK Pakistan has already received approval to
Academy of Family physicians and the ChildLife enhance its solar generation capacity by a further 800 kWp
Foundation. In addition to the PPE donations, GSK also in 2021.
provided Cardiac Monitors for the COVID-19 ward at the
Indus Hospital and transfusion beds for the Muhammadi
Blood Bank.
Although our 2020 CSR was focused mainly on the

healthcare sector, GSK also recognizes the importance of
education and collaborated with the Professional
Education Foundation to give scholarships to students.
Environment, Health and Safety
Our business is health, and this starts with our own people.
GSK Pakistan is committed to providing a safe workplace
where everyone is healthy and taking actions to protect our
planet. And we all have a part to play.
As we strive to achieve our aim to help people do more, feel

better and live longer, we are committed to providing a safe
workplace where people can be healthy and help protect the
planet. Our core principles of respect for people, operating with
transparency and acting with integrity underpin our approach • Single Use Plastics Reduction: n SUPR (Single Use Plastic
to managing EHS&S. Reduction) is a global GSK initiative to reduce use of plastic.
Via multiple initiatives introduced in 2020, our West Wharf
Key components in safeguarding our people, protecting our site reduced the consumption of single use plastic by
assets and the environment include taking an enterprise view 701 kg in 2020.
of EHS&S and ensuring visible leadership commitment. We do
this through establishing an effective control framework and by Anti-Microbial Resistance Program
embedding a strong EHS&S culture throughout the business.
As well as our ongoing work to protect the planet, we have set Anti-microbial resistance (AMR) is a global health and
challenging sustainability targets to reduce our longer-term development threat. WHO has declared that AMR is one of the
environmental impact. top 10 global public health threats facing humanity. Lack of
clean water and sanitation and inadequate infection prevention
Environment and Sustainability and control promotes the spread of microbes, some of which
can be resistant to antimicrobial treatment.
With the vision of becoming the most environmentally
sustainable healthcare company, GSK is committed to
reducing its carbon footprint by 25% within the next 10 years.
As part of the “Think 2030” goal, the following key milestones
related to environment and sustainability were achieved in
2020.
Keeping our responsibilities towards heath and environment in SAFE WORKING HOURS
mind, our F-268 PSC facility completed the initiative of
becoming an Anti-Microbial Resistance Compliant site by Our West Wharf PSC site achieved another Safe
eliminating the risk of wastewater discharge to soil. This has Working Year in 2020, with no time lost on account of
been achieved by re-using the wastewater after RO filtration in incidents. This constituted 680,000 safe man-hours.
engineering utilities. Since 2018, 2.1 million safe man-hours have been
achieved without an incident.
Living Safety
What?
How?
Benefits?
Why?
100% AMR (Antibiotic Microbial resistance)

Compliant site
Risk: discharge to soil and ground may lead to AMR
In house modification disconnecting of ETP water supply to

garden areas and routing them for utilities supply
Use of ETP in utilities supply

Risk of discharge to soil and ground eliminated
Planned and executed within 15 days

Zero cost involved in the entire initiative
Elimination of Ozone Depleting Substances

based Refrigerants
In light of the environmental considerations associated with

halocarbons, our F-268 site has eliminated all ODS (Ozone
Depleting Substances) based refrigerants from site in 2020.
All CFC and HCFC based equipment have either been
removed or replaced with alternative zero-ODP refrigerant,
contributing towards an important cause.

Our Response to the COVID-19 Pandemic
GSK has always prioritised the safety of its people while ensuring a continuous supply medicines to its patients and consumers. In
March as the COVID-19 situation worsened, the Company, through its Issues Management Team (IMT), decided to suspend field
operations across Pakistan. Employees were advised to work from home while teams started the transition to a virtual mode of
customer engagement. The Company ensured that the necessary support was provided to employees to facilitate their virtual
activities and working from home. Throughout this period, employees critical to maintain Supply Chain continuity continued to come
to work in our factories and offices to make sure that the many essential and life-saving medicines we manufacture remained
available across the country. Robust safety measures were put in place to ensure the health and wellbeing of these employees.
In August, after the first wave subsided, the company resumed its field work in a phased approach. A robust risk assessment of
operations, in view of the COVID-19 risk, was carried out; staff was trained on the new ways of working and personal protective
equipment (PPE) were given to the entire field force so that they were able to perform their duties without exposure to any
unnecessary risk. A weekly pulse check survey was conducted to gauge staff’s level of comfort; evaluate the on-ground situation
and acquire field force’s feedback on the implemented precautionary measures. This enabled IMT to take timely and effective
decisions.
The office-based staff was divided into 3 categories: Category A comprised of those individuals who were deemed critical for
business continuity and were required to attend office. The second category were those employees who were able to perform their
duties effectively from home, while all those employees who could not come to office due to personal reasons (family issues or
pre-existing medical conditions) were classified as category C. All necessary safety arrangements, complying with the Government
and GSK SOPs and CDC/WHO guidelines were made for employees who were attending office. A weekly roster was
implemented to adhere to 30% daily staff capacity restriction. Meeting room capacities were revised, social distancing protocols
established, floor markings were carried out, PPE and sanitizer availability were ensured and arrangements for meal delivery in
disposable boxes at the desk were made. An ergonomic allowance along with other IT facilities were also provided to employees
working from home to ensure their comfort and effectiveness.
Throughout the year and even now, regular monitoring of the situation is carried out by the IMT. Refresher trainings for employees
have been conducted so that compliance to COVID-19 SOPs is ensured. Throughout the pandemic, GSK has taken all possible
measures to ensure that the people associated with the company or working for it are not exposed to any risk while also being able
to help fulfil our commitment to our patients and consumers. The journey of continuous improvement is still in progress to adhere to
the situation as it evolves.

Awards and Recognition
Top Employer
GSK Pakistan participated in Top Employers Certification program during Q3 of 2020 and was recognised as a Top Employer in
Pakistan for 2021
Being certified as a Top Employer showcases an organisation’s dedication to a better world of work and exhibits this through
excellent HR policies and people practices.
The Top Employers Institute programme certifies organisations based on the participation and results of their HR Best Practices
Survey. This survey covers 6 HR domains consisting of 20 topics such as People Strategy, Work Environment, Talent Acquisition,
Learning, Well-being and Diversity and Inclusion and more.
The programme has certified and recognised more than 1,600 Top Employers in 120 countries / regions across five continents.
Annual Report 2019
GSK Pakistan won 1st place in the Pharma Category for the best Annual
Report. The award is issued annually by the Institute of Chartered
Accounts and Institute of Cost and Management in Pakistan

Best Project Award
The Ointment Manufacturing Facility was upgraded in 2020 to

improve facility GMP compliance. The entire project was completed
within a total of 13,000 safe working hours over a period of five
months under a robust Construction Safety Plan. The in-time
completion and delivery of objectives resulted in this upgrade being
given the GSK Emerging Markets Best Project in 2020.
PLM Award (Project Lifecycle Management)
Site received PLM Award given by the GSK Global Technical Team for Process Improvement initiative and process control
strategy implementation in manufacturing of ENO Powder, which delivered a significant increase in throughput and manufacturing
capacity.
CERTIFICATIONS:
ISO Certification - During the COVID-19 outbreak, the site has still managed to maintain its ISO certifications with zero
non-conformities identified. The site has migrated from OHSAS 18001 to ISO 45001 in 2020 and has maintained its ISO 14001
as well as ISO 9001 certifications. This is a key part for the sites for our tender business.
GSK F268 continued to maintain its certifications without any major non-conformance against the international standards of,
• OHSAS 18001:2007 (Occupational Health and Safety Management System)
• ISO 14001:2015 (Environment Management System)
• ISO 9001:2018 (Quality Management System)

Key Initiatives
1. CRSF Packaging (Child Resistant Senior Friendly)
GSK’s goal is to be one of the world's most innovative, best performing and trusted healthcare
Companies. In keeping with this mission, GSK continues to do whatever it takes to keep families
healthy and safe. In 2020 GSK launched a Child Resistant packaging initiative to help reduce the
risk of serious harm to children resulting from unsupervised access to medicines by a child for
Fefolvit with a number of other products to be added in the next year.
2. One ERP SAP Implementation
In 2020, GSK Pakistan successfully implemented SAP

across the commercial organisation. Due to the ongoing
pandemic, this deployment was done end-to-end remotely.
This involved liaison within country and above country teams
to ensure that the deployment of the system was successful
while business as usual activities weren't impacted. As part of
the deployment, model office sessions were conducted
which had a reach of 1,000 participants. New initiatives such
as the introduction of virtual accounts and new online
ordering system were also undertaken. Enhanced controls
and user-friendly mobile applications for Procurement and
Travel and Expenses were also introduced.
3. Digital Doctor
The development of Digital Doctor, a Pakistan Tech initiative based on gamification technology. This case study-based tool
will enable us to transform HCP engagement from conventional to digital channels at product education meetings.
4. Online Ordering Portal
The implementation of Online Ordering Portal (OOP), a tool to help bridge gaps between GSK and Distributors. The OOP is
also integrated with SAP which has enabled this shift from manual to digital e-Commerce interaction between the Company
and its vendors.
5. Project Tezz
Project Tezz is the implementation of the Meeting Authorization Portal in Pakistan. This solution is selected as a best practice
to be implemented in other Emerging Markets as well. MAP is an end to end automation tool for of all GSK meetings and
supports sales, marketing and medical teams to conduct meetings efficiently.
6. Online Printing of Prices on Imported Products
This printing assists in the timely implementation of new prices on key imported assets. The online printing process has been
deployed on key assets such as the Seretide Evohaler and upcoming supplies of the Ventolin Evohaler will be also delivered
using this upgrade.

7. Warehouse Upgradation
Upgradation of West Wharf Raw Material Warehouse with new racking of international standards with enhanced safety
compliance and increase of sites pallet space from 1,100 to 1,500.

“The delicate harmony guided by our core
values is an equation that has taken years to
master. Today, we continue our goal to bring a
sense of order and harmony in the world of
healthcare through our own intricate golden
ratio.”
Corporate Governance
OUR CORPORATE GOVERNANCE • There is no material departure from the best practices
STATEMENT of corporate governance as per regulations.
Our governance structure operates from the Board COMPLIANCE WITH LISTED COMPANIES
across the Company and we believe it underpins our (CODE OF CORPORATE GOVERNANCE)
ability to deliver our strategy and create long-term value REGULATIONS, 2019
and benefit for our shareholders and stakeholders. Our
purpose and values have always been a source of great Our Board is aware of the new requirements of Listed
pride for the Board and our employees. It is a powerful Companies (Code of Corporate Governance)
force in attracting and retaining talented people who, as Regulations, 2019 and has taken relevant steps to
individuals, want to be part of a Company that contributes ensure compliance with the same.
meaningfully to society.
EXCEEDING LEGAL REQUIREMENTS
CHAIRMAN’S REVIEW ON THE
PERFORMANCE OF THE BOARD GSK strives to operate transparent, consistent and timely
compliance with all prevailing laws and regulations of
Review by the Chairman on the overall performance of Pakistan. We take pride in positioning ourselves as the
the Board and effectiveness has been covered in more leaders of exceeding legal requirements by adopting of
detail on 86-87 pages of the Annual Report. best business practices from around the world.
COMPLIANCE WITH THE BEST CORPORATE In addition to all the mandatory requirements of the laws
PRACTICES and regulations of Pakistan, some examples are given
below:
GSK is fully complaint to the requirements of Listed
Companies (Code of Corporate Governance) • The Code of Corporate Governance requires that
Regulations, 2019. The Report issued by the auditors at-least half of the directors on the Board of a
confirming the Listed Companies (Code of Corporate Company must have completed the Directors'
Governance) Regulations, 2019 is contained on the Training Program trained by 30th June 2020.
page no. 107. Currently, as of December 2020 more than 50% of
the Directors are either trained or exempted from the
The Directors of the Company confirm compliance with program.
the below mentioned:
• In order continuously improve, achieve and exceed
• Financial statements accurately represent the current global standards for product safety, quality, HSE,
standing of the Company, its operations, cash flows manufacturing and management excellence; as of
and changes in equity. January, 2018 GSK has implemented a robust and
aggressive Health, Safety and Environment policy,
• Books of accounts of the Company have been along with strategies and road shows to ensure
properly maintained. safety of employees and equipment.
• Internal control has been implemented and monitored COMPLIANCE AND ETHICS
by the Internal Audit function led by the Chief Internal
Auditor supported by Deloitte, Chartered We are committed to creating an ethical, values-driven
Accountants. culture, in which any issues are responded to swiftly and
transparently. We expect everyone at GSK to live our
• The Company has followed the International Financial values and expectations, speak up if they have any
Reporting Standards (IFRS) in preparation of financial concerns, engage appropriately with stakeholders and
statements. respect human rights. We also extend these ethical
expectations to the third parties we work with.
• Departures from the IFRS, if any, have been
adequately disclosed and explained throughout this
Annual Report.

Living Our Values and Expectations Together The Board has been constituted in compliance with the
provisions of the Companies Act, 2017. The members of
Together, our values (patient focus, integrity, respect and the Board, including Non-Executive and Independent
transparency) and expectations (courage, accountability, Directors exercise full independence and are expected
development and teamwork) help us to create the to highlight and recuse themselves in case of any
culture we want. They are included in our Code of possible conflict of interest. All observations /
Conduct, which we have updated to make it simpler and suggestions of Board members during their proceedings
easier to use. Every GSK employee and complementary are accordingly recorded.
worker is required to complete mandatory training on the
Code of Conduct annually. Our employees completed WHISTLE BLOWING POLICY
the training, which covered topics such as safety, health
and wellbeing, third party oversight, data breach GSK has global procedures on reporting misconduct and
reporting, sexual harassment, and anti-bribery and safeguarding people who report these concerns. We
corruption (ABAC). believe that ethical business conduct is the responsibility
of everyone working for and on behalf of GSK. It is the
Reporting and Investigating Concerns foundation for building trust in our company and protects
our license to operate. We expect everyone at GSK to
We encourage people to speak up if they have any live our values and expectations, speak up if they have
concerns relating to unethical conduct or behaviour that any concerns, engage appropriately with stakeholders
is inconsistent with our values – or if they simply want to and respect human rights. We also extend these ethical
ask a question about how to apply our Code of Conduct. expectations to the third parties we work with.
Anyone within or outside GSK can raise concerns or
speak to an independent third party through our integrity Zero Tolerance for Retaliation
lines, confidentially or anonymously if they prefer. We
take every reported concern very seriously and we review At GSK, you can report concerns without fear of reprisal.
each one to understand whether a formal investigation is GSK prohibits retaliation against anyone who raises, or
warranted. If our investigations show that an employee reports concerns and will take disciplinary action up to
has breached our policies, we take appropriate and including dismissal (in accordance with local labour
disciplinary action. laws) against any employee who threatens or engages in
retaliation or harassment of someone who has reported,
Inside Information Register or is considering reporting, a concern in good faith.
Similarly, we will report an agency worker who retaliates
In compliance with the regulatory requirements, the against anyone raising a report or concern to the
Company ensures that it maintains Insider Information worker’s employment agency and terminate their
Register, which is updated on a regular basis. assignment with GSK.
CONFLICT OF INTEREST AMONG BOARD GSK treats all questions and issues confidentially, where
MEMBERS possible, while investigating fairly, cooperating with
governments and complying with legal obligations. When
The Company has a clear policy on conflict of interests is someone reports a concern in good faith, GSK will support that
contained in the Code of Conduct, duly approved by the individual.
Board of Directors. As per Code of Corporate
Governance every Director is required to bring to the As a part of our expectations and values of doing the right
attention of the Board complete details regarding any thing, all GSK employees are required to promptly raise
material transaction which has a conflict of interest for concerns of possible misconduct, potential conflicts, or known
prior approval of the Board. The interested Directors breaches with the GSK Code of Conduct, and other company
neither participate in discussions nor vote on such policies and procedures. Further, any suspected violations of
matters. Further, complete details of all transactions with country laws and regulations must also be reported. Non-GSK
related parties are submitted to the Audit Committee personnel working on behalf of the Company are also required
who recommends them to the Board for approval in to report misconduct concerns, with ‘Speak Up’ integrity line
each quarter. These transactions are also fully disclosed information provided in the GSK Third Party Code of Conduct.
in the annual financial statement of the company. The
Directors are reminded of insider trading and avoiding in
the dealing of shares during the closed period.

Speak Up Instances During the Year • Our market research and consumer sensory labs help us
understand consumers needs.
During 2020, there were no instances that qualified as of
material nature. Investors
STAKEHOLDERS’ ENGAGEMENT As a listed entity, we maintain discussion with investors to

communicate our strategy and performance in order to
All shareholders are invited to attend our Annual General promote investor confidence. We strive to do so by holding
Meeting. This year’s AGM will be held via WEBEX from GSK successfully engaging corporate Briefing sessions and holding
Head Office at 35 Dockyard Road, West Wharf, Karachi, on Annual General Meetings.
27 April 2021 at 11:30 a.m. Our 2019 virtual AGM had a
good level of attendance and engagement by shareholders. All Healthcare Professionals
our proposed resolutions at the last AGM were approved by
shareholders. The AGM provides an opportunity to put We work with healthcare professionals (HCPs) and medical
questions to our Board during the formal AGM proceedings, experts to understand patient needs and to ensure our
and providing shareholders obtain answers to their queries. products are being administered in the right way. GSK takes
pride in playing a part in the sharing of latest scientific
In the performance of its legal duty to promote the success of information that can help HCPs in treating their patients. Many
the Company, the Board has regard to a number of factors, initiatives in each therapy area to engage HCPs, other
including listening to and considering the views of shareholders healthcare staff and the general public were successfully
and other key stakeholders and is cognizant of the potential cascaded in close collaboration and liaison with leading Key
impacts of decisions it makes related to stakeholders, the Opinion Leaders (KOLs). The Medical Department conducted
environment and the communities in which we operate. around 600 activities, reaching approximately 130,000 HCPs
in 2020.
We try to engage with shareholders in several ways. This
includes regular communications, the AGM and other investor Governments and Regulators
relations activities. We announce our results on a quarterly
basis and our annual results are included in our Annual Report. We work with governments and regulators to advocate for
All shareholders receive our Annual Report and Notice of our policies that encourage innovation, promote efficient
Annual General Meeting. management of healthcare spending and give patients the
support they need.
We strive to make full disclosure of all material information to
all stakeholders by various announcements on its website, to • Engaging with regulatory bodies during development of a
the Stock Exchange and other sources available to help drug
investors to make informed decisions.
• Engaging with government health agencies to demonstrate
Further, on 8 December 2020, we held a successful Corporate the value of our products
Briefing session which included giving presentations to
shareholders, institutional investors and analysts at the • Working with governments to build a strong operating
Pakistan Stock Exchange. environment for life sciences
Engagement with the Company’s main stakeholder groups, Employees

including our patients, shareholders, consumers, customers
and employees, at all levels of the organisation and across the As a modern employer, we want to make sure that everyone is
enterprise is summarized below: empowered to be themselves, feel good and keep growing at
GSK. We believe this will help us to attract, retain and motivate
Patients and Consumers the very best people to support our business now and in the
future. We involve and listen to employees to help us maintain
• Advisory Boards and Patient Advocacy Leaders Summits strong employee engagement and retain talented people.
provide patient insights – Engaging with and supporting
patient groups (disclosed on gsk.com) and supporting
initiatives that empower patients to get more involved in
medicine development.

• Conducting a twice-yearly global employee survey so we Presentation from the Corporate briefing session can be
can act on employee feedback viewed on the Company’s website under “Investors” section.
• Promoting informal dialogue and collaboration through our INVESTORS’ GRIEVANCE POLICY/
new internal tech platform REDRESSAL OF INVESTORS’ COMPLAINTS
• Let’s Talk events with leaders and members of the The Management is committed to ensure that grievances
Corporate Executive Team notified by the shareholders are handled and resolved
efficiently at an appropriate level within shortest possible time.
Suppliers and Distributors
The Management of the Company is also committed to
We work with numerous suppliers, large and small, who provide equal and fair treatment to all shareholders through
provide goods and services that support us in delivering transparent investor relations, increased awareness, effective
high-quality, safe products for our patients and consumers. communication and prompt resolution of shareholders’
complaints. Further, the Company maintains a record of all
• Engaging with suppliers through our Third-Party Oversight such grievances along with actions taken for resolution. Main
programme and external platforms to help monitor principles of the Shareholders Grievance Policy are as follow:
performance
• All the Shareholders are always treated fairly and equally.
• Providing a platform for our suppliers to share best
practices in environmental performance through our • Complaints raised by shareholders are dealt with courtesy
Supplier Exchange online community and in a timely manner.
• Auditing our suppliers’ quality processes to ensure they • The Management works in good faith and without prejudice
comply with relevant regulations towards the interests of any of the shareholders.
Media The Company has internally established a mechanism for

shareholder grievances handling. The Company has a Shares
Different communication mediums are used on need basis to Department and appointed an independent Share Registrar
apprise the general public about new developments, activities (CDCSRSL) to resolve issues of the shareholders.
and philanthropic initiatives of GSK. They include:
Complaints are initially lodged with the Shares Department and
• Advertising Campaigns Share Registrar (CDCSRSL) of the Company who
expeditiously takes necessary actions. The Shares Registrar
• Press releases forwards the complaints to the Company if these fall outside
their domain.
• Print Advisement
The shareholders can also submit a complaint through email
• Radio Messages i.e. ([email protected]) which also available at the
Company’s website in line with directives of SECP. The
CORPORATE BRIEFING SESSION grievances can also be notified through phone call or post to
the Company.
On December 08, 2020, the Company held its second
successful Corporate Briefing session at GSK Pakistan Head The Company adheres to the practice of responding to
Office. Ms. Erum Shakir Rahim (CEO), Abdul Samad (CFO) shareholders’ complaints within Two (02) working days of the
and Syed Azeem Abbas Naqvi (Company Secretary) receipt thereof. A letter/email in this regard is sent to the
presented and briefed investors on the Company’s financial shareholders with intimation to the Shares
performance and operational overview of the year. Registrar/SECP/Stock Exchange duly signed by the
Company Secretary.
Investors from all walks of life attended the event and displayed
great in interest on the affairs of the Company. The
presentation was followed by a Q&A session, where thought
provoking questions were put forward to the management of
the Company; which were well addressed to the satisfaction of
the audience.

INVESTORS’ SECTION ON WEBSITE Our business is focused around an established framework
which assists to deliver the main objectives of GSK i.e. increase
In order to provide ease of access to our stakeholders the growth, deliver results and simplify performance, as well as to
Company’s latest information for investors is available on our create a long-term value for our shareholders. At GSK, we have
website, under the “Investors” section on the Company’s a Board that follows a coherent corporate governance
website (pk.gsk.com/en-gb/investors/). framework with clearly define responsibilities and
accountabilities.
This page is updated regularly in order to provide transparent,
adequate and upto date information to all investors and Our Board meets 4-5 times a year to consider GSK’s financial
stakeholders. In compliance with the rules and regulations of performance, operating budgets, forecasts, business strategy,
Pakistan, all information is made available in both English and development plans, capital expenditure plans, assets disposal,
Urdu. major investments, licensing decisions and evaluates and
monitors GSK’s performance. Our Board comprises of 7
POLICY FOR SAFEGUARDING OF RECORDS Directors, who actively ensure that all shareholders and
stakeholder’s interests are fully protected. There are 3
Under GSK’s Global Records Retention Policy all staff in all Non-Executive Directors, 2 Executive Directors and 2
business units, regions, areas and functions must follow Independent Directors on our Board. In view of the Company’s
approved retention periods in managing their records. The policy of diversity, GSK maintains female representation on the
retention periods given in this schedule also have precedence Board with two Directors being female.
over business unit-specific GSK retention guidelines and meet
legal timelines. The GSK Global Records Retention Schedule Our Board also formulates corporate strategies and Company
applies to all media and formats. objectives. The Company pays bench-marked remuneration to
the external Non-Executive Directors for attending the
We believe that documentation practices have a direct impact meetings of the Company, which includes the Board Meetings
on product quality and consumer safety, and we implement the and the meetings of the Board Committees. In order to
highest standards of record safeguarding through our adequately delegate, the Board has constituted Board
document management and control policy. We have strict data Committees. Each Committee has its charter with goals and
lifecycle management guidelines in place which are responsibilities. The Committees report on their activities and
implemented across all our activities and processes. These results to the Board.
guidelines outline procedures for our data approvals, use,
access and retention as well as the use of third-party archive Our Board, whilst maintaining its overall responsibility for
service. This helps ensure document accuracy, consistency managing risk within the Company, has delegated the
integrity, availability and legibility. executive and operational management of the Company to the
Chief Executive Officer’s office and Management Team.
In line with regulatory requirements and our Code of Conduct,
we ensure documentation practices meet our requirements for
design, management and control of instructions, reports and
master documents. We also have checks in place that cover
archive requirement for all our stored data, both physical and
electronic.
OUR BOARD AND DIRECTORS’ ROLE
As the leaders who oversee the governance of the Company,

our Board of Directors’ key responsibility is to ensure the
Company’s prosperity, by collectively monitoring and directing
the Company’s affairs, whilst protecting the appropriate
interests of its shareholders and stakeholders. Our Board is
responsible for the Company’s system of internal controls,
policy frameworks, corporate governance, risk assessments
and ultimately accountable for reviewing its effectiveness. The
Board is also accountable to the shareholders for ensuring that
GSK is appropriately managed and achieves business
objectives. Our Board remains committed to the highest
standards of corporate governance and integrity.

PROFILE OF BOARD MEMBERS In 2013 Erum was appointed as General Manager of GSK
Malaysia (+Brunei). In 2016 she took over as MD and GM of
DMYTRO OLIINYK GSK Bangladesh and Developing Countries Asia Cluster and
Non-Executive Chairman then as GM Indonesia from mid 2018. Erum took over as Vice
President and General Manager of GSK Pakistan in April
Nationality: Ukraine 2020.
Appointment: August 28, 2019
Years of experience: 15 years of experience in the Across all her roles, Erum has delivered GSK objectives
field of finance consistently focusing on driving high quality and disciplined
Education: Dmytro is an ACCA qualified execution and developing strong teams.
and holds a Master’s degree in
Finance from Kyiv National She has worked in multiple geographies and led diverse teams
Economic University. across 9 countries in Asia where she was able to launch,
sustain and grow key brands and portfolios whilst managing
Dmytro joined GSK in 2008, holding several roles of increasing public, government and regulatory challenges.
importance in the field of finance.
Erum has been on the GSK Pakistan, GSK Bangladesh and
Currently, Dmytro serves as the VP Finance, Emerging GSK Consumer Healthcare Boards ensuring regulatory
Markets Central (MENA, Turkey, Russia and Pakistan). compliance of the listed company.
During his career journey with GSK, he has held multiple She has also represented the industry on various forums
positions of increasing responsibility across different across different countries as part of the Industry associations
geographies including Finance Director Planning and Analysis and is a member of the Managing Committee of OICCI.
Europe, Finance Partner Vaccines Emerging Markets and
Europe, Senior FD Ukraine, Belarus Moldova and Caucasus Erum is the first woman from the subcontinent to be appointed
and Finance Manager, Central Asia. as GM by GSK. She was also the first female GM in Malaysia,
Bangladesh and now Pakistan.
Prior to joining GSK, Dmytro was based in Ukraine, working for
Price Waterhouse Coopers in the capacity of a Senior Auditor. MAHEEN RAHMAN
Independent Director
ERUM SHAKIR RAHIM
CEO and Executive Director Nationality: Pakistani
Appointment: December 5, 2018
Nationality: Pakistani Years of experience: 20 years of experience in
Appointment: March 01, 2020 investment banking, research
Years of experience: 25 years of experience in and asset management.
Pharmaceutical sector Education: Maheen holds a B.Sc. (Hons)
Education: Erum Rahim holds a Master’s in Economics from the Lahore
degree in Mass University of Management
Communication. Sciences (LUMS) and a M.Sc.
in Finance and Economics
Erum Shakir Rahim is currently serving as the Vice President from Warwick Business
and General Manager of GlaxoSmithKline Pakistan Limited. School, UK.
She started her career in the field of media, first in advertising, Maheen has recently been appointed as the CEO at Infra
then as a journalist and later joined GSK in Pakistan. Zamin Pakistan, a for-profit, Karandaaz and InfraCo Asia joint
venture which seeks to provide credit enhancement facilities to
In GSK Pakistan, Erum did multiple commercial roles in Rx, infrastructure projects. The company is part of the wider Private
Vaccines and Consumer. These included Marketing, Sales, Infrastructure Development Group which seeks to fill
Comms, GA and Business Development (leading the BMS, infrastructure financing gaps in frontier markets. Through such
Stiefel and UCB acquisition as well as launching around 20 credit guarantee structures as well as a mandate for
assets across oncology, vaccines and Specialty and growing achievement of ESG goals under each project, Infra Zamin
GSK core assets). During her tenure, GSKP had absolute hopes to fill in a crucial funding gap while achieving positive
leadership of the market with a 14% market share. social impact.

Ms. Rahman started her career with Merrill Lynch in their MEHMOOD MANDVIWALLA
Investment Banking Group and was a key team member for Non-Executive Director
several high profile international transactions that spanned the
Asia Pacific region and North America. Post Merrill Lynch, she Nationality: Pakistan
joined ABN Amro Bank in Singapore in the Corporate Finance Appointment: May 7, 2011
Department and was involved in a series of equity raising and Years of experience: 38 years of extensive
IPO activity across south-east Asia. She has also served as experience in the field of Law.
Head of Research for BMA Capital Management. She joined Education: Mehmood has an LLB (Hons.)
IGI Funds in 2009 as Chief Executive and the company was from the London School of
acquired by Bank Alfalah’s asset management company Economics and Political
Alfalah GHP Investment Management in 2013. Today Alfalah Science. He qualified as
Investments is one of Pakistan’s leading asset management Barrister from the Hon’ble
companies with over Rs 100bn in total assets across mutual Society of Lincoln’s Inn,
funds, pension funds and investment advisory. London, United Kingdom.
Maheen also serves as Chairperson and Director of the Mutual Mr. Mehmood Mandviwalla is the Senior Partner of the law firm
Funds Association of Pakistan and Director at Pakistan’s “Mandviwalla and Zafar”. Mr. Mandviwalla has extensive
Institute of Corporate Governance. experience spanning over 38 years in all aspects of
commercial and corporate law including mergers and
MARK DAWSON acquisitions in the field of banking, corporate and financial
Non-Executive Director restructuring privatizations.
Nationality: United Kingdom Mr. Mehmood Mandviwalla is the member of the Board of
Appointment: October 26, 2017 Directors of The Deposit Protection Corporation – Subsidiary
Years of experience: More than 20 years of of The State Bank of Pakistan. He is also the President of
experience in Pharmaceutical SAARCLAW (South Asia Association for Regional
sector. Co-operation in Law).
Education: Mark is a graduate of the
University of Sheffield in the ABDUL SAMAD
UK and a Chartered Engineer. CFO and Executive Director
Mark Dawson is Vice President, Head of Manufacturing and Nationality: Pakistani

Supply Chain for Primary and Established Products of GSK’s Appointment: July 1, 2015
Pharmaceutical Business. Mark joined GSK in 2005, working Years of experience: More than 20 years of
in various roles of increasing seniority within Global experience in the field of
Manufacturing and Supply as Engineering Director, Site finance.
Director for the Irvine manufacturing site and most recently Education: Samad is a fellow member of
was VP and Head of Global Supply Chain within ViiV the Institute of Chartered
Healthcare, GSK’s HIV business. Accountants of Pakistan.
Prior to GSK, Mark worked for several multinational companies Samad is the Chief Financial Officer/ Finance Director for
including Eli Lilly and Company, Kvaerner and Schneider Pakistan. He joined GSK in 2002 and over the years he has
Electric. worked in various roles in finance. These include covering
Finance Business Partnering, Shared Service, Compliance
Mark has held various private and public Board positions Internal Audit and Supply Chain, with a track record of strategy
including ViiV Healthcare, the University of Sheffield and the execution, driving organisational growth and delivering
Irvine Bay Regeneration Company. transformational commercial and finance projects. Within
GSK, Samad has also undertaken secondment assignments in
GSK Saudi Arabia and Morocco.
Previously Samad has also served as Auditor Manager at Price

Waterhouse Coopers (PwC) Pakistan.

MUNEER KAMAL a. Consent to act as Director; and
Independent Director
b. A declaration of independence as per the criteria defined in
Nationality: Pakistan the Companies Act 2017 to the Chairman of the Board at
Appointment: April 2, 2020 the first quarter meeting of the year. Ms. Maheen Rahman
Years of experience: 40 years of diverse corporate and Mr. Muneer Kamal are the Independent Directors of
experience. GSK Pakistan Limited.
Education: Muneer Kamal holds an MBA
degree from the Institute of The status of directorship e.g. non-executive, executive,
Business Administration. independent etc. is also provided in the Statement of
Compliance with the Code of Corporate Governance, issued
Muneer Kamal’s career in banking and financial services, by the Company on pages 104 to106.
spanning four decades, started with Citibank Pakistan and
served in many local and international positions. He served as
President and CEO of Faysal Bank, Union Bank and KASB 2
Bank successively.
Muneer Kamal’s diverse Corporate Governance experience BOARD COMPOSITION

includes having served as Chairman Pakistan Stock Exchange, 3
Executive
Chairman National Bank of Pakistan, Director Engro Corp,
Director DH Corp, Trustee Shaukat Khanum Memorial Non-Executive
Hospital and Director Government Holding Private Ltd. 2 Independent
More recently, Muneer Kamal in his roles as CEO Karachi

Education Initiative and Member Board of Governor, Karachi
School of Business and Leadership helped develop leadership
programs for next generation of business leaders in Pakistan.
He continues to remain on boards of the two institutions. He is 5
also Member Board of Directors of Infra Zamin Pakistan.
GENDER DIVERSITY
OUR BOARD COMPOSITION
Male
Our Board composition is mainly governed by Companies Act, 2 Female
2017 and Listed Companies (Code of Corporate Governance)
Regulations, 2019 and other good corporate governance
practices, ideologies available locally and internationally.
GSK values and ensures effective, efficient and independent

INTERNATIONAL
decision making. The Board as a group includes competencies
EXPERIENCE
and diversity considered relevant in the context of Public
Limited Company’s operations. Our Board comprises of Global
members who have local and international experience, giving Europe
the Board a competitive edge for effectively managing the
complexities of our business. Our Board of Directors comprise Emerging Markets
of highly qualified professionals from varied disciplines,
including the pharmaceutical, finance, investment, legal and
business management.
Our Board comprises of 7 Directors, who actively ensure that DIRECTORS

all shareholders and stakeholder’s interests are fully protected. QUALIFICATION
There are 3 Non-Executive Directors, 2 Executive Directors
and 2 Independent Directors on our Board. Pharmaceutical
Europe
Further, as per the requirements of the law our independent Emerging markets
director has summited the following to the Company:

CHANGES IN THE BOARD COMPOSITION Innovation, Performance and Trust, that is consistent with its
Culture, Values and Expectations. For our Board to operate
As at December 31, 2020 there have been two notable effectively and to consider key matters, Board Committees
changes within the composition of the board. Mr. Azizul Huq have been established as set out below.
resigned as a CEO and Executive Director of the Board and
was replaced by Ms. Erum Shakir Rahim who was appointed to Further, the Board of Director‘s calendar is approved annually,
fill the casual vacancy created on the resignation of Azizul Huq. in which the Board Meetings, HR and Remunerations
Also, in order to meet the Independent Director criteria of the Committee and Audit Committee Meetings are scheduled for
CoCG, Mr. Muneer Kamal was appointed as Independent the coming year. The Board Members are issued Meeting
Director, in place of Mr. Sohail Ahmed Matin who resigned as Notices within statutory timelines. The Board Folder is sent
Non-Executive Director of the Board. Detailed information seven days prior to the Board Meeting which comprises of the
regarding Ms. Erum Shakir Rahim and Mr. Muneer Kamal, Notice, Agenda and Financial Documents along with other
including experience, qualification and background is provided business papers on which decisions or approvals are to be
on pages 61 and 63 of this Annual Report. considered.
BOARD OF DIRECTORS MEETINGS Audit Committee and Human Resource and Remuneration
Committee are held according to an annual schedule
Our Board has established a corporate governance framework circulated before each fiscal year to ensure maximum director
with clearly defined responsibilities and accountabilities. The participation.
framework is designed to safeguard and enhance long-term
shareholder value and to provide a platform to realise the Scheduled Board and Committee attendance during
Group’s strategy through GSK’s long-term priorities of 2020-2021 is set out below:
Audit Committee HR and Board of

Meeting Remunerations Directors
Sr. Name Board of Committee Meeting Meeting
No. Directors
4 2 5
1 Mr. Dmytro Oliinyk 4/4 2/2 5/5
2 Ms. Erum Shakir Rahim* 4/5
3 Mr. Abdul Samad 5/5
4 Mr. Muneer Kamal** 2/4 3/5
5 Mr. Mehmood Mandviwalla 4/4 2/2 5/5
6 Ms. Maheen Rehman 4/4 2/2 5/5
7 Mr. Mark Dawson 4/4 5/5
8 Mr. Sohail Ahmed Matin 2/5
9 Mr. Azizul Huq 1/5
*Ms. Erum Shakir Rahim was appointed on the Board on 1 March 2020 to fill the casual vacancy created on the resignation of Mr.
Azizul Huq
**Mr. Muneer Kamal was appointed on the Board on 2 April 2020 to fill the casual vacancy created on the resignation of Mr. Sohail
Ahmed Matin

Meetings held during the year 2020
Board of Directors Meetings Audit Committee HR&R Committee

held on Meetings held on Meetings held on
19-Feb-20 20-Jan-20
11-Mar-20 11-Mar-20 11-Mar-20
15-May-20 15-May-20
24-Aug-20 24-Aug-20
28-Oct-20 28-Oct-20
OTHER DIRECTORSHIPS
Directors Organizations
Mr. Dmytro Oliinyk GlaxoSmithKline Algeria

GlaxoSmithKline Saudi
Ms. Erum Shakir Rahim GlaxoSmithKline Consumer Healthcare Pakistan Limited
Mr. Abdul Samad -
Mr. Mehmood Mandviwalla The Deposit Protection Corporation - Subsidiary of The State Bank of Pakistan
Mr. Muneer Kamal Member Board of Governors – National School of Public Policy
Member Board of Directors - Karachi Education Initiative
Member Board of Directors – Infra Zamin Pakistan
Member Board of Governor, Karachi School of Business and Leadership
Mr. Mark Dawson Director - GlaxoSmithKline Pharmaceuticals Limited
Ms. Maheen Rahman Director - Pakistan Institute of Corporate Governance
Chairperson and Director – Mutual Funds Association of Pakistan (MUFAP)
CEO and Director – Alfalah GHP Investment Management Limited*
*Maheen Rahman resigned as CEO and Director of Alfalah GHP Investment Management as at 31 Jan 2021.
BRIEF ROLES AND RESPONSIBILITIES OF and implementing the Company’s direction and strategy,
THE CHAIRMAN entrusted with the overall supervision and direction of the
Board’s proceedings, and has the power to set the agenda,
The board of directors has appointed a Chairman from among give directions and sign the minutes of the Board meetings. He
the non-executive directors. The Chairman and the Chief is also responsible to ensure that the Board plays an effective
Executive have separate and distinct roles. The board has role in fulfilling its responsibilities, besides assessing and
defined the respective roles and responsibilities of the making recommendations on the efficiency of the Committees
Chairman and Chief Executive Officer. and individual Directors in fulfilling their responsibilities and
avoidance of conflicts of interests.
The Chairman has all the powers vested in him under the Code
of Corporate Governance and presides over all Board
meetings. The Primary role of the Chairman is to ensure that
the Board of Directors remains effective in its tasks of setting

BRIEF ROLES AND RESPONSIBILITIES OF • Work with finance team to develop a solid cash flow
THE CHIEF EXECUTIVE OFFICER projection and reporting mechanism, which includes setting
a minimum cash threshold to meet operating needs.
The Chief Executive officer performs her duties under the
powers vested by the law and the Board, recommends and • Act as a strategic advisor and consultant offering expert
implements the business plans and is responsible for overall advice on contracts, negotiations or business deals that the
control and operation of the Company. The CEO of the corporation may enter into.
Company is to whom all Business and Functional heads
directly or indirectly report. She is responsible for presentation • Report on governance, risk management and compliance
of the Company’s aims and policies to the Government and all issues.
stakeholders.
• Evaluate company’s financial, operational, and sales and
The responsibilities of the Chief Executive Officer include: marketing structures to plan for continual improvements
and a continual increase of operating efficiencies.
• Plan, develop, implement and direct the organization’s
operational and fiscal function and performance. BOARD COMMITTEES
• Act as a strategic partner by developing and implementing The Board has formed the following Committees in line with
the company’s plans and programs. best practices and requirements of the Code of Corporate
Governance:
• Analyze and make recommendation on the impact of
long-range growth initiatives, planning, and introduction of Audit Committee
new strategies and regulatory actions.
GSK Pakistan’s Audit Committee comprises of 5 members, all
• Develop credibility and authority for the finance leadership of whom are Non-Executive Directors including the Chairman
team by providing accurate analysis of budgets, reports and of the Committee, who is an Independent Director.
financial trends and operational procedures in order to
assist the BOD and senior executive team. The Audit Committee composition is made up of one member,
who is Chartered Accountant, while one member has a M.Sc.
• Create, improve, implement and enforce policies and in Finance and Economics, one holds an MBA degree, one is a
procedures of the organization that will improve operational lawyer and has an LLB degree and the fifth member is a
and financial effectiveness of the company. chartered engineer from UK. The Audit Committee members
have extensive experience in the fields of financial
• Communicate effectively and establish credibility management, accounting, business and economics.
throughout the organization and with the Board of Directors
as an effective developer of solutions to business The Committee annually reviews the financial aspects and
challenges. appropriateness of resources, the corporate accounting and
financial reporting process, the effectiveness and adequacy of
• Matters recommended and/or reported by the audit internal controls, the management of risks and the external and
committee and other committees of the Board; internal audit process.
• Improve the planning and budgeting process on a continual The Head of Internal Audit reports to the Audit Committee and
basis by educating departments and key members of acts as the Secretary of the Committee. The Internal Audit
corporate leadership. Function utilizes the services of an independent audit firm to
continuously examine Company records and operations,
• Provide strategic input and leadership on decision making ensuring fair financial reporting processes, compliance with
issues affecting the organization; specifically relating to the applicable laws and adherence with internal control systems.
evaluation of potential mergers, acquisitions or partnerships.
The Committee meets once every quarter of the financial year.
• Optimize the handling of banking relationships and work These meetings are held prior to the approval of the interim
closely with CFO to foster and grow strategic financial results of the Company by its Board of Directors and after
partnerships. completion of external audit.

The Committee held 4 Meetings in 2020 and met once with • Ascertaining that the internal control systems including
the Head of Internal Audit and other members of the Internal financial and operational controls, accounting systems for
Audit function without the CFO and the external auditors being timely and appropriate recording of purchases and sales.
present. Receipts and payments, assets and liabilities and the
reporting structure are adequate and effective;
The Committee also met with the external auditors without the
CFO and Head of Internal Audit being present. • Review of the Company’s statement on internal control
systems prior to endorsement by the Board of Directors
Terms of Reference of the Audit Committee and internal audit reports;
• Determination of appropriate measures to safeguard the • Instituting special projects, value for money studies or other
Company’s assets; investigations on any matter specified by the Board of
Directors, in consultation with the Chief Executive Officer
• Review of annual and interim financial statements of the and to consider remittances of any matter to the external
Company, prior to their approval by the Board of Directors, auditors or to any external body;
focusing on:
• Determining of compliance with relevant statutory
- Major judgmental areas; • Significant adjustment requirements;
resulting from the audit; • Going concern assumption;
• Monitoring compliance with these regulations and
- Any changes in accounting policies and practices; identification of significant violations thereof;
Compliance with applicable accounting standards;
• Review of arrangement for staff and Management to report
- Compliance with these regulations and other statutory to Audit Committee in confidence, concerns, if any, about
and regulatory requirements; and • All related party actual or potential improprieties in financial and other
transactions. matters and recommend instituting remedial and mitigating
measures;
• Review of preliminary announcements of results prior to
external communication and publications; • Recommend to the Board of Directors the appointment of
external auditors, their removal, audit fee, the provision of
• Facilitating the external audit and discussion with external any service permissible to be rendered to the Company by
auditors of major observations arising from interim and final the external auditors in addition to audit of its financial
audits and any matter that the auditors may wish to statements. The Board of Directors shall give due
highlight (in the absence of Management, where consideration to the recommendations of the Audit
necessary); Committee and where it acts otherwise it shall record the
reasons thereof; and
• Review of Management letter issued by the external
auditors and Management’s response thereto; • Considering of any other issue or matter as may be
assigned by the Board of Directors.
• Ensure coordination between the internal and external
auditors of the Company; Human Resource and Remuneration
Committee
• Review of the scope and extent of internal audit, audit plan,
reporting framework and procedures and ensuring that the The Company has established this Committee in accordance
Internal Audit function has adequate resources and is with the requirements of the Code of Corporate Governance.
appropriately placed within the Company; This Committee assists the Board in fulfilling its responsibilities
in the review, formulation, recommendation and
• Consideration of major findings of internal investigations of implementation of Human Resource policies and the
activities characterised by fraud, corruption and abuse of appointment and remuneration of the CEO, CFO, Company
power and Management’s response thereto; Secretary, Chief Internal Auditor. It also considers and approves
recommendations of the CEO on matters related to
succession planning of key management positions and
ensuring proper compensation to GSK employees. This
Committee comprises of 5 Directors; consisting mainly
Non-Executive Directors, including one Independent Director.

This Committee meets at least once in a year. • Board composition and quality
Terms of Reference of the Human Resource • Understanding the Business including Risks
and Remuneration Committee
• Strategic planning
• Comprising of at least 3 members; consisting of mainly
Non-Executive Directors, including one Independent • Board’s overall scope of responsibilities, processes and
Director; a CEO can be a member, but not the Chairman of procedures
this committee. The CEO cannot participate in the
proceedings of the committee on matters related directly to • The effectiveness and efficiency of the operation of the
his performance and compensation. Board, CEO and its committees,
• Recommend HR Management Policies to the Board • Oversight of the Financial Reporting Process, including
Internal Controls
• Recommend to the Board for consideration and approval of
a policy framework for determination of remuneration of • Ethics and Compliance
Directors (both executive and non-executive directors and
members of senior management). • Evaluating the flow of information
• Recommend selection, evaluation, development, • The effectiveness and efficiency of the operation of the
compensation (including retirement benefits) and operation of the Board and it's committees
succession planning of the CEO, COO, CFO, Company
Secretary and Head of Internal Audit. Board and its Committees
• Consider and approve recommendations of CEO on The Company Secretary then draws all the responses together
matters related to key management positions who report from the information gathered. Strict level of confidentiality is
directly to CEO or COO. practiced upon receiving of filled questionnaire and Directors’
comments by the Company Secretary. Results from
• To approve and ensure dissemination of Company’s Code performance evaluations are then discussed in detail in the
of Conduct across the company. subsequent Board meeting to address the highlighted areas
and improve the Board’s performance.
• Undertake annually a formal process of evaluation of
performance of the Board as a whole and its committees. As a part of good governance, following the discussion with the
Board as a whole, areas of focus and improvement are
ANNUAL EVALUATION OF THE BOARD AND identified by the Board. Currently, the areas of focus as
ITS COMMITTEES identified by the Board are risk management, business growth
and opportunities and providing oversight to the management.
In accordance with Listed Companies (Code of Corporate It was further decided by the company management that the
Governance) Regulations, 2019, the Board has carried out an Board Performance Evaluation is also to be carried out by
evaluation of performance of its individual members, the board external consultants, once every 3 years. Hence the Board has
and the performance of its Committees. recommended the appointment of external consultants to do
the needful from the year 2020.
Board evaluation process was conducted internally by the
Company Secretary who prepared an annual Evaluation Committees annual evaluation process was also conducted
Assessment Questionnaire which is circulated amongst the internally by the Secretaries of each respective Committee. The
Board Members to provide clarifications and further insights evaluation was conducted through an annual evaluation
and perspectives on the performance of the Board. questionnaire which was circulated amongst the Committee
Members to provide clarifications and further insights and
The salient features of the board self-evaluation are given on perspectives on the performance of the Committee.
the right side:

INCLUSION AND DIVERSITY IN THE BOARD • Provided with any policy that impact the directors such as
conflict of interest, whistle blowing, safety, environment,
Our Board takes a progressive approach with regard to Corporate social responsibility.
inclusion and diversity because we want everyone to be at their
best and bring their own perspectives to our business. • Any recent investor presentations such as the corporate
Together, these unique perspectives and wide variety of briefing sessions.
personal experiences make our business stronger, enhancing
our ability to innovate and respond to the diverse needs. • Visits to our business operations and different
Therefore, keeping in line with GSK’s inclusion and diversity manufacturing sites are also a feature of Non-Executive
and in order to meet the requirements of the law, GSK is fully and Executive Directors’ induction programmes.
compliant with the female representation on the Board of
Directors. • Receive documents explaining the following:
BOARD INDUCTION AND ORIENTATION - GSK’s business and financial structure, the commercial
and regulatory environment in which we operate, our
The Company Secretary assists the Chairman in designing and competitors and an investor’s perspective;
facilitating individual induction programmes for new Directors.
They are designed with the purpose of orientating and - Role and responsibility of the Directors under the
familiarising new Directors with our industry, organisation, Companies Act, 2017;
governance and our long-term IPT priorities.
- Roles and responsibility of the Directors under the Code
All new Directors receive a general induction, which includes of Corporate Governance and other laws and regulations
their duties and responsibilities as a Director of a listed of Pakistan;
company, the company’s Corporate Governance structure and
undertaking training on GSK’s Code of Conduct. - Investor relations and stakeholder reports to maintain
awareness of investor and stakeholder views and
The induction programme for Executive Directors normally competitors’ performance and strategy;
includes an explanation of the role of an Executive Director, if
appropriate, building relationships with the Chairman and the - Directors and officers (D&O) insurance and
Board and arranging to fill any capability gaps the new Director indemnification documents
may have.
- Yearly meeting schedules of the Company;
The induction programme for Non-Executive Directors
normally includes explanations of GSK’s business and financial - Latest financial statements
structure, the commercial and regulatory environment in which
we operate, our competitors and an investor’s perspective. - Important minutes of past meetings
To ensure that our Non-Executive Directors develop and - Major litigations status
maintain a greater insight and understanding of the business
and key stakeholders, they: DIRECTOR TRAINING
• Go through the process of familiarisation with the industry The Board is kept up to date on legal, regulatory and
and GSK. governance matters through regular papers and briefings from
the Company Secretary and presentations by internal and
• Explained the board’s operations, legal requirements and external advisers.
duties, committee structures and relevant charters.
Directors are responsible for upholding the corporate
• Explained the Board’s chair and committee chair roles governance and giving the Company a strategic direction. To
along with the CEO’s roles and responsibilities. optimize the effectiveness of the Board, it is pertinent for new
members to learn the dynamics and operations of the
• Given a review of director duties and the business judgment Company. Your Company conducts various training programs
rule. to make sure the entire board is aligned with the organization’s
missions and corporate governance.

Names of Directors who have successfully completed the GSK Pakistan Limited does not have any policy that restricts
Director Training program certification from SECP approved an executive director from retaining meeting fee earned by
institutions are provided below. them against services as Non-Executive Director in other
companies.
• Mr. Abdul Samad
• Ms. Maheen Rahman SECURITY CLEARANCE OF FOREIGN
• Ms. Erum Shakir Rahim DIRECTORS
All the other directors possess sufficient skills and experience All foreign directors on our Board are required submit relevant
of Board room as described in the Code of Corporate documents, including declarations and/or undertaking and any
Governance. document required to facilitate security clearance undertaken
by the Ministry of Interior. The documents of all foreign
As disclosed in the statement of compliance, three out of our directors are submitted to SECP within the prescribed time and
seven directors have either obtained training from SECP further documents to assist the clearance from Ministry of
approved institutions or are exempt from the directors’ training Interior are made available as and when needed. All
program by the virtue of experience. appointments of foreign directors made onto the Board are
subject to provision of security clearance certificate from the
REMUNERATION POLICY ministry.
The Company’s Remuneration policy for Independent EXECUTIVE DIRECTOR IN THE COMPANY
Directors, set out below, was approved on February 25, 2015 SERVING AS NON-EXECUTIVE DIRECTOR.
at Board of Directors meeting.
In addition to being the Chief Executive Office of GSK
Keeping in view of the Company’s objectives, GSK operates an Pakistan Limited, Ms. Erum Shakir Rahim holds Non-Executive
independent and transparent method in order to fix Directorship on the board of GSK Consumer Healthcare
independent directors’ remuneration. The key element of Pakistan Limited.
determining the remuneration is by market benchmarking
against other key players of the Pharmaceutical Industry and TRADING IN SHARES BY DIRECTORS AND
remuneration is not at a level that could be perceived to EXECUTIVES
compromise the independence of the Directors. For the
purposes of clarity, no Director is involved in deciding their own The Company’s Independent Director traded a total of 2
remuneration. GLAXO shares during the year. Besides this, no other trading
was carried out by the Associated Companies, Directors,
The significant features and key elements of Directors’ Senior Management Officers/Executives, their spouses and
Remuneration are as follows: minor children. Number of shares held at the year-end are
summarized below:
• Independent Directors are only entitled to receive fixed fees
in lieu of remuneration for attendance of the Board and
Committee Meetings; Number of
Particulars
Shares
• Independent Directors are only entitled to meeting fees
together with travelling and lodging costs borne by the Directors and their spouse(s) 3
Company. and minor children
POLICY OF RETENTION OF BOARD FEE BY Associated Companies, 263,029,794

THE EXECUTIVE DIRECTOR IN OTHER undertakings and
COMPANIES related parties
The CEO is an Executive Director on the Board of GSK Detailed ‘Pattern of Shareholding’ is disclosed on page no. 172
Pakistan Limited and holds position as Non-Executive Director of the Report.
on the Board of GSK Consumer Healthcare Pakistan Limited.
Fees paid by this company is in line with their respective The threshold for identification of ‘Executive’ is determined by
policies as approved by their Board of Directors. the Board in compliance with the Code, and reviewed annually.
Pakistan Stock Exchange is regularly updated on trading of
Company’s shares by management employees.

POLICY OF RELATED PARTIES us, by maintaining functional operations following a natural or
man-made disaster, or a public health emergency. A corporate
The Company has a formal policy of Related Parties’ policy requires each business and functional area head to
Transactions which is approved by the Board of Directors. The ensure effective crisis management and business continuity
Policy covers the procedures with regards to Related Party plans are in place that include authorised response and
Transactions for reviewing, approving and ratifying Related recovery strategies, key areas of responsibility and clear
Party transactions and in providing disclosures as required communication routes, before any business disruption occurs.
under section 208 of Companies Act 2017. The Policy also Corporate Security supports the business by coordinating crisis
covers all Related Party transactions between the Company management and business continuity training; facilitating
and any of its related parties. simulation exercises; assessing our preparedness and recovery
capability; and providing assurance oversight of our central
The Company maintains a party wise record of transactions repository of plans supporting our critical business processes.
and ensures that it includes the minimum information as
prescribed by the law. All transactions with related parties PRESENCE OF THE CHAIRPERSON AUDIT
arising in the normal course of business are carried out on an COMMITTEE AT THE AGM
unbiased, arm’s length basis at normal commercial terms and
conditions if the Company enters into a transaction or In view of GSK’s priority of being transparent with all its
agreement with is not arm’s length the Company must ensure shareholders and stakeholders, members of the Board and
that the terms are in the best interest of the Company. Further, senior management and the Chairman of the Audit Committee
where majority of Directors of GSK Pakistan Limited are were present at the Annual General meeting of the Company
interested, are referred to the shareholders in a general in order to address all concerns and queries raised by the
meeting for ratification and approval. shareholders.
The record of all related party transactions are placed before ISSUES RAISED AT LAST AGM
the Board Audit Committee on a quarterly basis. Upon
recommendation of the Audit committee all related party No significant issues were raised by the shareholders during
transactions placed before the Board of Directors for their the Annual General Meeting, however same routine questions
review and approval. on the accounts and business were raised by the shareholder
and general clarifications were sought.
Names of all such related parties along with whom the
Company had entered into transactions during the year, along INCLUSION AND DIVERSITY POLICY
with the nature of their relationship and percentage holdings
have been appropriately disclosed in Note 36.1 and detailed We take a progressive approach to inclusion and diversity
disclosure regarding related party transactions has been because we want everyone to be themselves and bring their
presented in Note 36 of the Financial Statements. own perspectives to our business. Together, these unique
perspectives and wide variety of personal experiences make
BOARD MEETINGS OUTSIDE PAKISTAN our business stronger, enhancing our ability to innovate and
respond to the diverse needs of patients and consumers
No Board meeting was held outside Pakistan during the year - around the world.
2020.
We believe that everyone has a part to play in creating a fair
BUSINESS CONTINUITY PLAN and inclusive work environment that respects human rights
and the diversity of the cultures we operate in. When we
We routinely monitor the compliance of manufacturing external embrace diversity and individuality, we can support and inspire
suppliers to identify and manage risks in our supply base in each other to achieve great things.
case of any natural calamity or force majeure. Where practical,
we minimise our dependence on single sources of supply for We do not tolerate harassment, unwelcome, unreasonable or
critical items. Where alternative sourcing arrangements are not offensive behavior, or discrimination of any kind. This includes
possible, our inventory strategy aims to protect the supply chain any form of harassment and, in 2019, we included a module in
from unanticipated disruption. We use effective crisis our mandatory Code of Conduct training to reinforce our
management and business continuity planning to provide for zero-tolerance approach. This emphasised the importance of
the health and safety of our people and to minimise impact to bystander intervention to empower our employees to intervene
if they see harassment occurring. Being a modern employer,
we have 18.5% of female representation within the Company.

ENCOURAGING MINORITY SHAREHOLDERS AUDITORS
TO ATTEND GENERAL MEETINGS
The present auditors, Yousuf Adil Chartered Accountants had
Keeping in line with the rules and laws, GSK circulates the indicated their consent to continue as auditors. The Board of
notice for its general meetings in widely circulated English and Directors endorses the recommendation of the Audit
Urdu newspapers across Pakistan. In addition to the above, Committee for their continuation as the Auditors of the
Annual General Meeting will be held as a convenient location Company for the financial year ending 2021 at a mutually
in order to facilitate the attendance of the shareholders. agreed fee.
DIRECTORS’ TRAINING PROGRAM ATTENDED MANAGEMENT COMMITTEE

BY FEMALE EXECUTIVES AND HEAD OF
DEPARTMENT AND/OR EXEMPTIONS The Management Committee comprises of 16 senior directors
who meet and discuss significant business plans, issues and
The Company has successfully complied with the requirement progress updates of their respective functions. Significant
of the revised Code of Corporate Governance regarding matters to be put forth in the Board as per the Code of
training of at least one head of department and one female Corporate Governance are also discussed for onward approval.
executive every year. The management committee meets once every month to
handle significant business issues.
Details of the Directors’ Training Program attendance are given
below: Roles of the Committee are:
Directors’ Training Program was attended by CEO and • Reviewing business risks
Executive Director Ms. Erum Rahim in October 2020. The
Directors’ Training Program was conducted by Pakistan • Reviewing business strategy
Institute of Corporate Governance.
• Reviewing the business plans
COMMUNICATION OF FINANCIAL RESULTS
• Reviewing issues and progress of the same for respective
All important and relevant disclosures such as the quarterly functions
un-audited financial statements and the half-yearly financial
statements have been circulated within the prescribed time of • Reviews and advise the improvements to policies/
thirty (30) days and sixty (60) days respectively along with the procedures
Directors’ Report. Additionally, all important disclosures,
including the financial statement, were also made on the • Monitors the implementations of the same
Company’s website to keep the stakeholders duly informed.
• Alignment

Composition of the Management Committee
Directors Organizations
Ms. Erum Shakir Rahim Chief Executive Officer

Mr. Abdul Samad Chief Financial Officer
Syed Azeem Abbas Naqvi* Legal Director – Pakistan
Dr. Tariq Farooq Business Unit Director BU 1
Dr. Naved Masoom Ali Business Unit Director BU 3
Mr. Khurram Amjad Director Commercial Excellence and CTC
Dr. Gohar Nayab Khan Regulatory Affairs Cluster Head – Pakistan and Iran
Mr. Abdul Haseeb Pirzada Director Corporate Affairs and Administration
Mr. Zain Anjum Country Compliance Officer
Dr. Yousuf Hasan Khan Director Medical
Syed Nabigh Raza Alam Tech Head
Mr. Obaid Siddiqui Head of Procurement
Mr. Farqaleet Iqbal HR Country Head
Mr. Imtiaz Hussain Site Director – West Wharf
Mr. Javed Tariq Site Director – Korangi
Mr. Joseph Thibaut Site Director – F/268
*Ms. Mehar-e-daraksha Ameer appointed Legal Director and Company Secretary of GSK Pakistan Limited as at January 01,
2021, replacing Syed Azeem Abbas Naqvi.

Unreserved Statement of Compliance to
International Financial Reporting Standards
The Company prepares its financial statements in accordance with the accounting and reporting standards as
applicable in Pakistan. These standards comprise of:
• International Financial Reporting Standards (IFRSs) issued by the International Accounting Standards Board
(IASB) as notified under the Companies Act, 2017 (the Act); and
• Provisions of and directives issued under the Act.
Where the provisions of and directives issued under the Act differ with the requirements of IFRSs, the provisions
of and directives issued under the Act have been followed.
Note 2.2.2 of the financial statements specifies the standards and interpretations which are yet to be effective in
Pakistan. The Company is currently evaluating the impact of these standards.
Chairman’s significant commitments and any changes thereto
Dmytro Oliinyk is serving as the chairman of the board at GlaxoSmithKline Pakistan Limited. He joined GSK in 2008
and has held multiple positions of increasing responsibility across different geographies.
He leads the board with dedication and is committed to delivering on the company's strategic priorities of Innovation,
Performance and Trust. He is currently serving as VP Growth Markets Finance Head.
Risk Management Compliance Board

Please refer to Risk and Opportunities section on page 41.

Directors’ Report to Shareholders
The Board of Directors of GlaxoSmithKline Pakistan Limited is lockdowns were relaxed, the robust and flexible model we
pleased to present the Annual Report along with the implemented allowed us to quickly return to work from offices
Company’s audited financial statements for the year ended and in the field, whilst ensuring all COVID-19 safety protocols
December 31, 2020. were strictly adhered to.
This Directors’ Report has been prepared in accordance with We accelerated digital connects with Healthcare Professionals
section 227 of the Companies Act, 2017 and Listed (HCPs) through multiple channels including webinars, phone
Companies (Code of Corporate Governance) Regulations calls and other social media tools (emails, SMS and Veeva
2019 and will be submitted to members at the Seventy Fourth engage calls) ensuring uninterrupted flow of information on
Annual General Meeting of the Company to be held on disease management and brands. With the ease in lockdowns,
April 27, 2021. we restarted face-to-face activities with full presence in the
field.
Overview of Economy and Business:
With a resurgence in cases again in November 2020 as
The outbreak of COVID-19 in 2020 forced countries across Pakistan entered the second wave, the robust safety plans in
the globe to implement aggressive lockdown measures to place based on the learnings from the first wave ensured
control the spread of this pandemic. The forced shut-down of business was fully prepared to quickly adapt to the changing
businesses resulted in global depression. Pakistan’s economy scenario. This included a focused acceleration across all levels
was also impacted, which resulted in a decline in GDP during of activities including HCPs, Pharmacies and the tender
FY 2020. business.
Pakistan Government played an active role in mitigating the All the efforts resulted in a strong business performance which
economic impact of this unprecedented challenge by helped GSK maintain its market leadership position in the
introducing “smart” lockdowns instead of complete economic pharmaceutical sector. Innovation, Performance, Trust and
closure. Government and Central Bank also introduced Culture will continue to be the focus for the Company going
multiple relief packages for various sectors, reduction in policy forward.
rates, attracting remittances from expat. Pakistanis etc.
In 2020, the Drug Regulatory Authority of Pakistan (DRAP)
The unprecedented COVID situation meant hospitals were has also made some amendments to the earlier issued 2018
overwhelmed with COVID patients and there was a significant Drug Pricing Policy (DPP), the most notable of which is the
reduction in non-COVID patient flow. Many OPDs and clinics automatic CPI related price adjustment now needs formal
were closed due to concerns around COVID spread. This was DRAP approval. Implementation of the annual price adjustment
observed almost till Q3 and impacted pharma business in process was also deferred in 2020 for two months at the
general. request of the Federal Government due to COVID.
Despite the challenging situation during pandemic, healthcare In 2020, GSK Pakistan also went through the rigorous process
companies were identified as essential industry and of certification for the top employer through the Top Employer
manufacturing and distribution operations were allowed to Institute, which is an international certification institute and has
continue. GSK Pakistan remained focused and committed to been recognized as a Top Employer in Pakistan for 2021.
deliver its priorities of People, Business Continuity and Support. Being certified as a Top Employer showcases an
organisations’ dedication to a better world of work and exhibits
An Issues Management Team (IMT) was immediately formed this through excellent HR policies and people practices. It
to review the COVID situation in the country and met regularly covers 6 HR domains including People Strategy, Work
to ensure employee wellbeing during this difficult time, Environment, Talent Acquisition, Learning, Well-being and
business continuity to manufacture and distribute essential Diversity and Inclusion.
pharmaceutical products. Focus was also maintained to adopt
new ways of working to engage with our key customers and Financial Performance:
partners remotely. Other than business critical personnel that
were required to come to work, all other employees started For the year 2020, the Company achieved net sales of Rs. 35
working from home, maximizing our virtual business model, billion. The total net sales also include intercompany sales of
which within a couple of months became the norm. As the Rs. 1.2 billion (as compared to Rs. 4.7 billion in the same period

last year) to GlaxoSmithKline Consumer Healthcare Pakistan There has been a strong focus on monitoring cash flow,
Limited on account of products manufactured by the Company working capital and foreign currency liabilities management.
for which market authorization rights remain with Despite challenging environment, surplus funds of the
GlaxoSmithKline Pakistan Limited. During this year, the market Company increased by Rs. 3.4 billion at year end which is
authorization rights of most of the products were transferred to being managed through a mix of sovereign investments and
GlaxoSmithKline Consumer Healthcare and there are few high credit rated bank deposits to maintain a risk-averse,
products which are remaining for market authorization transfer. optimum interest-yielding portfolio.
Our core pharmaceutical business achieved net sales of Dividend

Rs. 33.8 billion, reflecting a growth of 6% vs last year despite a
challenging external environment. Excluding the impact of last The Board of Directors is pleased to announce a final cash
year’s discontinuation of Ranitidine based products, the dividend of Rs. 6.5 per share amounting to Rs. 2.07 billion,
Company has delivered a healthy underlying pharmaceutical subject to the approval of the shareholders at the Annual
business growth of 9%. Key growth contributors to the 2020 General Meeting to be held on April 27th, 2021.
performance are our core therapy areas including Antibiotics,
Dermatology, Respiratory, Analgesics and Vitamins portfolios. Holding Company
The Gross Margin of the Company for the year was 21.5% As of December 31, 2020, S.R. One International B.V.,
showing an improvement by 0.4% from last year. Gross margin Netherlands held 263,029,794 shares of Rs. 10 each. The
improved due to our continuous cost efficiency measures and ultimate parent of the Company continues to be
stable exchange rates. GlaxoSmithKline plc, UK.
Selling, marketing and distribution expenses were recorded at Pattern of Shareholding

Rs. 2.8 billion, a 17% decrease vs last year. Due to the
COVID-19 restrictions, we mostly utilized our digital The Company’s shares are traded on the Pakistan Stock
engagement channels to connect with healthcare Exchange Limited. The shareholding as of December 31,
professionals which resulted in savings under this head, 2020 and other related information is set out on pages 171 to
coupled with some cost saving initiatives in warehousing and 174.
transportation areas. Administrative expenses were recorded
at Rs. 1.3 billion, increase under this head is mainly due to During the year, the Directors, CEO, CFO, Company Secretary,
one-off severance cost recorded in Quarter 1 and impact of Executives and/or their spouses and minor children did not
inflation. carry out any trade in the shares of the Company, except for
that already disclosed on page no. 172.
The Company’s financial charges also showed a significant
reduction compared to last year due to reduction in running Basic Earnings per share
finance cost and stable exchange rate in 2020. Other
operating income totaled Rs. 2.0 billion, which was mainly on Basic Earnings per share after taxation was
account of a promotional allowance of Rs. 1.53 billion from the Rs. 10.6 (2019: Rs. 9.55).
GSK Group support for sustainable investment in our brands.
Corporate Social Responsibility (CSR)
Despite the economic challenges and slow market uptake, the
Company posted an overall strong after-tax net profit of Rs. 3.4 The year 2020 was an unprecedented year with a lot of focus
billion growing by 11% over the corresponding period last year. on the pharmaceutical industry. Being a market leader in
Pakistan’s pharmaceutical industry, GSK recognizes its
The Company continued to invest in plant upgradation in line responsibility towards the society at large and prioritizes
with current good manufacturing practices (cGMP). The total supporting causes that create a positive impact on the
capital expenditure incurred during this year was Rs. 1.3 billion. community. In 2020, we sponsored Dr. Ruth K M Pfau Civil
In this year, we also successfully implemented SAP in our Hospital for building HVAC system to create negative pressure
commercial organization. Due to the lockdown, this deployment room in their existing ICU to protect patients and healthcare
was remotely managed end to end and the team showed great staff, supplied PPE for healthcare staff and patients at Aga
resilience and agility to achieve this important milestone. Khan Hospital and Medical College Foundation, Academy of
Family Physicians and ChildLife Foundation. GSK also
provided equipment (cardiac monitors) for the COVID-19 ward
at Indus Hospital and transfusion beds at Muhammadi Blood
Bank. Although in 2020 our social responsibility was mostly

focused on the healthcare sector, GSK recognizes the In 2020, we continued the focus on mental health awareness
importance of education and collaborated with the also as part of World Mental Health Day celebrations and
Professional Education Foundation to give scholarships to under the umbrella of GSK’s Modern Employer agenda. These
students. were virtual sessions whereby renowned psychiatrists
addressed and discussed any mental health concerns that
Our People employees are facing at work / work from home.
GSK has been at the forefront in being an employer that not Environment, Health and Safety (EHS)
only recognizes its people as key assets but also ensures that
this belief is translated into a working environment that GSK prioritizes the health, safety and wellbeing of its
encourages growth opportunities, respect, empowerment and employees and people connected to it. Robust and integrated
inspiration. As a Company that is geared towards helping safety management system demonstrates its commitment to
people ‘Do More, Feel Better, Live Longer’, we ensure that our safe and healthy workplace.
employees are not only committed to this vision with the
utmost passion and sincerity, but are also well equipped to The COVID-19 situation was regularly monitored and
perform and deliver to their best potential. During the year, managed by the GSK Pakistan Issue Management Team
enhancements to employee lifecycle system were made (IMT) comprising in the top leadership from all departments.
including Chatbots and Robotic Process, Automation of Policies and procedures were adapted in view of the evolving
employee assistance, ensuring we focus our energies on situation while precedence has always been employee and
business performance and that we deliver on our IPT priorities patient safety.
while we live our values and expectations.
A few important steps taken by the IMT include:
The Women’s Leadership Initiative (WLI), which empowers
members as they develop and hone their personal leadership • Except for employees in business-critical roles that required
agenda, knowledge and skills, continues to be a flagship presence in the office, work from home ‘WFH’ was initially
program involving more than 4,000 women and men from over made mandatory for all other team members.
a dozen countries globally in a variety of functions within GSK.
The vision of WLI is to support a culture of inclusion with • Employees with underlying medical conditions or those
women and men working side by side, empowering women to looking after the elderly were advised to continue to work
realize their full potential without limitations. from home.
Be You, Feel Good, Keep Growing • GSK introduced a “Performance with Choice” philosophy to
ensure employees and their stakeholders could decide on
The Year 2020 proved to be a very different year and our core the most suitable way of working with hybrid or face-to-
values of Being Patient Focused, Respecting People, Acting face.
with Integrity and Operating with Transparency were best
practiced by our people. During the COVID period, we took Throughout the year, the focus on driver safety remained a
multiple initiatives for our people such as keeping the priority and trainings and monitoring continued through digital
workforce updated on Coronavirus updates and how they can channels. Looking back at the performance of 2020 with
adopt to virtual ways of working and leverage our digital regards to employee health and safety, GSK Pakistan feels
capabilities to flexibly work and engage with internal and proud of its approach and the decisions taken throughout the
external stakeholders. Employees health and well-being has year.
been the top priority throughout and time with regular trainings
and sessions on COVID-19 precautions, SOPs and wellbeing Business Ethics and Anti-Corruption Measures
for the employees.
At GSK, integrity and courage start with individual responsibility.
To facilitate our office-based people, an Ergonomics If we always aim to do the right thing, act honestly, ethically and
Allowance was introduced in to support the well-being of our openly and speak up if something doesn’t feel right, we are
employees during work from home in line with GSK acting with individual integrity and courage.
Ergonomics guidelines. GSK also promoted the use of
Employee Assistance Program and other Health and GSK builds its reputation as an outstanding social actor that
Wellbeing programs and services, webinars on mindfulness conducts its activities with principles as strong as honesty,
and sleep wellness. justice and integrity, in compliance with the laws and
regulations that govern our industry.

Our reputation is our most valuable asset and depends Board Committee’s
absolutely on the individual actions of each GSK employee,
who, at all times must take into account, the corporate values The Board has formed committees comprising of members
of Integrity, Transparency, Patient Focus and Respect. given below:
The GSK ABAC foundation principles (legitimacy of intent, a) Audit Committee

transparency, proportionality, conflict of interest or undue
influence) help us detect and prevent bribery and corruption. Mr. Muneer Kamal** Chairman
Read our ABAC standard to learn more about the situations Ms. Maheen Rahman
that pose the highest risks. It is GSK's anti-bribery and Mr. Mark Dawson
corruption program to help ensure that neither we nor our third Mr. Mehmood Mandviwalla
parties bribe (or are bribed by) either government or regulatory Mr. Dmytro Oliinyk
bodies, or private sector entities. It is also to ensure that no
undue influence is exerted in engagements, that no personal b) HR and Remuneration Committee
benefit is gained and that no corruption occurs. Put simply, it
helps to ensure ethical business, aligned to GSK's values. Ms. Maheen Rahman Chairperson
Mr. Dmytro Oliinyk
We have clear governance, written standards and all the Mr. Mehmood Mandviwalla
elements of the internal control framework in place to manage Mr. Mark Dawson
ABAC risk. Ms. Erum Shakir Rahim*
The Board of Directors of the Company has set down c) Disclosure Committee
acceptable business practices and behaviors in a “Code of
Conduct/Statement of Ethics and Business Practices”, which Ms. Erum Shakir Rahim* Chairperson
guide our people on how to apply our values in everyday Mr. Abdul Samad
activities. This Code, which is mandatory for all employees Mr. Dmytro Oliinyk
including senior management to sign, is also available on the Syed Azeem Abbas Naqvi***
Company’s website. Salient features of the Code of Conduct
are provided on page 56 to 58. d) Risk Management Committee
Composition of the Board of Directors RMCB – consisting of GSK

Management Team
The total number of Directors are 7 as per the following:
* Ms. Erum Shakir Rahim succeeded Mr. M. Azizul Huq on
Male 05 March 1, 2020 as a Chief Executive Officer.
Female 02
** Mr. Muneer Kamal appointed Independent Director of GSK
The composition of the Board is as follows: Pakistan Limited on April 2, 2020 replacing Mr. Sohail Ahmed
Category Name *** Ms. Mehar-e-daraksha Ameer appointed Legal Director and
Company Secretary of GSK Pakistan Limited on January 1,
Independent Director • Muneer Kamal 2021, replacing Syed Azeem Abbas Naqvi
• Maheen Rahman
As required, by the Code of Corporate Governance, extensive
Executive Directors • Erum Shakir Rahim details related to Board of Directors, including but not limited to,
• Abdul Samad profile of directors, board committees, training, diversity,
orientation and changes in the Board are covered under
Non-Executive Directors • Mehmood Mandviwalla Corporate Governance section on pages 60 to 70.
• Dmytro Oliinyk
• Mark Dawson
Female Directors • Maheen Rahman

• Erum Shakir Rahim

Board of Directors’ Meetings and Attendance The amendments made to the Drug Pricing Policy, whereby
the automatic annual CPI price mechanism now requires the
The Board of Directors met five times in 2020 and all these formal approval of DRAP is also something that needs to be
meetings were held in Pakistan. Further details are covered closely gauged for impact and mitigation in the coming year.
under Our Governance section on pages 64 to 65.
We also believe it is important for the government to streamline
Management Committee any pricing anomalies, especially for decades old products.
Further details are covered under Our Governance section on We anticipate the recent economic stabilization measures
pages 72 to 73. introduced by the government during the COVID-19 pandemic
will gradually improve the economic momentum and growth
Auditors outlook in upcoming financial year.
The present auditors, Messrs. Yousuf Adil, Chartered CEO's presentation video on Company's performance, strategy
Accountants, retire and being eligible, have offered themselves and outlook can be seen at the Company's website:
for re-appointment. www.pk.gsk.com
The Board of Directors endorses recommendation of the Audit Value of Investments of Provident, Gratuity and
Committee for their re-appointment as the Auditors of the Pension Funds
Company for the financial year ending December 31, 2021, at
a mutually agreed fee. The Company maintains retirement benefit plans for its
employees. Value of investments of provident and gratuity
Subsequent Events funds based on un-audited accounts as of December 31,
2020 are as follows:
No material changes or commitments affecting the financial
position of the Company have occurred between the end of 2020
the financial year of the Company till the date of this report. Rs. In millions
Provident fund 3,550

Future Outlook and Challenges
Gratuity fund 1,799
After undergoing a lockdown for over four months, the GSK Contribution to National Exchequer and
Sales team commenced face to face interaction with HCPs in Economy
August 2020, and other teams (Commercial and Medical) also
followed suit from September onwards. The Head office also The Company made a total contribution of Rs. 1.9 billion to the
resumed with 30% of employees in attendance on a rotational National Exchequer by way of customs duties, income tax,
basis, with strict COVID-19 precautions. Even with a sales tax and employees’ tax during the year 2020.
resurgence of cases in the second wave, the robust safety
plans and learnings from the first wave ensured the business Directors’ Remuneration
was fully prepared to quickly adapt to the changing scenario to
ensure people safety and business continuity. This helped us The significant features and key elements of directors’
maintain a leadership position in terms of using digital channels remuneration are as follows:
where face-to-face interactions were not possible. In Pakistan,
COVID-19 vaccination has started and initially health care • Independent and External Non-executive directors are only
workers are the priority. The Company has accepted that entitled to receive fixed fees in lieu of remuneration of the
COVID-19 will continue for the foreseeable future and this is Board and committee meetings.
the new norm thereby adapting some of its ways of working to
ensure business growth in 2021. However, the situation is still • The Board is authorized to determine the remuneration of
evolving and will need to be continuously monitored for impact. its Directors for attending meetings of the Board and
committee and determines it by market benchmark of
The industry also continues to face challenges on import of Pharma Industry.
some raw materials. GSK Pakistan is closely monitoring the
situation and is actively working on a strategy for alternate • Details of aggregate amount of remuneration separately of
sourcing. executive and non-executive directors, including salary/fee,
perquisites, benefits and performance-linked incentives etc.
under financial note 35.

Corporate and Financial Reporting Framework f. There are no significant doubts upon the Company’s ability
to continue as a going concern.
a. The financial statements prepared by the management of
the Company present fairly its state of affairs, the result of g. There has been no material departure from the best
its operations, cash flows and changes in equity. practices of Corporate Governance as detailed in the listing
regulations.
b. Proper books of account of the Company have been
maintained. h. The key operating and financial data for the last six years is
set out on pages 98 to 100.
c. Appropriate accounting policies have been consistently
applied in preparation of financial statements and We wish to thank all our employees for their valuable
accounting estimates are based on reasonable and prudent contribution in making 2020 a successful year for GSK
judgment. Pakistan despite the challenges faced during the COVID-19
pandemic.
d. The financial statements are prepared in accordance with
International Financial Reporting Standards, as applicable By order of the Board
in Pakistan.
e. The Company maintains a sound internal control system

which gives reasonable assurance against any material Erum Shakir Rahim Abdul Samad
misstatement or loss. The internal control system is Chief Executive Officer Director
regularly reviewed. This has been formalized by the Board’s
Audit Committee and is updated as and when needed.
Karachi
March 9th, 2021

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Chairman’s Review
It gives me great pleasure to present a review report under the requirement of Section 192 of the Companies
Act, 2017.
As we all know 2020 was an unprecedented year due to Given the tough economic environment, GSK Pakistan
COVID-19 and its impact on the economy, however, delivered a healthy business performance and continued
GSK Pakistan remained committed in terms of business to maintain market leadership position. The Company
continuity, employee wellbeing, business delivery and its continuously focused on cost improvement measures,
contribution to support the society. Inspired by our Values selling & marketing spend more through digital channel
of “Trust” and “Respect for People”, the Company during during COVID-19 to ensure sustainable profit delivery,
COVID -19 took immediate action to implement ‘Work while mitigating the inflationary pressure and the impact
from Home’ for office and field-based employees and of rupee devaluation; which although remained stable in
prioritized Supply Chain operations to ensure smooth this year. The Company is committed to focus on its
product supply. strategic priorities of Innovation, Performance and Trust.
86 GSK Annual Report 2020 75

Review of Overall Performance of the Board: resilience and ownership which was a record breaking SAP
deployment across GSK global.
GSK Pakistan’s Board of Directors, which comprises of
professionals with a profound understanding of the GSK Pakistan also won the 1st position in the Best corporate
Pharmaceutical industry and sound business acumen, are report under Pharma category.
committed to operate at the highest standards of corporate
governance. The Board and its associated Committees during Board Committees
the year ensured compliance with all statutory and regulatory
requirements applicable upon the Company. The Company has four committees, as stated below, to assist
the Board for its optimal performance.
As per requirement of the Companies Act and Code of
Corporate Governance, the Directors have performed their 1. Audit Committee
duties diligently and effectively in the best interest of the 2. HR and Remuneration Committee
company. This includes oversight of the company’s strategic 3. Disclosure Committee
objectives by active participation in monitoring performance 4. Risk Management Committee*
against the defined strategic goals and targets.
The details about the Committees areprovided in detail on
In accordance with Code of Corporate Governance, during page no 78 in Directors’ report.
2020, the Board carried out an evaluation of performance of
the Board and the performance of its Committees. *RMCB consisting of the management team
Board evaluation process is coordinated internally by the Culture:

Company Secretary who prepares an annual Evaluation
Assessment Questionnaire which is circulated amongst the At GSK, our aspiration is to achieve a high-performance culture
Board Members to provide ratings, insights and perspectives whilst remaining true to our values. Accordingly, we introduced
on the performance of the Board. new employee recognition initiatives to encourage and reward
high performance. The Board was pleased with these
As a part of good governance, following the discussion with the initiatives; the result of which was reflected in the employee
Board as a whole, areas of focus and improvement are engagement score of the GSK survey.
identified by the Board. Currently, the areas of focus as
identified by the Board are risk management, formulation of Board Member Appointment
committees and providing oversight to the management.
On April 2, 2020, Mr. Muneer Kamal was appointed
Committees’ annual evaluation process is also conducted Independent Director of the Company. He succeeded Mr.
internally by the Secretaries of each respective Committee. The Sohail Ahmed who retired after a successful career with GSK
evaluation was conducted through an annual evaluation that spanned more than 36 years, including 5 years as CEO of
questionnaire which was circulated amongst the Committee GSK Consumer Healthcare Pakistan Limited. I would like to
Members to provide clarifications, further insights and thank Sohail for his significant contribution and wish him a
perspectives on the performance of the Committee. wonderful retirement.
Financial Reporting: Acknowledgment
With strong oversight on the reporting front, the Board has a Finally, I would like to thank all our Board members for their
responsibility to provide clear visibility of financial reports to commitment and contribution. I would also like to thank our
stakeholders in accordance with the Financial Reporting employees, customers, and suppliers for their support and hard
framework applicable in Pakistan. During the year we work in 2020 and I look forward to continue working with them
incorporated the new IFRS requirements and ensured to attain success in 2021.
compliance with the disclosure requirements of the new
Companies Act.
During the year, GSK Pakistan successfully went live on SAP

in commercial operations. This was an aligned key global Dmytro Oliinyk
deliverable, involving multiple cross functional teams within and Chairman
above country. The virtual implementation was challenging due
to the COVID-19 period, however, the team showed good March 9th, 2021

Financial Highlights
Rs. 35,090 M
Sales Revenue
(2019: Rs. 36,582 M)
Core pharma showed a
growth of 6%.
54.88 times
Net Assets per Share
2019: 50.67 times
Growth 8.3%
Rs. 10.6
Earnings per Share
2019: Rs. 9.55
Growth 9.9%
19.3%
Return on Equity
2019: 18.9%
Growth 2.4%
18.9%
Return on Capital
Employed
2019: 18.2%
Growth 3.85%

DuPont Analysis
Rupees in Millions
For the year ended
Sales
December 31, 2020 Rs. 35,090
Net Profit
-
Rs. 3,375
Net Profit Total Cost*

Margin Rs. 31,715
9.6%
Return Sales
on Assets x Rs. 35,090
12.9%
Non Current
Assets
Assets
Turnover
Rs. 11,023
1.3 Times
Return on Total
Assets +
Equity
19.3 % Rs. 26,072
Owners Current
Equity - Assets
Rs. 17,478 Rs. 15,049
Ownership Total
Ratio Liabilities
67.0% Rs. 8,594
Total Non Current

Assets + Liabilities
Rs. 26,072 Rs. 1,191
Owners
Equity +
Rs. 17,478
Current
Liabilities
Rs. 7,403
*Total Cost includes COGS, Selling, Admin, Other Expenses, Financial charges and Taxation (less: Other income).

Financial Commentaries
COMMENTS ON STATEMENT OF PROFIT OR LOSS
Revenue from contract with customers
For the year 2020 the Company achieved net sales of Rs. 35 billion. Core pharma sales (excluding intercompany sales
to GSK CHC) showed a growth of 6%. However, excluding Zantac sales from last year, core pharma showed growth
of 9%. The key portfolios which contributed towards this growth were Antibiotics, Dermatologicals and Analgesics
therapy areas.
Cost of Sales
Cost of sales of the Company decreased mainly on account of decline in sales to GSK Consumer Healthcare.
Selling and distribution expenses
Selling and distribution expenses during the year decreased by 16.6% mainly attributable to lower spend in
promotional activities as we switched to digital engagement in COVID-19.
Administrative Expenses
The increase in the admin expense of 21% was mainly on account one off severance cost.
Financial Charges
Financial charges in the year decreased by 70%. The decrease in the charges is as result of utilisation of running
finance facility last year due to dM-Erp deployment.
COMMENTS ON STATEMENT OF FINANCIAL POSITION
NON-CURRENT ASSETS
Property, plant and equipment have witnessed an increase over prior year due to investment in production facilities and
infrastructure to support growing scale of business. Major capital expenditure incurred during the year was for
enhancement of productivity and improvement of plant efficiency.
CURRENT ASSETS
The increase in current assets is mainly attributable to increase in cash and bank balances, due to improved liquidity,
which was offset by the decrease in the taxation - provision less payment as result of withholding tax exemption
obtained during the year.
CURRENT LIABILITIES
Increase in trade and other payables is on account of increase in trade payables as compared to last year as multiple
consignments of stock were in transit at year end.
EQUITY
Equity increased from prior year primarily due to profits during the year which was off set by dividends and actuarial
loss during the year.

COMMENTS ON CASHFLOWS
CASHFLOWS FROM OPERATING ACTIVITIES
There is an increase in cash flows from operating activities mainly due to favorable working capital changes as
compared to the last year.
CASHFLOWS FROM INVESTING ACTIVITIES
Net cash outflows from investing activities has remained fairly constant as compared to previous year.
CASHFLOWS FROM FINANCING ACTIVITIES
Cash outflow from financing activities decreased during the current year primarily on account of lower dividend
payout during the year versus last year.
PROFITABILITY RATIOS
Profitability ratios of the Company, in general, have increased versus last year, mainly on account of change in portfoilio
mix and saving in operating expenses due to COVID - 19.
Profit after Tax increased by 1.4% compared to prior year.
Gross profit margin improved to 21.5% versus 21.1% last year. Net profit margin improved to 9.6% versus 8.3%
during 2019 which is in line with the reasons mentioned above.
LIQUIDITY RATIOS
Cash inflows from operating activities has significantly improved versus last year primarily on account of better working
capital management. The Company remains sufficiently liquid and has Rs. 6,052 million of cash and cash equivalents
as of December 31, 2020 to meet its investment and operational cash requirements.
Quick / acid test ratio (2020: 1.22, 2019: 1.02) and cash to current liabilities (2020: 0.82, 2019: 0.44) improved
versus last year, whereas, current ratio (2020: 2.02, 2019: 2.03) has remained fairly constant as compared to last year.
ACTIVITY / TURNOVER RATIOS
Operating cycle has remained fairly constant with last year (2020: 67 days, 2019: 68 days)
Total assets turnover ratio (average assets) and fixed asset turover ratio decreased in 2020 from as compared to
2019 mainly due to increase in capital expenditure during the year.
INVESTMENT / MARKET RATIOS
Earnings per share jumped to Rs. 10.6 in 2020 from Rs. 9.55 in 2019 as a result of increase in profit after tax by
10.9% as mentioned above.
Price Earnings ratio has increased to 17 in 2020 from 16.8 in 2019, mainly due to increase in price per share.
Dividend yield ratio has declined from 3.74% to 3.39% as a result of increase in per share price.
Dividend pay-out ratio decreased to 0.61 times in 2020 from 0.63 times in 2019, on account of increase in profit
after tax as mentioned above.

Break-up value per share has increased to Rs. 54.88 in 2020 from Rs. 50.67 in 2019 due to increase in total equity
due to lower dividend payout as compared to last year.
Market capitalisation has increased to Rs. 57,310 million in 2020 from Rs. 51,061 million in 2019 due to increase in
market price per share to Rs. 180.22 in 2020 from Rs. 160.57 in 2019.
Analysis of non-financial performance using both qualitative and quantitative indicators.
Objective: Driving Profitable Growth
Manufactured Capital
Standing in Pharmaceutical Sector
The company is highly successful business with 7.4% of the value and 12% of the volume share of Pakistan's Pharma
market.
GlaxoSmithKline Pakistan Limited has continued to maintain leadership position in the Pakistan's Pharma industry.
Sales Growth
Core Pharma sales showed a growth of 6% from last year.
Cost Reduction Initiatives
The Company took various initiatives during the year to lower costs including introduction of digital engagement
channels to connect with health care professionals and initiatives in warehousing and transportation.
Objective: Maintaining Corporate Image
Relationship Capital
Award
GSK Pakistan won the best corporate and sustainability report 2019 award.
Corporate Briefing
We held successful corporate briefing session which included giving presentations to shareholders, institutional
investors and analysts at the Pakistan Stock Exchange.
Objective: CSR initiatives
Social capital
Several CSR initiatives were taken throughout the year to support causes which would have positive impact on the
community.
For further details, refer to CSR section of directors report.

Objective: To be a Top Employer
Human Capital
Top Employer Award
In 2020, the company was certified as a top employer through the Top Employer Institute. This shows the Company's
dedication to adopt worldclass HR practices.
Women Leadership Initiative
The Women Leadership initiative at GSK encourages men and women to work together and supports women in
realizing their full potential. It develops and hones the leadership skills of its members.
Improvements in Employee Lifecycle System
Various initiatives were taken to automate employee assistance including chatbots and robotic processes.
Employee Learning and Development
Inhouse courses on GSK website are available to all employees to enhance their skills and knowledge.
Objective: Health and Safety
Human Capital
Health and safety during COVID
The company prioritized employee health and safety by implementing safety measures. The percentage attendance of
office-based personnel was monitored.
All employees were given access to online healthcare physician and Ergonomic home office equipment allowance.
The employees also had full health insurance coverage which included COVID-19 related hospitalization and
expenses.
Field force employees were also given PPE and robust safety training.
Employee Health and wellbeing
Various online initiatives were introduced during the year for employee health and wellbeing. These included yoga
classes, sessions on how to take care of your family and webinars on mindfulness and sleep wellness.
Objective:Risk Management
Intellectual capital
Kindly refer to the risk management section(RMCB) of the annual report.
Conclusion:
The company has set KPIs to ensure non-financial performance is upto the mark and monitors the same to ensure
that objectives are being achieved timely. The company regularly monitors KPIs and works on continous improvement
for measuring performance.

Market Share and Share Price Sensitivity Analysis
The market capitalization of GSK Pakistan at the end of the year was PKR 57billion. The company is highly successful
business with 7.4% of the value and 12% of the volume share of Pakistan's Pharma market. There are many factors
which affect GSK market share price. Some of these factors have been discussed below:
Profit Margins
Increasing production costs can lead to low profit margins which will impact our earnings negatively. This in turn would
have a negative impact on our share price.
Cost of Production
Spike in our costs of productions could negatively impact our earnings which would then cause pressure on our share
price to fall.
Government Policies
Changing government policies which impact the pharmaceutical sector could impact our share prices as well
depending on whether the policies are favorable or unfavorable.
Foreign Currency fluctuations
The company imports its raw material, hence, devaluations in local currency could negatively impact its margins and
earnings. This would negatively impact the share price of the company.
Goodwill
Based on the news about the company in the market, the market sentiment may be positive or negative. Based on the
market sentiment, the company share price may increase or decrease.
Share Price Sensitivity Analysis
300,000
250,000
200,000
150,000
100,000
50,000
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average Volume Closing Price Max Min

Business rationale of major capital expenditure
projects during the year and for those planned
for next year
GlaxoSmithKline Pakistan Limited evaluates its capital expenditure requirements on an annual basis. It takes approvals
on the capital expenditure amounts during the year from the board.
Some of the major capital expenditure projects and their rationales are mentioned below:
CRSF Project
GSK is a responsible business which is committed to providing the highest level of safety and quality for its patients. In
order to deliver on this commitment, GSK globally rolled out Child Resistant and Senior Friendly packaging . Child
Resistant technology has proven internationally to reduce deaths by accidental medicine ingestion, this is achieved by
modifying the packaging to variants difficult to open by children yet friendly to open by seniors.
For the same investment in F268 site was made. After 5 years of development work, the line conversions were
initiated in 2020 and will be completed by 2021 across all the SKUs which are in scope.
Solar:
In line with GSK sustainability agenda of "net zero", significant investment are planned to be made in 2021 to utilize all
available roof spaces for solar PV systems at F268 site. Currently, F-268 has 230kW capacity of solar installed and in
the future, an additional 800kW .
Compression Machine:
The Company is planning to replace 4 tablet press machines . These 4 will be replaced with 1 high speed state of the
art machine to reduce operational complexity and increase process capability.

Financial Performance at a Glance
2020 2019
Rupees in millions
Revenue from contract with customers 35,090 36,582
Gross Profit 7,534 7,712

Operating Profit 4,987 4,890
Profit Before Tax 4,903 4,600
Taxation (1,528) (1,559)
Profit after taxation 3,375 3,041
Dividend - cash* 2,070 1,911

- per share - Rs. 6.5 6
Paid-up Capital 3,185 3,185
* This represents final cash dividend of Rs. 6.5 per share, proposed by the Board of Directors subsequent to the year end.
Note: FY 2019 represents continuing operations for meaningful comparison.
Gross and Operating Profit (Rupees in million) Payout to Shareholders (Rupees in million)
10000 2500
9000
2,229
2,229
8000 2000
8,678
2,070
8,414
8,092
7000
1,911
7,712
1,911
7,464
7,534
6000 1500
5000
4,987
1,274
4,890
5,014
4,840
4000 1000
4,372
3,901
3000
2000 500
1000
0 0
2020 2019 2018 2017 2016 2015 2020 2019 2018 2017 2016 2015
Gross Profit Operating Profit Dividend
Key Performance Indicators

Unit 2020 2019
Revenue from contract with customers Rs. in million 35,090 36,582

Return on Equity % 19.31% 18.85%
Earnings per share Rs. 10.6 9.55
Shareholders' Equity Rs. in million 17,479 16,138
Total Assets Turnover Ratio Times 1.4 1.6
Current Ratio Times 2.0 2.0
Market Capitalization Rs. in million 57,310 51,061

Statement of Value Added
2020 2019
Rupees '000 % Rupees '000 %
Revenue Generated
Total revenue * 37,069,622 100.0 38,580,126 100.0
Revenue distributed
Bought-in-Materials and Services 24,848,321 67.0 26,593,060 68.9

Selling, Marketing and Distribution
Expenses 1,464,118 3.9 2,170,791 5.6
Administrative Expenses and
Financial Charges 438,117 1.3 661,355 1.7
Income tax 1,527,442 4.1 1,559,173 4.0

Worker's funds and Central
research fund 426,320 1.2 393,563 1.0
Sales tax 2,474 0.0 6,915 0.0
To Government 1,956,236 5.3 1,959,651 5.1
Salaries,Wages and Other Benefits 4,983,330 13.4 4,152,065 10.8

To Employees 4,983,330 4,152,065
Donations 4,260 0.0 2,081 0.0

To Society 4,260 2,081
Cash Dividend** 2,070,037 5.6 1,910,804 5.0

To Shareholders 2,070,037 1,910,804
Retained in the Business 1,305,203 3.5 1,130,319 2.9
37,069,622 100.0 38,580,126 100.0
* This represents revenue gross of sales tax

** This represents final cash dividend of Rs. 6.5 per share, proposed by the Board of Directors subsequent to the year end.
Note: FY 2019 represents continuing operations for meaningful comparison.
3.5
Revenue and its Disposal 5.6
Bought-in-materials and Services 13.4

To Employees
To Government 5.3
Selling, Marketing and Distribution Expenses 1.3
Retained in the Business
3.9
To Shareholders 67.0
Administrative Expenses and Financial Charges

Key Operating and Financial Data
Statement of Financial Position 2020 2019 2018 2017* 2016* 2015
Rupees in Millions
Assets employed
Fixed Assets - tangible
- property, plant and equipment 9,936 9,480 8,921 8,865 8,318 7,196
Assets - intangible
- Goodwill 992 1,042 1,082 1,039 1,039 1,039
Long-term loans and deposits 95 125 99 114 71 72
Net current assets 7,566 6,408 6,304 4,121 4,621 5,404
Non Current Asset Held For Sale 82 - - - - -
18,671 17,055 16,406 14,139 14,049 13,711
* FY 2017 and 2016 representing continuing operations for meaningful camparison.
Less: Non-Current Liabilities

Staff retirement benefits - Staff gratuity 509 228 371 294 78 16
Long-term portion of lease liabilities 8 43 - - - -
Deferred taxation 675 646 616 537 645 624
1,191 917 987 831 723 640
Net assets employed 17,479 16,138 15,420 13,308 13,326 13,071
Financed by
Issued, subscribed and paid-up capital 3,185 3,185 3185 3,185 3,185 3,185
Reserves 14,294 12,953 12,235 10,123 10,142 9,886
Shareholders' Equity 17,479 16,138 15,420 13,308 13,327 13,071
Turnover and Profit 2020 2019 2018 2017 2016 2015

Rupees in Millions
Revenue from contract with customers 35,090 36,582 34,007 32,774 27,564 29,583
Gross profit 7,534 7,712 8,414 8,678 7,464 8,092
Operating profit 4,987 4,890 4,840 5,014 4,372 3,901
Profit before taxation 4,903 4,600 4,692 4,925 4,353 3,846
Taxation (1,527) (1,559) (1,460) (1,898) (1,708) (1,203)
Profit after taxation 3,375 3,041 3,232 3,027 2,645 2,643
EBITDA 5,621 5,464 5,396 5,739 4,929 4,349
Cash Dividend 2,070 1,911 2,229 2,229 1,911 1,274
Sales per employees 18,547 18,532 17,201 15,467 11,865 12,472
Assets and Liabilities (Rs. In Million) Return on Equity Share Price Sensitivity
25 300
12,000
9,936
9,480
274
8,921
8,865
22.7
250 252 245

8,318
10,000 20 233
21.0
20.2
7,648
19.3
19.8
220
18.8
7,196
8,000 200 220

6,408
6,304
199 194
15 192 188
5,404
149 168 161

4,621
6,000 153
150
4,121
161
109
10
4,000
100 82 113
1,181
1,191
1,153
1,087
1,167
1,110
1,111
987
831
2,000
917
5
723
640
50
-
2020 2019 2018 2017 2016 2015 0 -
Property, Plant & Equipment Non Current Assets Net Current Assets Non Current Liabilities 2020 2019 2018 2017 2016 2015 2020 2019 2018 2017 2016 2015

Cashflows Unit 2020 2019 2018 2017 2016 2015
Operating Activities Rs. in million 6,295 2,566 3,001 2,135 4,256 3,044
Investing Activities Rs. in million (1,029) (1,081) (479) (1,348) (1,623) (249)
Financing Activities Rs. in million (1,904) (2,228) (1,257) (2,929) (1,197) (1,805)
Changes in Cash equivalents Rs. in million 3,362 (743) 1,265 (2,142) 1,436 990
Cash and equivalents - Year end Rs. in million 6,052 2,690 3,433 2,168 4,310 3,642
Financial Highlights
Cash dividend per share Rupees 6.5 6.0 7.0 7.0 6.0 4.0
Market value per share - year end Rupees 191.83 160.57 112.68 167.88 233.3 220.0
Market value per share - high Rupees 199.44 187.73 219.8 274 252 244.8
Market value per share - low Rupees 149.26 82.04 109.41 153 194 161.0
Market price to book value with surplus Times 3.5 3.2 2.3 4.0 5.6 5.4
Market capitalization Rs.in million 57,310 51,061 35,832 53,424 74,189 70,069
Profitability Ratios
Profit before tax ratio % 14.0 12.6 13.8 15.0 15.8 13.0
Gross Yield on Earning Assets % 4.0 5.4 3.8 8.6 4.2 5.4
Gross Spread ratio Times 0.5 0.4 0.4 0.3 0.4 0.3
Cost / Income ratio Times 0.5 0.5 0.5 0.5 0.5 0.6
Return on Equity % 19.3 18.8 21.0 22.7 19.8 20.2
Return on Capital employed % 18.9 18.2 21.2 21.5 19.1 19.9
Gross Profit ratio % 21.5 21.1 24.7 26.5 28.0 27.4
Net Profit to Sales % 9.6 8.3 9.5 9.2 9.6 8.9
EBITDA Margin to Sales % 16.0 14.9 15.9 17.5 17.9 14.7
Operating leverage ratio Times -1.1 0.0 -1.3 0.7 -1.9 5.7
Investment/Market Ratios
Earnings per share (EPS) Rupees 10.6 9.5 10.1 9.5 8.3 8.3
Price Earnings ratio Times 18.1 16.8 11.1 17.7 28.1 26.5
Price to Book ratio % 0.8 0.7 0.5 0.8 1.2 1.2
Dividend Yield ratio % 3.4 3.7 6.2 4.2 2.6 1.8
Dividend Payout ratio Times 0.6 0.6 0.7 0.7 0.7 0.5
Dividend Cover ratio Times 1.6 1.6 1.5 1.4 1.4 2.1
Capital Structure Ratios
Earning assets to total assets ratio % 23.21 11.58 15.48 10.0 20.6 18.1
Net assets per share Times 54.9 50.7 48.4 41.8 41.8 41.0
Debt to Equity ratio Times 0.1 0.1 0.1 0.1 0.1 0.0
Financial leverage ratio Times 0.5 0.4 0.4 0.6 0.6 0.5
Interest Cover ratio Times 58.4 16.2 31.8 55.8 228.7 70.8

Liquidity Ratios 2020 2019 2018 2017 2016 2015
Advances to Deposits ratio Times 1.2 1.1 1.9 3.4 1.3 3.1
Current ratio Times 2.0 2.0 2.1 1.5 1.7 1.8
Quick / Acid test ratio Times 1.2 1.0 1.0 0.7 0.8 0.9
Cash to Current Liabilities Times 0.8 0.4 0.6 0.3 0.6 0.6
Cash flow from Operations to Sales % 17.9 7.0 8.8 6.5 15.4 10.3
Activity / Turnover Ratios
Inventory turnover ratio Times 4.5 4.7 4.0 4.0 3.4 3.4
No. of Days in Inventory Days 81 79 91 92 108 107
Debtor turnover ratio Times 30.1 26.9 17.2 22.7 52.5 56.1
No. of Days in Receivables Days 13 14 22 17 7 7
Creditor turnover ratio Times 13.6 14.9 13.0 12.0 8.6 10.6
No. of Days in Creditors Days 27 25 29 31 43 35
Total Assets turnover ratio Times 1.3 1.6 1.5 1.5 1.32 1.47
Fixed Assets turnover ratio Times 3.5 3.9 3.8 3.7 3.3 4.1
Operating Cycle Days 67 68 84 77 73 79
Current Ratio & Quick Ratio

(Number of Times)
2.5
2.0
2.1
2.0
2.0
1.8
1.5
1.7
1.5
1.2
1.0
1.0
0.8
0.9
1.0
0.7
0.5
-
2020 2019 2018 2017 2016 2015
Current Ratio Quick Ratio
Debtors Turnover and Inventory Turnover

(Number of Days)
108
107
81
79
91
92
Days
22
17
13
14
2020 2019 2018 2017 2016 2015
Debtors’ Turnover Inventory Turnover

Direct Cash Flow Statement
For The Year Ended December 31, 2020
2020 2019
Rupees in ‘000
CASH FLOWS FROM OPERATING ACTIVITIES
Cash receipts from customers 35,012,970 37,185,614

Cash paid to suppliers / service providers (22,288,103) (26,926,282)
Cash paid to employees (4,741,945) (4,329,181)
Payment of indirect taxes and other statutory duties (346,790) (236,325)
Payment of royalty and technical services fee (417,621) (467,602)
Payment to Retirement Funds (104,801) (447,959)
Financial charges paid (8,857) (91,526)
Income tax paid (809,998) (2,120,837)
Net cash from operating activities 6,294,855 2,565,902
CASH FLOWS FROM INVESTING ACTIVITIES
Fixed Capital Expenditure (1,316,019) (1,343,386)

Proceeds from sale of operating assets 52,992 125,380
Return on investments 234,005 136,952
Net cash used in investing activities (1,029,022) (1,081,054)
CASH FLOWS FROM FINANCING ACTIVITIES
Dividends paid (1,891,561) (2,219,716)

Lease rentals paid (12,094) (8,087)
Net cash used in financing activities (1,903,655) (2,227,803)
Net increase/(decrease) in cashflow 3,362,178 (742,955)
Cash and cash equivalents at beginning of the year 2,689,896 3,432,851
Cash and cash equivalents at end of the year 6,052,074 2,689,896

Horizontal Analysis
Statement of Financial Position
2020 2019 2018 2017 2016 2015

Change from preceding year
%
Share Capital and Reserves 8.3 4.7 15.9 (0.1) 2.0 9.4
Non Current Liabilities 29.9 (7.1) 18.7 14.9 13.0 (34.4)
Current Liabilities 19.9 7.0 (23.9) 11.0 6.7 3.6
Total Equity and Liabilities 12.2 4.7 2.1 4.0 3.8 5.3
Non Current Assets 3.5 5.4 0.8 6.2 13.5 7.9
Current Assets 19.0 4.2 3.2 2.2 (3.0) 3.8
Total Assets 12.2 4.7 2.1 4.0 3.8 5.3
Profit or Loss Analysis 2020 2019 2018 2017 2016 2015

Change from preceding year
%
Net sales (4.1) 7.6 3.8 18.9 15.7 6.1
Cost of sales (4.6) 12.8 6.2 19.9 15.5 4.6
Gross profit (2.3) (8.3) (3.1) 16.3 16.2 10.2
Selling, marketing and distribution expenses (16.7) (7.0) 8.9 16.4 1.0 8.2
Administrative expenses 21.2 2.1 9.5 4.1 (2.8) 4.7
Other operating expenses 8.3 (1.0) (9.5) 17.9 45.8 12.0
Other operating income (0.7) 35.3 42.0 (0.4) (10.2) 135.9
Operating profit 2.0 1.0 (3.5) 14.7 22.5 36.0
Financial charges (71.0) 96.5 67.0 363.9 (65.0) 167.0
Profit before taxation 6.6 (2.0) (4.7) 13.2 23.9 35.0
Taxation (2.0) 6.8 (23.1) 11.1 70.2 3.6
Profit after taxation 11.0 (5.9) 6.8 14.5 5.3 56.7
Change in Shareholding and Liability from preceeding year Change in Assets from preceeding year
Rupees in Millions Rupees in Millions
23,229 1,341 274 1,227 1 26,072 23,229 456 (80) (339) 77 2,729 26,072
Closing Reserves Non Current Trade and Other current Closing Closing Operating Other long Inventory Trade Other current Closing
2019 Liabilities other payables liabilities 2020 2019 fixed assets term assets receivables assets 2020

Vertical Analysis
Statement of Financial Position Analysis (%)
2020 2019 2018 2017 2016 2015

%
Share Capital and Reserves 67.0 69.5 69.5 61.3 63.8 65.0
Non Current Liabilities 4.6 3.9 4.4 3.8 3.5 3.2
Current Liabilities 28.4 26.6 26.0 34.9 32.7 31.8
Total Equity and Liabilities 100.0 100.0 100.0 100.0 100.0 100.0
Non Current Assets 42.5 45.8 45.6 46.1 45.2 41.3
Current Assets 57.5 54.2 54.4 53.9 54.8 58.7
Total Assets 100.0 100.0 100.0 100.0 100.0 100.0
Profit or Loss Analysis (%) 2020 2019 2018 2017 2016 2015
%
Revenue from contract with customers 100.0 100.0 100.0 100.0 100.0 100.0
Cost of sales 78.5 78.9 75.3 73.5 72.9 72.6
Gross profit 21.5 21.1 24.7 26.5 27.1 27.4
Selling, marketing and distribution expenses 7.9 9.1 10.5 10.0 10.2 13.5
Administrative expenses 3.8 3.0 3.2 3.0 3.4 3.6
Other operating expenses 1.2 1.1 1.2 1.3 1.4 1.0
Other operating income 5.6 5.4 4.3 3.2 3.8 3.9
Operating profit 14.2 13.4 14.2 15.3 15.9 13.2
Financial charges 0.2 0.8 0.4 0.3 0.1 0.2
Profit before taxation 14.0 12.6 13.8 15.0 15.8 13.0
Taxation 4.4 4.3 4.3 5.8 6.2 4.1
Profit after taxation 9.6 8.3 9.5 9.2 9.6 8.9
Profit and Loss Statement for the year Cash Flow Statement
40,000
35,090
35,000 7,000
PKR. 8,985m
6,000 Investing Activites
30,000 ( 27,556 ) PKR. (1,029m)
Operating Activites
5,000 PKR. 6,295m
25,000
4,000 Financing Activites
20,000 PKR. 7,956m PKR. (1,904m)
3,000
15,000 PKR. 2,690m
Cash and cash
2,000 equivalent PKR. 6,052m
10,000 2019 Cash and cash
1,000 equivalent
( 1,435 ) ( 426 ) 1,977 ( 84 ) ( 1,527 ) 3,375 2020
5,000
-
-
Net Cost of Selling and Other Other Financial
Turnover sales Admin income Charges
expenses expenses

Statement of Compliance
with Listed Companies (Code of Corporate Governance) Regulations, 2019
Year ending December 31, 2020
The company has complied with the requirements of the Regulations in the following manner:
1. The total number of Directors are 7 as per the following:
a) Male: 5
b) Female: 2
2. The composition of the Board is as follows:
Category Name
*Independent Directors • Maheen Rahman

• Muneer Kamal
Executive Directors • Erum Shakir Rahim

• Abdul Samad
Non-Executive Directors • Mehmood Mandviwalla

• Dmytro Oliinyk
• Mark Dawson
Female Directors • Maheen Rahman

• Erum Shakir Rahim
* The requirement of Independent Directors is at least two or one-third of members of the Board, whichever is higher. Two
independent directors were appointed on the Company’s Board and the fraction of 0.33 was not rounded up as one since the two
Independent Directors have robustly protected the interests of the minority shareholders.
3. The Directors have confirmed that none of them is serving as a Director on more than seven listed companies, including this
company; (excluding the listed subsidiaries of listed holding companies where applicable).
4. The company has prepared a Code of Conduct and has ensured that appropriate steps have been taken to disseminate it
throughout the company along with its supporting policies and procedures.
5. The Board has developed a vision/mission statement, overall corporate strategy and significant policies of the company. The
Board has ensured that complete record of particulars of the significant policies along with the date of approval or updating
is maintained by the company.
6. All the powers of the Board have been duly exercised and decisions on relevant matters have been taken by
Board/shareholders as empowered by the relevant provisions of the Act and these Regulations.
7. The meetings of the Board were presided over by the Chairman and in his absence, by a Director elected by the Board for
this purpose. The Board has complied with the requirements of the Act and the Regulations with respect to frequency,
recording and circulating minutes of the meetings of the Board.
8. The Board have a formal policy and transparent procedures for remuneration of Directors in accordance with the Act and
these Regulations.

9. The Board has arranged Directors’ Training Program for the following:
a) Erum Shakir Rahim – CEO and Executive Director
10. There was no fresh appointment of CFO, Company Secretary and Head of Internal Audit during the year ended December
31, 2020. The Board has approved appointment of Chief Financial Officer, Company Secretary and Head of Internal Audit,
including their remuneration and terms and conditions of employment and complied with relevant requirements of the
Regulations.
11. Chief Financial Officer and Chief Executive Officer duly endorsed the financial statements before approval of the Board.
12. The Board has formed committees comprising of members given below:
a) Audit Committee
i. Mr. Muneer Kamal • Chairman
ii. Ms. Maheen Rahman
iii. Mr. Mehmood Mandviwalla
iv. Mr. Mark Dawson
v. Mr. Dmytro Oliinyk
b) HR and Remuneration Committee

i. Ms. Maheen Rahman • Chairperson
ii. Mr. Mehmood Mandviwalla
iii. Mr. Dmytro Oliinyk
iv. Mr. Mark Dawson
v. Ms. Erum Shakir Rahim
c) Risk Management Committee

i. RMCB – consisting of GSK Management Team
d) Disclosure Committee
i. Ms. Erum Shakir Rahim • Chairperson
ii. Mr. Dmytro Oliinyk
iii. Mr. Abdul Samad
iv. Mr. Azeem Naqvi
NOTE: {Ms. Mehar-e-daraksha Ameer appointed as Legal Director and Company Secretary on 1 January 2021 replacing Syed
Azeem Abbas Naqvi as Legal Director and Company Secretary, who resigned on 31 December 2020}
13. The Terms of Reference of the aforesaid committees have been formed, documented and advised to the committee for
compliance.
14. The frequency of the meetings (quarterly/half yearly/yearly) of the committees were as per following:
a) Audit Committee Quarterly

b) HR and Remuneration Committee 1st Quarter and Special Meeting
c) Risk Management Committee (if applicable) Quarterly
d) Disclosure Committee November 16, 2020
15. The Board has outsourced the internal audit function to Ernst and Young Ford Rhodes, who are considered suitably qualified
and experienced for the purpose and are conversant with the policies and procedures of the Company.

16. The statutory auditors of the company have confirmed that they have been given a satisfactory rating under the Quality
Control Review program of the Institute of Chartered Accountants of Pakistan, and registered with Audit Oversight Board of
Pakistan, that they and all their partners are in compliance with International federation of Accountants (IFAC) guidelines on
code of ethics as adopted by the Institute of Chartered Accountants of Pakistan and that they and the partners of the firm
involved in the audit are not a close relative (spouse, parent, dependent and non-dependent children) of the Chief Executive
Officer, Chief Financial Officer, Head of Internal Audit, Company Secretary or Director of the company.
17. The statutory auditors or the persons associated with them have not been appointed to provide other services except in
accordance with the Act, these Regulations or any other regulatory requirement and the auditors have confirmed that they
have observed IFAC guidelines in this regard.
18. We confirm that all requirements of the regulations 3, 6, 7, 8, 27, 32, 33 and 36 of the Regulations have been complied with.
Dmytro Oliinyk Erum Shakir Rahim

Chairman Chief Executive Officer
March 9th, 2021

Karachi

Independent Auditors’ Review Report
To the members of GlaxoSmithKline Pakistan Limited
Review Report on the Statement of Compliance contained in Listed Companies (Code of Corporate Governance)
Regulations, 2019
We have reviewed the enclosed Statement of Compliance with the Listed Companies (Code of Corporate Governance)
Regulations, 2019 (the Regulations) prepared by the Board of Directors of GlaxoSmithKline Pakistan Limited (the Company)
for the year ended December 31, 2020 in accordance with the requirements of regulation 36 of the Regulations.
The responsibility for compliance with the Regulations is that of the Board of Directors of the Company. Our responsibility is to
review whether the Statement of Compliance reflects the status of the Company’s compliance with the provisions of the
Regulations and report if it does not and to highlight any non-compliance with the requirements of the Regulations. A review is
limited primarily to inquiries of the Company’s personnel and review of various documents prepared by the Company to comply with
the Regulations.
As a part of our audit of the financial statements we are required to obtain an understanding of the accounting and internal control
systems sufficient to plan the audit and develop an effective audit approach. We are not required to consider whether the Board of
Directors’ statement on internal control covers all risks and controls or to form an opinion on the effectiveness of such internal
controls, the Company’s corporate governance procedures and risks.
The Regulations require the Company to place before the Audit Committee, and upon recommendation of the Audit Committee,
place before the Board of Directors for their review and approval, its related party transactions. We are only required and have
ensured compliance of this requirement to the extent of the approval of the related party transactions by the Board of Directors
upon recommendation of the Audit Committee.
Based on our review, nothing has come to our attention which causes us to believe that the Statement of Compliance does not
appropriately reflect the Company's compliance, in all material respects, with the requirements contained in the Regulations as
applicable to the Company for the year ended December 31, 2020.
Place: Karachi
Date: March 25, 2021

Independent Auditors’ Report
to the Members of GlaxoSmithKline Pakistan Limited
Report on the Audit of the Financial Statements
Opinion
We have audited the annexed financial statements of GlaxoSmithKline Pakistan Limited (the Company), which comprise the
statement of financial position as at December 31, 2020, and the statement of profit or loss and other comprehensive income, the
statement of changes in equity, the statement of cash flows for the year then ended, and notes to the financial statements,
including a summary of significant accounting policies and other explanatory information, and we state that we have obtained all
the information and explanations which, to the best of our knowledge and belief, were necessary for the purposes of the audit.
In our opinion and to the best of our information and according to the explanations given to us, the statement of financial position,
statement of profit or loss and other comprehensive income, the statement of changes in equity and the statement of cash flows
together with the notes forming part thereof conform with the accounting and reporting standards as applicable in Pakistan and
give the information required by the Companies Act, 2017 (XIX of 2017), in the manner so required and respectively give a true
and fair view of the state of the Company's affairs as at December 31, 2020 and of the profit and other comprehensive loss, its
changes in equity and cash flows for the year then ended.
Basis for Opinion
We conducted our audit in accordance with International Standards on Auditing (ISAs) as applicable in Pakistan. Our
responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements
section of our report. We are independent of the Company in accordance with the International Ethics Standards Board for
Accountants’ Code of Ethics for Professional Accountants as adopted by the Institute of Chartered Accountants of Pakistan (the
Code) and we have fulfilled our other ethical responsibilities in accordance with the Code. We believe that the audit evidence we
have obtained is sufficient and appropriate to provide a basis for our opinion.
Key Audit Matters
Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the financial
statements of the current period. These matters were addressed in the context of our audit of the financial statements as a whole,
and in forming our opinion thereon, and we do not provide a separate opinion on these matters.
Following are the Key audit matters;
S. No Key Audit Matters How the matter was addressed in our audit
01 Carrying value of intangible asset - goodwill In response to this matter, we performed the
following procedures:
Refer to note 4 to the financial statements.
- Obtained understanding of management’s
The Company has an intangible asset of goodwill process over the impairment assessment of
having carrying value of Rs. 955.74 million (2019: goodwill.
Rs.955.74 million) at year end.
- Obtained management’s future cash flow
This arose on acquisition of Bristol-Myers Squibb forecasts and tested arithmetical accuracy of
(BMS) by the Company through local underlying value-in-use calculations.
arrangements. BMS had ceased its operations in
Pakistan and all of the products received from BMS
on acquisition were continued by the Company with
the label of GSK in Pakistan.

The Company is required to perform impairment - Assessed the reasonableness of key

assessment of its goodwill at least annually, as it assumptions used in the calculations,
has an indefinite useful life. comprising sales growth rates, gross profit
margin, net profit margin, terminal growth rate
For the purpose of performing impairment and discount rates. When assessing these
assessments, management has allocated goodwill key assumptions, we discussed them with
to appropriate cash generating units (“CGUs”). The management to understand and evaluate
recoverable amount of the underlying CGUs is management’s basis for determining the
supported by value-in-use calculations which are assumptions, and compared them to
based on future discounted cash flows. economic growth forecasts from available
Management concluded that goodwill was not external sources. We also engaged our
impaired as of December 31, 2020. internal experts to assist us in assessing the
reasonableness of the key assumptions used
We focused on this area as the assessments made by management.
by management involved significant estimates and
judgments, including sales growth rates, gross profit - Performed sensitivity analysis around some
margin, net profit margin and terminal growth rates assumptions to ascertain that selected
used to estimate future cash flows and discount adverse changes to discount rate and
rates applied to these forecasted future cash flows terminal growth rate would not cause the
of the underlying CGUs. These estimates and carrying amount of goodwill to exceed the
judgments may be affected by unexpected recoverable amount.
changes in future market or economic conditions or
discount rates applied, therefore, impairment
assessment has been considered as key audit
matter.
02 Valuation of Stock-in-trade In this respect, we performed the following audit

procedures:
Refer to note 7 to the financial statements.
- Obtained an understanding of procedures
Inventory forms a significant part of the followed by the Company with respect to
Company’s assets. As at December 31, 2020, the valuation of inventories;
carrying amount of Company’s Stock-in-trade
amounts to Rs. 6,328.22 million against which - Assessed appropriateness of the Company’s
adjustment for provision for slow moving / obsolete accounting policies for valuation of inventories
stock of Rs. 584.71 million has been recorded. and compliance of those policies with
accounting and reporting standards as
We identified valuation of inventories as a key audit applicable in Pakistan;
matter as it involves significant management
judgement with respect to standard costs, - On a sample basis, verified supporting
determination of net realizable value and documents for purchases of inventories and
determination of obsolescence of stock. the production costs;
- Obtained working of variances recorded by

management, including changes made in the
current year and tested the amounts, which
were incurred and retained to actualize the
standard cost of inventories at year end;

- Obtained an understanding and assessed

reasonableness of the management’s
process for determination of net realizable
value (NRV) and the key estimates adopted,
including future selling prices, future costs to
complete and costs necessary to make the
sales and their basis;
- Compared the NRV, on a sample basis, to the

carrying value of inventories to assess
whether any adjustments were required to
carrying value of inventories in accordance
with the policy;
- For valuation of goods in transit we have

verified the supporting documents on sample
basis; and
- Tested provision recorded for obsolete stock

to ensure that whether it was as per the
policy of the Company.
03 Tax related litigations and contingencies In this respect, we performed following audit
procedures:
Refer to note 22.1 (b) and (c) to the financial
statements. - Obtained and reviewed details of the pending
litigations and discussed the same with the
The Company has litigation cases in respect of Company’s management.
income tax and sales tax matters, which are
pending at various forums including Honorable - Reviewed correspondences, on a sample
High Court of Sindh, Commissioner Inland Revenue basis, relating to pending tax assessments of
(Appeals) (CIR(A)) and Appellate Tribunal Inland the Company with the relevant authorities
Revenue (ATIR). including judgments or orders passed by the
competent authorities / courts of law in
Matters under litigation require management to relation to the issues involved or matters
make judgements and estimates in relation to the which have similarities with the issues
interpretation of laws, statutory rules, regulations, involved;
the probability of outcome and financial impact, if
any, on the Company for disclosure and recognition - Obtained confirmations from the Company’s
and measurement of any provisions that may be external legal and tax counsels for their views
required against such litigation matters. Further, on open tax assessments and legal cases;
management also has a practice of consulting their
legal and tax experts on the matters before - Involved internal tax professionals to assess
deciding on the significant tax matters. management’s conclusions on contingent tax
matters and to evaluate the consistency of
Due to significance of amounts involved, inherent such conclusions with the views of the
uncertainties with respect to the outcome of management and external tax advisors
matters and use of significant management engaged by the Company; and
judgement and estimates to assess the same
including related financial impacts, we considered - Reviewed disclosures made in respect of
litigation matters relating to tax contingencies as a these litigations in the financial statements.
key audit matter.

Information Other than the financial statements and the Auditor’s Report Thereon
Management is responsible for the other information. The other information comprises the information included in the annual
report of the Company for the year ended December 31, 2020, but does not include the financial statements, our auditor’s report
thereon, and review report issued on statement of compliance with Code of Corporate Governance.
Our opinion on the financial statements does not cover the other information and we do not express any form of assurance
conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so when
available, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained
in the audit or otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a
material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.
Responsibilities of Management and Board of Directors for the financial statements
Management is responsible for the preparation and fair presentation of the financial statements in accordance with the accounting
and reporting standards as applicable in Pakistan and the requirements of the Companies Act, 2017 (XIX of 2017) and for such
internal control as management determines is necessary to enable the preparation of financial statements that are free from
material misstatement, whether due to fraud or error.
In preparing the financial statements, management is responsible for assessing the Company’s ability to continue as a going
concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless
management either intends to liquidate the Company or to cease operations, or has no realistic alternative but to do so.
Board of Directors are responsible for overseeing the Company’s financial reporting process.
Auditor’s Responsibilities for the Audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material
misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a
high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs as applicable in Pakistan will
always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if,
individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis
of these financial statements.
As part of an audit in accordance with ISAs as applicable in Pakistan, we exercise professional judgment and maintain professional
skepticism throughout the audit. We also:
• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and
perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a
basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting
from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in
the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company’s internal control.
• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related
disclosures made by management.
• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit
evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the
Company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw
attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to
modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However,
future events or conditions may cause the Company to cease to continue as a going concern.
• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether
the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
We communicate with the board of directors regarding, among other matters, the planned scope and timing of the audit and
significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
We also provide the board of directors with a statement that we have complied with relevant ethical requirements regarding
independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our
independence, and where applicable, related safeguards.
From the matters communicated with the board of directors, we determine those matters that were of most significance in the
audit of the financial statements of the current period and are therefore the key audit matters. We describe these matters in our
auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we
determine that a matter should not be communicated in our report because the adverse consequences of doing so would
reasonably be expected to outweigh the public interest benefits of such communication.
Report on Other Legal and Regulatory Requirements
Based on our audit, we further report that in our opinion:
a) proper books of account have been kept by the Company as required by the Companies Act, 2017 (XIX of 2017);
b) statement of financial position, the statement of profit or loss and other comprehensive income, the statement of changes in
equity and the statement of cash flows together with the notes thereon have been drawn up in conformity with the
Companies Act, 2017 (XIX of 2017) and are in agreement with the books of account and returns;
c) investments made, expenditure incurred and guarantees extended during the year were for the purpose of the Company’s
business; and
d) zakat deductible at source under the Zakat and Usher Ordinance, 1980 (XVIII of 1980), was deducted by the Company and
deposited in the Central Zakat Fund established under section 7 of that Ordinance.
The engagement partner on the audit resulting in this independent auditor’s report is Nadeem Yousuf Adil.
Place: Karachi
Date: March 25, 2021

STATEMENT OF FINANCIAL POSITION
Note 2020 2019
ASSETS
Rupees in ‘000
Non-current assets
Property, plant and equipment 3 9,936,002 9,480,061
Intangibles 4 991,742 1,041,742
Long-term loans to employees 5 72,838 103,224
Long-term deposits 22,010 22,010
11,022,592 10,647,037
Current assets
Stores and spares 6 194,317 206,202
Stock-in-trade 7 5,743,505 6,070,253
Trade receivables 8 1,204,143 1,126,700
Loans and advances 9 378,482 347,465
Trade deposits and prepayments 10 307,293 313,979
Interest accrued 3,097 1,573
Taxation - payments less provision 41,798 679,876
Refunds due from Government 11 38,710 40,623
Other receivables 12 1,004,000 1,105,578
Investments - at amortised cost 13 447,526 342,863
Cash and bank balances 14 5,604,548 2,347,033
14,967,419 12,582,145
Assets of disposal groups classified as held for sale / disposal 15 81,985 -
Total assets 26,071,996 23,229,182
EQUITY AND LIABILITIES
Equity
Share capital 16 3,184,672 3,184,672
Reserves 17 14,293,592 12,952,724
17,478,264 16,137,396
Liabilities
Non-current liabilities
Staff retirement benefits 18 508,622 228,437
Deferred taxation 19 674,967 645,955
Long-term portion of lease liabilities 7,778 42,564
1,191,367 916,956
Current liabilities
Trade and other payables 20 7,215,123 5,987,372
Accrued mark-up - 2,353
Provisions 21 38,964 78,762
Current portion of lease liabilities 31,559 8,867
Unclaimed dividend 116,719 97,476
7,402,365 6,174,830
Total liabilities 8,593,732 7,091,786
Total equity and liabilities 26,071,996 23,229,182
Contingencies and commitments 22
The annexed notes 1 to 47 form an integral part of these financial statements.
Chief Executive Officer Chief Financial Officer Director

STATEMENT OF PROFIT OR LOSS AND
OTHER COMPREHENSIVE INCOME
For the year ended December 31, 2020
Note 2020 2019
Rupees in ‘000
Revenue from contracts with customers 23 35,090,112 36,581,749

Cost of sales 24 (27,555,732) (28,870,246)
Gross profit 7,534,380 7,711,503

Selling, marketing and distribution expenses 25 (2,766,755) (3,320,549)
Administrative expenses 26 (1,331,548) (1,098,946)
Other operating expenses 27 (426,320) (393,563)
Other income 28 1,977,036 1,991,462
Operating profit 4,986,793 4,889,907

Financial charges 29 (84,111) (289,611)
Profit before taxation 4,902,682 4,600,296

Taxation 30 (1,527,442) (1,559,173)
Profit after taxation 3,375,240 3,041,123
Other comprehensive loss
Items that will not be reclassified to statement of profit or loss
Remeasurement of staff retirement benefits (173,922) (131,078)
Impact of taxation 50,354 37,172
(123,568) (93,906)
Total comprehensive income 3,251,672 2,947,217
Earnings per share 31 Rs. 10.6 Rs. 9.55

STATEMENT OF CHANGES IN EQUITY
Capital reserve Revenue reserves
Reserve
Share arising on General Unappropriated Total
capital Schemes of reserve profit
Arrangements
Rupees in ‘000
Balance as at January 1, 2019 3,184,672 1,126,923 3,999,970 7,107,885 15,419,450
Final dividend for the year ended

December 31, 2018 @ Rs. 7 per share - - - (2,229,271) (2,229,271)
Profit after taxation for the year

ended December 31, 2019 - - - 3,041,123 3,041,123
Remeasurement of staff retirement benefits

- net of tax - - - (93,906) (93,906)
Total comprehensive income for the year

ended December 31, 2019 - - - 2,947,217 2,947,217
Balance as at December 31, 2019 3,184,672 1,126,923 3,999,970 7,825,831 16,137,396
Final dividend for the year ended

December 31, 2019 @ Rs. 6 per share - - - (1,910,804) (1,910,804)
Profit after taxation for the year

ended December 31, 2020 - - - 3,375,240 3,375,240
Remeasurement of staff retirement benefits

- net of tax - - - (123,568) (123,568)
Total comprehensive income for the year

ended December 31, 2020 - - - 3,251,672 3,251,672
Balance as at December 31, 2020 3,184,672 1,126,923 3,999,970 9,166,699 17,478,264

STATEMENT OF CASH FLOWS
Note 2020 2019

Rupees in ‘000
CASH FLOWS FROM OPERATING ACTIVITIES
Cash generated from operations 32 7,188,125 5,252,413

Mark-up paid (8,857) (91,526)
Staff retirement benefits paid (104,801) (447,959)
Income taxes paid (809,998) (2,120,837)
Decrease / (increase) in long-term loans to employees and long-term deposits 30,386 (26,189)
Net cash generated from operating activities 6,294,855 2,565,902
CASH FLOWS FROM INVESTING ACTIVITIES
Fixed capital expenditure (1,316,019) (1,343,386)

Proceeds from sale of operating assets 52,992 125,380
Return received 234,005 136,952
Net cash used in investing activities (1,029,022) (1,081,054)
CASH FLOWS FROM FINANCING ACTIVITIES
Dividend paid 41 (1,891,561) (2,219,716)

Lease rentals paid (12,094) (8,087)
Net cash used in financing activities (1,903,655) (2,227,803)
Net increase / (decrease) in cash and cash equivalents 3,362,178 (742,955)
Cash and cash equivalents at beginning of the year 2,689,896 3,432,851
Cash and cash equivalents at end of the year 33 6,052,074 2,689,896

Notes to the Financial Statements
1. THE COMPANY AND ITS OPERATIONS
GlaxoSmithKline Pakistan Limited (the Company) is incorporated in Pakistan as a limited liability company and is listed on
the Pakistan Stock Exchange. Registered office of the Company is situated at 35 - Dockyard Road, West Wharf, Karachi,
Sindh. It is engaged in manufacturing and marketing of research based ethical specialties and pharmaceutical products.
The Company is a subsidiary of S.R. One International B.V., incorporated in Netherlands, whereas its ultimate parent
company is GlaxoSmithKline plc, UK (GSK plc).
1.1 Due to the pending transfer of marketing authorisations and certain permissions for certain Over the Counter (OTC)
products of GlaxoSmithKline Consumer Healthcare Pakistan Limited (GSK CH) with Drug Regulatory Authority of Pakistan
(DRAP), the Company, for and on behalf of GSK CH was engaged in the procurement, manufacturing and managing the
related inventory and receivable balances pertaining to such products against a service fee charged by the Company.
During the year, the marketing authorisation and permissions for certain OTC products have been transferred to GSK CH
and therefore, GSK CH is now involved in procurement, manufacturing and managing of such inventory items since
approval date.
1.2 Impact of COVID - 19 on the financial statements
The coronavirus outbreak situation, during the year, was evolving in the country. Up to the date of these financial statements,
the outbreak has not had a material adverse impact on the financial results of the Company. Presently, pharmaceutical
businesses have been allowed to continue their operations by both provincial and federal governments in order to ensure
availability of our products in the market.
2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
The principal accounting policies applied in the preparation of these financial statements are set out below.
2.1 Basis of preparation
2.1.1 Statement of compliance
These financial statements have been prepared in accordance with the accounting and reporting standards as applicable in
Pakistan. The accounting and reporting standards applicable in Pakistan comprise of:
- International Financial Reporting Standards (IFRSs) issued by the International Accounting Standards Board (IASB) as
notified under the Companies Act, 2017 (the Act); and
- Provisions of and directives issued under the Act.
Where the provisions of and directives issued under the Act differ with the requirements of IFRSs, the provisions of and
directives issued under the Act have been followed.
2.1.2 Functional and presentation currency
Items included in the financial statements are measured using the currency of the primary economic environment in which
the Company operates. These financial statements are presented in Pakistani Rupees which is the Company's functional
and presentation currency. All financial information presented in Pakistani Rupees has been rounded off to the nearest
thousand unless otherwise indicated.

2.1.3 Critical accounting estimates and judgements
The preparation of financial statements in conformity with the accounting and reporting standards as applicable in Pakistan
requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the
process of applying the Company's accounting policies. The matters involving a higher degree of judgement or complexity,
or areas where assumptions and estimates are significant which have been disclosed in the relevant notes to the financial
statements are:
i) Provision for retirement benefits (note 2.4 and 18)

ii) Depreciation and impairment of non-current assets (note 2.10 and 2.11)
iii) Provision for obsolete and slow moving stock (note 2.14 and 7)
iv) Allowance for impairment of trade receivables (note 2.15 and 8)
v) Taxation (note 2.6 and 30)
The estimates and associated assumptions are based on historical experience and various other factors that are believed to
be reasonable under the circumstances, the result of which form the basis of making the judgements about the carrying
values of assets and liabilities that are not readily apparent from other sources. Actual results may differ from these
estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revision to accounting estimates
are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of revision
and future periods if the revision affects both current and future periods.
2.2 Application of new standards, amendments and interpretations to the published approved accounting and
reporting standards
2.2.1 New accounting standards, amendments and IFRS interpretations that are effective for the year ended
December 31, 2020
The following standards, amendments and interpretations are effective for the year ended December 31, 2020. These
standards, amendments and interpretations are either not relevant to the Company's operations or are not expected to have
significant impact on the Company's financial statements other than certain additional disclosures.
Effective from accounting period

beginning on or after
- IFRS 14 – Regulatory Deferral Accounts July 01, 2019
- Amendments to the conceptual framework for financial reporting, January 01, 2020
including amendments to references to the conceptual framework in IFRS
- Amendments to IFRS 3 'Business Combinations' - Definition of a business January 01, 2020
- Amendments to IAS 1 'Presentation of Financial Statements' and IAS 8 January 01, 2020
'Accounting Policies, Changes in Accounting Estimates and Errors' -
Definition of material
- Amendments to IFRS 9 'Financial Instruments', IAS 39 'Financial Instruments: January 01, 2020
Recognition and Measurement' and IFRS 7 'Financial Instruments: Disclosures' -
Interest rate benchmark reform
2.2.2 New accounting standards and IFRS interpretations that are not yet effective
The following standards, amendments and interpretations are only effective for accounting periods, beginning on or after
the date mentioned against each of them. These standards, interpretations and the amendments are either not relevant to
the Company's operations or are not expected to have significant impact on the Company's financial statements other than
certain additional disclosures.

Effective from accounting period
beginning on or after
- Amendment to IFRS 16 'Leases' - Covid-19 related rent concessions June 01, 2020
- Interest Rate Benchmark Reform – Phase 2 January 01, 2021

(Amendments to IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 16)
- Amendments to IFRS 3 'Business Combinations' - Reference to January 01, 2022

the conceptual framework
- Amendments to IAS 16 'Property, Plant and Equipment' - January 01, 2022

Proceeds before intended use
- Amendments to IAS 37 'Provisions, Contingent Liabilities and January 01, 2022

Contingent Assets' - Onerous Contracts — cost of fulfilling a contract
- Amendments to IAS 1 'Presentation of Financial Statements' - Classification January 01, 2023

of liabilities as current or non-current
2.2.3 Other than the aforesaid standards, interpretations and amendments, the International Accounting Standards
Board (IASB) has also issued the following standards which have not been adopted locally by the Securities
and Exchange Commission of Pakistan:
- IFRS 1 – 'First Time Adoption of International Financial Reporting Standards'
- IFRS 17 – 'Insurance Contracts'
2.3 Basis of measurement
These financial statements have been prepared under the historical cost convention except as otherwise disclosed in the
accounting policies below.
2.4 Staff retirement benefits
2.4.1 The Company operates an approved funded gratuity plan (the Plan) for its permanent employees.
Gratuity is based on employees' last drawn salary. Provisions are made to cover the obligations under the scheme on the
basis of actuarial recommendations. The actuarial valuations are carried out using the Projected Unit Credit Method.
Actuarial gain or loss (remeasurements) are immediately recognised in ‘Other Comprehensive Income’ as they occur. The
amount recognised in the statement of financial position represents the present value of defined benefit obligation as
reduced by the fair value of the plan assets. Current service costs and any past service costs together with net interest cost
are charged to profit or loss.
Retirement benefits are payable to employees on completion of prescribed qualifying period of service under the Plan.
2.4.2 The Company also operates approved contributory provident funds for all its permanent employees. Equal monthly
contributions are made both by the Company and the employee at the rate of 10% per annum of the basic salary.
2.5 Compensated absences
The Company provides for compensated absences of its non-management employees on unavailed balance of leave in the
period in which the leave is earned.

2.6 Taxation
2.6.1 Current
The charge for current taxation is based on taxable income at the current rates of taxation after taking into account tax
credits and rebates available, if any, and taxes paid under the final tax regime.
2.6.2 Deferred
Deferred tax is recognised using balance sheet liability method for all major temporary differences arising between tax
bases of assets and liabilities and their carrying amounts in the financial statements.
Deferred tax liabilities are generally recognised for all taxable temporary differences and deferred tax assets are recognised
to the extent that it is probable that taxable profits and taxable temporary differences will be available against which
deductible temporary differences can be utilised. The carrying amount of deferred tax assets is reviewed at each reporting
date and reduced to the extent that it is no longer probable that sufficient taxable profits and taxable temporary differences
will be available to allow all or part of the assets to be recovered.
Deferred tax is calculated at the tax rates that are expected to apply to the period when the liability is settled or the asset
realized. Deferred tax is charged or credited in the profit and loss account, except when it relates to items charged or
credited directly to equity, in which case the deferred tax is also dealt with in equity. The effect of deferred taxation of the
portion of the income subject to final tax regime is also considered in accordance with the requirement of Technical
Release - 27 of The Institute of Chartered Accountants of Pakistan.
2.7 Trade and other payables
These are stated initially at fair value and subsequently measured at amortised cost using the effective interest rate method.
Exchange gains and losses arising in respect of liabilities in foreign currency are added to the carrying amount of the
respective liability.
2.8 Provisions
Provisions are recognised when the Company has a present legal or constructive obligation as a result of past events, it is
probable that an outflow of resources will be required to settle the obligation and a reliable estimate of the amount can be
made. Provisions are reviewed at each reporting date and adjusted to reflect current best estimate.
The amount recognised as provision is the best estimate of consideration required to settle the present obligation at the end
of reporting period, taking into account the risk and uncertainties surrounding the obligation.
2.9 Share Capital
Ordinary shares are classified as equity and are recorded at their face value.
2.10 Property, plant and equipment
(i) Operating assets
Operating assets are stated at cost less accumulated depreciation / amortisation and accumulated impairment, if any.
Depreciation is charged using the straight line method whereby the carrying value of an asset less estimated residual value,
if not insignificant, is written off over its estimated remaining useful life. Depreciation / amortisation on assets is charged
from the month of addition to the month of disposal. Cost of leasehold land is amortised over the period of the lease.

Major spare parts and stand-by equipment qualify for recognition as fixed assets when the entity expects to use these for
more than one year. Transfers are made to relevant operating assets category as and when such items are available for use.
Subsequent costs are included in the asset's carrying amount or recognised as a separate asset, as appropriate, only when
it is probable that future economic benefits associated with the item will flow to the Company and the cost of the item can
be measured reliably. All other repairs and maintenance are charged to income during the year in which they are incurred.
Gains and losses on disposal of fixed assets are included in statement of profit or loss during the year in which the asset is
disposed off.
Depreciation methods, useful lives and residual values of each item of property, plant and equipment that is significant in
relation to the total cost of the assets are reviewed and adjusted, if appropriate annually.
(ii) Capital work-in-progress
Capital work-in-progress is stated at cost less impairment in value, if any. It consists of expenditure incurred and
advances made in respect of tangible fixed assets in the course of their construction and installation. Transfers are
made to the relevant category of assets when assets are available for intended use.
2.11 Impairment of non-financial assets
Carrying values of assets are reviewed for impairment when events or changes in circumstances indicate that the carrying
value may not be recoverable. If any such indication exists, assets or cash-generating units are tested for impairment.
Cash-generating units to which goodwill is allocated are tested for impairment annually. Where the carrying values of assets
or cash-generating units exceed the estimated recoverable amount, these are written down to their recoverable amount
and the resulting impairment is charged to statement of profit or loss and other comprehensive income.
Impairment is reversed only if there has been a change in estimates used to determine recoverable amounts and only to the
extent that the revised carrying value does not exceed the carrying value that would have existed, had no impairment been
recognised, except impairment of goodwill which is not reversed.
2.12 Intangibles
2.12.1 Goodwill
In a business combination, goodwill is recognised at the acquisition date and measured at the fair value of consideration
paid less the fair value of net assets acquired. After initial recognition, it is carried at cost less accumulated impairment, if any.
Goodwill is assessed annually for impairment.
2.12.2 Market authorisation rights
Market authorisation rights (the rights) are recognised if it is probable that future economic benefits attributable to the rights
will flow to the Company and cost of such rights can be measured reliably. The rights acquired by the Company are initially
recognised at cost and are carried at cost less accumulated amortisation and impairment, if any.
2.13 Stores and spares
These are valued at lower of cost, determined using weighted average method, and net realisable value, less provision for
obsolete items (if any). Items in transit are valued at cost comprising invoice value plus other charges incurred thereon upto
the reporting date. Provision is made for items which are obsolete and slow moving and is determined based on
management estimate regarding their future usability.
2.14 Stock-in-trade
These are valued at the lower of cost and net realisable value. Cost is determined using first-in first-out method.

Cost of raw and packing materials comprise of purchase price including directly related expenses less trade discounts.
Cost of work-in-process and finished goods include cost of raw and packing materials, direct labour and related production
overheads.
Net realisable value signifies the estimated selling price in the ordinary course of business less costs necessary to be
incurred to make the sale.
Stock in transit is carried at accumulated cost incurred upto reporting date.
2.15 Assets held for sale / disposal
Assets are classified as held for sale / disposal if their carrying amount is to be recovered principally through a sale
transaction rather than through continuing use. These assets are available for sale in their present condition subject only to
terms that are usual and customary for sale of such assets and their sale is highly probable.
The Company measures its assets classified as held for sale / disposal at the lower of carrying amount and fair value less
costs to sell. Costs to sell signify the incremental costs directly attributable to the disposal of an asset, excluding finance
costs and income tax expense.
2.16 Cash and cash equivalents
Cash and cash equivalents are carried in the statement of financial position at cost / amortised cost. For the purpose of the
cash flow statement, cash and cash equivalents comprise of cash and cheques in hand, balances with banks on current,
savings and deposit accounts, short-term investments and short-term borrowings under running finance, having maturity of
upto three months.
2.17 Foreign currency transactions and translation
Foreign currency transactions are recorded into Pakistani Rupee using the exchange rates prevailing at the dates of the
transactions. Monetary assets and liabilities in foreign currency are translated into Pakistani Rupee at the rates of exchange
prevailing at the statement of financial position date. Exchange gains and losses are included in income currently.
2.18 Revenue recognition
Revenue is recognised at amounts that reflect the consideration that the Company expects to be entitled to in exchange
for transferring goods or services to a customer. Revenue is measured at the fair value of the consideration received or
receivable, and is recognised on the following basis:
- Revenue from sale of goods, scrap sales or service fee is recognised when or as control of goods or services have
been transferred to a customer either over time or at a point in time, when the performance obligations are met.
- Returns on saving accounts, deposit accounts and investments at amortised cost are recognised using effective
interest rate method
- Insurance commission is recognised when performance obligations is met.
- Promotional allowance is recognised when the right to receive the allowance is established.
2.19 Financial assets and liabilities
a) Initial Recognition
All financial assets and financial liabilities are initially measured at their fair value plus or minus, in the case of a financial
asset or financial liability not at fair value through profit or loss, transaction costs that are directly attributable to the
acquisition or issue of the financial asset and financial liability.

These are subsequently measured at fair value or amortised cost as the case may be. The Company recognises financial
assets and financial liabilities on the date it becomes party to the contractual provisions of the instruments.
Financial liabilities are not recognised unless one of the parties has performed its part of the contract or the contract is a
derivative contract.
b) Classification
(i) Financial assets

The Company classifies its financial instruments in the following categories:
- at fair value through profit and loss (“FVTPL”),
- at fair value through other comprehensive income (“FVTOCI”), or
- at amortised cost ("AC").
The Company determines the classification of financial assets at initial recognition. The classification of
instruments (other than equity instruments) is driven by the Company’s business model for managing the
financial assets and their contractual cash flow characteristics.
Financial assets that meet the following conditions are subsequently measured at amortised cost:
- the financial asset is held within a business model whose objective is to hold financial assets in order to
collect contractual cash flows; and
- the contractual terms of the financial asset give rise on specified dates to cash flows that are solely
payments of principal and interest on the principal amount outstanding.
Financial assets that meet the following conditions are subsequently measured at FVTOCI:
- the financial asset is held within a business model whose objective is achieved by both collecting
contractual cash flows and selling the financial assets; and
- the contractual terms of the financial asset give rise on specified dates to cash flows that are solely
payments of principal and interest on the principal amount outstanding.
By default, all other financial assets are subsequently measured at FVTPL.
(ii) Financial liabilities
The Company classifies its financial liabilities in the following categories:
- at fair value through profit and loss (“FVTPL”), or
- at amortised cost ("AC").
Financial liabilities are measured at amortised cost, unless they are required to be measured at FVTPL (such as
instruments held for trading or derivatives) or the Company has opted to measure them at FVTPL.

C) Subsequent measurement
Financial assets at FVTOCI
Elected investments in equity instruments at FVTOCI are initially recognised at fair value plus transaction costs.
Subsequently they are measured at fair value, with gains or losses arising from changes in fair value recognised in
other comprehensive income / (loss).
Financial assets and liabilities at amortised cost
Financial assets and liabilities at amortised cost are initially recognised at fair value plus transaction costs, and
subsequently carried at amortised cost using the effective interest method, and in the case of financial assets, less any
impairment.
Gains or losses are recognised in the statement of profit or loss when financial instrument are derecognised or
impaired or through the amortisation process.
Financial assets and liabilities at FVTPL
Financial assets and liabilities carried at FVTPL are initially recorded at fair value and transaction costs are expensed
in the statement of profit or loss and other comprehensive income. Realized and unrealized gains and losses arising
from changes in the fair value of the financial assets and liabilities held at FVTPL are included in the statement of
profit or loss and other comprehensive income in the period in which they arise.
Where management has opted to recognize a financial liability at FVTPL, any changes associated with the Company’s
own credit risk will be recognised in other comprehensive (loss) income. Currently, there are no financial liabilities
designated at FVTPL.
d) Impairment of financial assets at amortised cost
For financial assets measured at amortised cost, recognition of impairment based on expected credit loss (ECL)
model. The Company measures loss allowance of an amount equal to lifetime ECL or 12 months ECL based on
credit risk.
When determining whether the credit risk of a financial asset has increased significantly since initial recognition and
when estimating ECLs, the Company considers reasonable and supportable information that is relevant and available
without undue cost or effort. This includes both quantitative and qualitative information and analysis, based on the
Company’s historical experience and informed credit assessment and including forward-looking information.
The Company recognises lifetime ECL for trade receivables. The ECL on these financial assets are estimated using a
provision matrix based on the Company’s historical credit loss experience, adjusted for factors that are specific to the
debtors, general economic conditions and an assessment of both the current as well as the forecast direction of
conditions at the reporting date, including time value of money where appropriate.
For other financial assets, majority of the assets of the Company exposed to credit risk pertain to counter parties
which have high credit rating or where credit risk has not been increased since initial recognition. Therefore,
management believes that the impact of ECL would be very minimal and hence, the same has not been accounted
for in these financial statements.
The gross carrying amount of a financial asset is written off when the Company has no reasonable expectations of
recovering of a financial asset in its entirety or a portion thereof. The Company individually makes an assessment with
respect to the timing and amount of write-off based on whether there is a reasonable expectation of recovery. The
Company expects no significant recovery from the amount written off. However, financial assets that are written off
could still be subject to enforcement activities in order to comply with the Company’s procedures for recovery of
amounts due.

e) Derecognition
(i) Financial assets

The Company derecognizes financial assets only when the contractual rights to cash flows from the financial
assets expire, or when it transfers the financial assets and substantially all the associated risks and rewards of
ownership to another entity. On derecognition of a financial asset measured at amortised cost, the difference
between the asset’s carrying value and the sum of the consideration received and receivable is recognised in
the statement of profit or loss. In addition, on derecognition of an investment in a debt instrument classified as
at FVTOCI, the cumulative gain or loss previously accumulated in the investments revaluation reserve is
reclassified to profit or loss. In contrast, on derecognition of an investment in equity instrument which the
Company has elected on initial recognition to measure at FVTOCI, the cumulative gain or loss previously
accumulated in the investments revaluation reserve is not reclassified to profit or loss, but is transferred to
statement of changes in equity.
(ii) Financial liabilities
The Company derecognizes financial liabilities only when its obligations under the financial liabilities are
discharged, cancelled or expired. The difference between the carrying amount of the financial liability
derecognised and the consideration paid and payable, including any non-cash assets transferred or liabilities
assumed, is recognised in the statement of profit or loss and other comprehensive income.
2.20 Off-setting of financial assets and liabilities
Financial assets and liabilities are off-set and the net amount is reported in the statement of financial position if the
Company has a legal right to set off the transaction and also intends either to settle on a net basis or to realise the asset
and settle the liability simultaneously.
2.21 Dividend and appropriation to / from reserves
Dividend distribution to the Company's shareholders and appropriations to / from reserves is recognised in the period in
which these are approved.
2.22 Share based payments
Cash settled share based payments of GlaxoSmithKline Plc, UK shares provided to employees are recorded as liability in
the financial statements at fair value over the period the services are received.
2.23 Segment reporting
Operating segments are reported in a manner consistent with the internal reporting provided to the chief operating
decision-maker (CODM) who is responsible for allocating resources and assessing performance of the operating
segments. The management has determined that the Company has a single reportable segment as the CODM views the
Company's operations as one reportable segment
2.24 Earnings per share
The Company presents basic earnings per share (EPS) data for its ordinary shares. Basic EPS is calculated by dividing the
profit or loss attributable to ordinary shareholders of the Company by the weighted average number of ordinary shares
outstanding during the year.
2.25 Leases
At inception of a contract, the Company assesses whether a contract is, or contains, a lease based on whether the contract
conveys the right to control the use of an identified asset for a period of time in exchange for consideration.

Leases are recognised as a right-of-use asset and a corresponding liability at the date at which the leased asset is available
for use by the Company.
The right-of-use asset is initially measured at cost, and subsequently at cost less any accumulated depreciation and
impairment losses if any, and adjusted for certain re-measurements of the lease liability. The right-of-use asset is
depreciated using the straight line method over the shorter of the lease term and the asset’s useful life. The estimated
useful lives of assets are determined on the same basis as that for owned assets. In addition, the right-of-use asset is
periodically reduced by impairment losses, if any.
The lease liability is initially measured at the present value of the lease payments that are not paid at the commencement
date, discounted using the interest rate implicit in the lease or, if that rate cannot be readily determined, the Company’s
incremental borrowing rate.
The lease liability is subsequently increased by the interest cost on the lease liability and decreased by lease payments
made. It is re-measured when there is a change in future lease payments arising from a change in an index or rate, a
change in assessment of whether extension option is reasonably certain to be exercised or a termination option is
reasonably certain not to be exercised.
Each lease payment is allocated between the liability and finance cost. The finance cost is charged to statement of profit or
loss over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability for
each period.
The Company has elected to apply the practical expedient not to recognise right-of-use asset and lease liabilities for short
term leases that have a lease term of 12 months or less and leases of low-value assets. The lease payments associated
with these leases is recognised as an expense on a straight-line basis over the lease term.
Note 2020 2019

Rupees in ‘000
3. PROPERTY, PLANT AND EQUIPMENT
Operating assets 3.1 8,706,886 8,673,011

Major spare parts and stand-by equipments 3.3 161,100 155,728
Capital work-in-progress 3.4 1,028,825 599,311
Right-of-use assets 3.5 39,191 52,011
9,936,002 9,480,061

3.1 Operating assets
Leasehold Building on Plant & Furniture & Vehicles Office Total
land leasehold machinery fixtures equipment
land
Rupees in ‘000
Net carrying value basis
Year ended December 31, 2020
Opening net book value (NBV) 270,444 2,233,277 5,152,835 135,314 445,883 435,258 8,673,011
Additions (at cost) - 160,982 306,181 17,942 214,981 180,914 881,000
Disposals
- Cost - (27) (65,508) (6,950) (91,358) (11,507) (175,350)
- Accumulated depreciation - 15 52,934 6,464 59,536 10,017 128,966
- Accumulated impairment - 12 9,161 486 - 944 10,603
Disposals (at NBV) - - (3,413) - (31,822) (546) (35,781)
Transferred to disposal
group classified as
held for sale / disposal - note 15.1
- Cost - (162,883) - (12,225) (2,636) (41,916) (219,660)

- Accumulated depreciation - 85,770 - 12,175 2,636 37,094 137,675
- (77,113) - (50) - (4,822) (81,985)
Depreciation charge
- On assets classified as held for sale - (3,979) - (76) - (433) (4,488)
- On other assets (4,970) (79,910) (356,028) (23,978) (129,156) (100,017) (694,059)
(4,970) (83,889) (356,028) (24,054) (129,156) (100,450) (698,547)
Impairment charge - (13,497) (15,714) (391) - (1,210) (30,812)
Closing net book value 265,474 2,219,760 5,083,861 128,761 499,886 509,144 8,706,886
Gross carrying value basis

At December 31, 2020
Cost 331,167 2,903,506 9,129,294 332,582 929,789 1,243,744 14,870,082
Accumulated depreciation (65,693) (655,658) (3,781,518) (202,893) (429,903) (732,185) (5,867,850)
Accumulated impairment - (24,109) (263,915) (852) - (1,982) (290,858)
Net book value 265,474 2,223,739 5,083,861 128,837 499,886 509,577 8,711,374
Depreciation rate % per annum 1 to 2.5 2.5 5 to 6.67 10 25 10 to 33.33
Net carrying value basis

Year ended December 31, 2019
Opening net book value (NBV) 275,513 2,119,441 4,960,477 150,948 408,080 393,942 8,308,401
Additions (at cost) - 194,296 623,851 17,057 227,144 145,036 1,207,384
Disposals
- Cost - (2,733) (21,645) (40,471) (158,043) (52,906) (275,798)
- Accumulated depreciation - 624 10,445 33,143 97,381 43,924 185,517
- Accumulated impairment - - 9,001 - - - 9,001
Disposals (at NBV) - (2,109) (2,199) (7,328) (60,662) (8,982) (81,280)
Transferred to disposal
group classified as
held for sale / disposal - - - - - - -
Depreciation charge (5,069) (78,351) (429,294) (25,363) (128,679) (94,738) (761,494)

Impairment charge - - - - - - -
Closing net book value 270,444 2,233,277 5,152,835 135,314 445,883 435,258 8,673,011
Gross carrying value basis

At December 31, 2019
Cost 331,167 2,905,434 8,888,621 333,815 808,802 1,116,253 14,384,092
Accumulated depreciation (60,723) (661,533) (3,478,424) (197,554) (362,919) (679,279) (5,440,432)
Accumulated impairment - (10,624) (257,362) (947) - (1,716) (270,649)
Net book value 270,444 2,233,277 5,152,835 135,314 445,883 435,258 8,673,011
Depreciation rate % per annum 1 to 2.5 2.5 5 to 6.67 10 25 10 to 33.33

3.1 Details of assets sold, having net book value in excess of Rs. 500,000:
Description Cost Accumulated Book Sale Gain / Mode of Particulars of purchaser

depreciation and value proceeds (Loss) disposal
impairment
Rupees in ‘000
Plant & 1,040 299 741 64 (677) Tender M/s Ganatra Salvaging - B - 37, S.I.T.E,
machinery Karachi
" 4,602 3,970 632 282 (350) Tender "
" 634 19 615 50 (565) Tender "
Motor vehicles 2,519 1,889 630 1,906 1,276 Tender Mr. Maaz Saleem - A32 / 1 First Floor,
Scheme 33, Madras Society Gulzar e Hijri,
Karachi
" 2,577 1,933 644 628 (16) Company Policy Mr. Irfan Qureshi - Executive
" 2,573 1,930 643 643 - Company Policy Mr. Abdul Rauf - Ex - Executive
" 1,894 917 977 1,020 43 Company Policy Mr. Abdul Wahab Qureshi - Ex - Executive
" 2,647 1,448 1,199 2,440 1,241 Tender M/s Suzuki South - 25/1, Sector 23,
Korangi Industrial Area, Karachi
" 1,788 1,201 587 894 307 Company Policy Mr. Aslam Qureshi - Ex - Executive
" 1,789 1,202 587 984 397 Company Policy Mr. Faheem Uddin Bhutto - Executive
" 2,647 1,489 1,158 1,200 42 Company Policy Mr. Imran Amin - Ex - Executive
" 2,093 850 1,243 1,662 419 Company Policy Mr. Zeeshan Raza Mukhraj - Ex - Executive
" 1,733 939 794 1,040 246 Company Policy Mr. Khawaja Muhammad Zahid Asghar - Ex
- Executive
" 2,154 808 1,346 1,939 593 Company Policy Mr. M Mairaj Uddin - Ex - Executive
" 6,500 4,875 1,625 1,625 - Company Policy Dr. Tariq Farooq - Director
" 2,897 1,177 1,720 2,028 308 Company Policy Mr. Rafay Ahmed - Ex - Executive
" 2,154 572 1,582 2,138 556 Company Policy Mr. M Imran Gul - Executive
" 2,647 1,365 1,282 2,875 1,593 Tender M/s Augmentech Business Solution -
167/3, Sawera Residency Ground Floor,
" Khalid bin Waleed Rd PECHS Block 3,
Karachi
" 1,789 811 978 1,947 969 Tender Mr. Syed Riaz Ahmed - House No. A-216,
Block-3, Gulshan e Iqbal, Karachi
" 4,450 2,086 2,364 3,600 1,236 Company Policy Dr. Farheen Ali - Ex - Executive
" 2,154 505 1,649 1,831 182 Company Policy Mr. Adam Anwar - Ex - Executive
" 5,306 3,979 1,327 1,680 353 Company Policy Mr. M Salman Haider - Ex - Executive
" 2,577 1,933 644 2,000 1,356 Company Policy Mr. M Salman Haider - Ex - Executive
12,575 9,431 3,144 3,200 56 Company Policy Mr. Aziz Ul Huq - Ex - Chief Executive
" Officer
" 4,956 3,717 1,239 1,189 (50) Company Policy Dr. Gohar Nayab - Director
78,695 49,345 29,350 38,865 9,515

2020 2019
3.3 Major spare parts and stand-by equipments Rupees in ‘000
Balance at beginning of the year 155,728 111,407

Additions during the year 34,558 118,388
Transfers made during the year (29,186) (74,067)
Balance at end of the year 161,100 155,728
2020 2019
Rupees in ‘000
3.4 Capital work-in-progress
Civil work 48,749 77,001

Plant and machinery 752,683 363,740
Furniture and fixtures 5,115 9,590
Office equipments 154,891 108,700
Advances to suppliers - note 3.4.2 67,387 40,280
1,028,825 599,311
3.4.1 Capital work-in-progress is net off of accumulated impairment of Rs. 12.15 million (2019: Rs. 12.15 million).
3.4.2 The advances to suppliers do not carry any interest or mark up.
2020 2019
Rupees in ‘000
3.5 Right-of-use assets - Land and buildings
Opening 52,011 66,358

Depreciation for the year (12,820) (14,347)
Closing 39,191 52,011
3.6 Particulars of immovable properties in the name of the Company are as follows:
Location Usage Total Area

(In sq. metres)
- F-268, S.I.T.E., Near Labour Square, Karachi Manufacturing 43,722
- Plot No. 5, Sector 21, Korangi Industrial Area, Karachi Manufacturing 31,720
- B-63, Estate Avenue, S.I.T.E., Karachi Sales office 4,168
- B-65, Estate Avenue, S.I.T.E., Karachi Sales office 4,127
- Plot No. 77/80, Block-B, Akhuwat Naghar, Airport Road, Sukkur Not in use 2,479
- Islam-ud-din House, Mehmood Kot, Bosan Road, Multan Sales office 1,550
- Cordeiro House, Plot No. 27 - Kot Lakhpat Industrial

Estate, Kot Lakhpat, Lahore Sales office 1,895
- Aleem House, Plot No. 409, Sector I-9, Industrial Area, Islamabad Sales office 4,645
- Nasir Pur, Near Abd Floor Mill, G. T. Road, Peshawar Not in use 6,576

2020 2019
4. INTANGIBLES Rupees in ‘000
Market authorisation rights - notes 4.1 and 4.2
Cost 126,330 126,330

Less: Provision for impairment (90,330) (40,330)
36,000 86,000
Goodwill - note 4.2 955,742 955,742

991,742 1,041,742
4.1 This includes Rs. 40.3 million paid as consideration to Novartis Pharma (Pakistan) Limited (NPPL) in respect of acquiring
market authorisation rights in relation to NPPL's vaccine business and Rs. 86 million paid as consideration paid for acquiring
market authorisation rights of Traxon from Akhai Pharmaceuticals (Private) Limited. During the year, the Company has
provided Rs. 50 million in respect of marketing authorisation of Traxon from Akhai Pharmaceuticals (Private) Limited.
4.2 The recoverable amount of intangibles is the higher of value in use and fair value less cost to sell. Value in use is calculated
as the net present value of the projected cash flows of the intangibles to which the asset belongs, discounted at
risk-adjusted discount rate.
Details relating to the discounted cash flow model used in the impairment test are as follows:
Valuation basis Value in use
Key assumptions Sales growth rates
Discount rate
Determination of assumptions Growth rates are internal forecasts based on both internal and external market
information and past performance.
Cost reflects past experience, adjusted for inflation and expected changes.
Discount rate is primarily based on weighted average cost of capital.
Terminal growth rate 2%
Period of specific projected

cash flows 5 years
Discount rate 15.5%
The valuation indicates sufficient headroom such that a 1% change in the terminal growth and discount rate has not
resulted in an impairment of the related intangibles.
2020 2019
Rupees in ‘000
5. LONG - TERM LOANS TO EMPLOYEES
Secured - considered good - note 5.1 125,169 162,829
Less: Recoverable within one year - note 9 (52,331) (59,605)
72,838 103,224

5.1 These loans have been given in accordance with the terms of employment for purchase of house, motor car, motor cycle,
computer and for the purpose of staff welfare and are repayable in 12 to 60 equal monthly installments depending upon
the type of the loan. These loans are interest free except certain loans which carry interest ranging from 5% to 8% per
annum (2019: 5% to 8% per annum). All loans are secured against the retirement fund balances.
2020 2019
6. STORES AND SPARES Rupees in ‘000
Stores and spares 221,621 223,090

Less: Provision for slow moving and obsolete stores and spares (27,304) (16,888)
194,317 206,202
2020 2019
7. STOCK-IN-TRADE Rupees in ‘000
Raw and packing materials including in transit Rs. 48.17 million

(2019: Rs. 252.96 million) 2,738,830 3,311,520
Work-in-process 243,699 480,587

Finished goods including in transit Rs. 535.91 million
(2019: Rs. 250.37 million) 3,345,686 2,887,952
6,328,215 6,680,059
Less: Provision for slow moving, obsolete and damaged items - note 7.3 (584,710) (609,806)
5,743,505 6,070,253
2020 2019
Rupees in ‘000
7.1 Details of stock-in-trade held with the third parties is as follows:
For use in third party manufacturing

- Akhai Pharmaceuticals (Private) Limited - 28,345
- Pharmatec Pakistan (Private) Limited - 248,976
Stock held with distributors and at third party warehouses

- Emirates Supply Chain Services (Private) Limited 996,103 491,525
- Connect Logistics (Private) Limited 1,634,574 1,431,966
7.2 Finished goods include items costing Rs. 0.71 billion (2019: Rs. 1.17 billion) valued at net realisable value of Rs. 0.53 billion
(2019: Rs. 0.85 billion). Raw and packing materials have been lowered by Rs. 72.3 million (2019: Rs. 85.9 million) and WIP
has been lowered by Rs. 6.6 million (2019: Rs. 13.5 million) respectively to recognise them at Net Realizable Value.
7.3 During the year, stock-in-trade of Rs. 159.73 million (2019: Rs. 161.06 million) have been written off against provision.

2020 2019
8. TRADE RECEIVABLES Rupees in ‘000
- Associated companies - note 8.1 and 8.3 48,032 8,107

- Others - note 8.2 1,363,636 1,365,585
1,411,668 1,373,692
Less: Allowance for impairment of trade receivables (207,525) (246,992)
1,204,143 1,126,700
2020 2019
Rupees in ‘000
8.1 Due from associated companies
GlaxoSmithKline Consumer Healthcare Pakistan Limited 48,032 -

GlaxoSmithKline Trading Services Limited - 8,107
48,032 8,107
8.1.1 The ageing analysis of due from associated companies is as follows:
Not yet due 48,032 8,107
8.2 The ageing analysis of trade receivables past due but not impaired is as follows:
2020 2019
Rupees in ‘000
Upto 3 months 381,538 49,108

3 to 6 months 394,896 215,664
6 to 12 months 27,266 186,291
Over 1 year 187,810 352,476
991,510 803,539
8.3 The maximum aggregate amount due from GSK CH at the end of any month during the year was Rs. 48.03 million
(2019: Rs. 141.63 million).
2020 2019
Rupees in ‘000
9. LOANS AND ADVANCES
Considered good
Current portion of long-term loans to employees - note 5 52,331 59,605
Advances:
- to employees - note 9.1 39,238 31,899
- to suppliers 246,284 214,623
- against letter of credit 40,629 41,338
378,482 347,465
Considered doubtful
Advances to suppliers 6,387 6,387
384,869 353,852
Provision for doubtful advances (6,387) (6,387)
378,482 347,465

9.1 Advances to employees are provided to meet business expenses and are settled as and when the expenses are incurred.
2020 2019
Rupees in ‘000
10. TRADE DEPOSITS AND PREPAYMENTS
Trade deposits
- considered good 194,854 176,120
- considered doubtful 65,039 56,070
259,893 232,190
Provision for doubtful deposits (65,039) (56,070)
194,854 176,120
Prepayments 112,439 137,859
307,293 313,979
2020 2019
Rupees in ‘000
11. REFUNDS DUE FROM GOVERNMENT
Custom duty and sales tax

- considered good 38,710 40,623
- considered doubtful 65,556 65,556
104,266 106,179
Provision for doubtful refundables (65,556) (65,556)
38,710 40,623
2020 2019
Rupees in ‘000
12. OTHER RECEIVABLES
Considered good
Due from related parties

- Associated companies - note 12.1, 12.2 and 12.3 974,410 1,070,515
Workers' Profits Participation Fund - note 12.4 20,590 -
Others
- Considered good 9,000 35,063
- Considered doubtful 20,775 20,775
1,024,775 1,126,353
Provision for doubtful receivables (20,775) (20,775)
1,004,000 1,105,578

2020 2019
12.1 Due from associated companies Rupees in ‘000
GlaxoSmithKline Services Unlimited, UK - 11,406

GlaxoSmithKline Trading Services Limited 706,239 826,490
GlaxoSmithKline Biologicals, S.A. 38,756 -
Stiefel Laboratories (Pte) Limited, Singapore - note 12.1.1 204,818 194,007
GlaxoSmithKline Pte Limited, Singapore - 15,840
Glaxo Operations UK Limited 13,455 -
GSK Australia Pty Limited 11,142 15,677
P.T. SmithKline Beecham Pharmaceuticals - 7,095
974,410 1,070,515
12.1.1 The Company also has Rs. 204.82 million (2019: Rs. 194.01 million) payable to the same entity that has been classified in
trade and other payables.
12.2 The maximum aggregate amount due from related parties at the end of any month during the year was Rs. 1.02 billion
(2019: Rs. 1.07 billion).
12.3 As at December 31, 2020, the age analysis of these related party receivables is as follows:
2020 2019
Rupees in ‘000
Not yet due - -

Upto 3 months 974,410 1,070,515
Over 3 months - -
974,410 1,070,515
2020 2019
Rupees in ‘000
12.4 Workers' Profits Participation Fund
Opening balance liability (5,693) (11,313)

Allocation for the year (266,450) (249,693)
Payment to the fund 292,733 255,313
Closing balance asset / (liability) 20,590 (5,693)
13. INVESTMENTS - AT AMORTISED COST
These represent two treasury bills (2019: two treasury bills) which are held with Company's banker for safe custody
yielding 7.15% to 7.18% per annum (2019: 13.34% to 13.53% per annum) with maturity by January 2021 and February
2021 respectively (2019: by February 2020).

14. CASH AND BANK BALANCES
2020 2019
Rupees in ‘000
With banks
on deposit accounts (financial asset at amortised cost) - note 14.1 5,000,000 2,200,000
on PLS savings accounts - notes 14.1 and 14.2 400,828 3,247
on current accounts
[including foreign currency account
Rs. 41.95 million (2019: Rs. 40.78 million)] 203,541 143,605
Cash and cheques in hand 179 181
5,604,548 2,347,033
14.1 At December 31, 2020 the rates of mark-up on PLS savings accounts and on term deposit accounts were 3% to 6.10%
(2019: 5.01% to 11.85%) per annum and 6.65% (2019: 13.05%) per annum respectively.
14.2 These include Rs.1.45 million (2019: Rs. 1.45 million) under lien with bank against bank guarantee issued on behalf of the
Company.
2020 2019
Rupees in ‘000
15. ASSETS HELD FOR SALE
Assets of disposal groups classified as held for sale:
ASSETS
Fixed assets 81,985 -
15.1 This represents net book value of old and inactive warehouses situated in 6 different locations across the country. The
management has initiated necessary procedure for their disposal.
16. SHARE CAPITAL
Authorised share capital

2020 2019 2020 2019
No. of shares Rupees in ‘000
5,000,000 5,000,000 Ordinary shares of Rs.10 each 5,000,000 5,000,000
Issued, subscribed and paid up capital
2020 2019 2020 2019

No. of shares Rupees in ‘000
5,386,825 5,386,825 Ordinary shares of Rs. 10 each 53,868 53,868

fully paid in cash
64,339,835 64,339,835 Ordinary shares of Rs. 10 each 643,398 643,398
fully paid for consideration other than cash
248,740,618 248,740,618 Ordinary shares of Rs. 10 each 2,487,406 2,487,406
issued as fully paid bonus shares
318,467,278 318,467,278 3,184,672 3,184,672

16.1 As at December 31, 2020 S.R. One International B.V., Netherlands and its nominees held 263,029,794 shares (2019:
263,029,794 shares).
16.2 The Company has one class of ordinary shares which carry no rights to fixed income. The holders of shares are entitled to
receive dividends as declared from time to time and are entitled to one vote per share at the meeting of the Company. All
shares rank equally with regard to the Company's residual assets.
2020 2019
Rupees in ‘000
17. RESERVES
Capital reserve - note 17.1 1,126,923 1,126,923
Revenue reserves
General reserve 3,999,970 3,999,970

Unappropriated profit 9,166,699 7,825,831
13,166,669 11,825,801
14,293,592 12,952,724
17.1 This represents reserve created on various schemes of arrangements involving the Company.
2020 2019
Rupees in ‘000
18. STAFF RETIREMENT BENEFITS
18.1 Staff retirement benefit plans
GlaxoSmithKline Pakistan Limited

Employees' Gratuity Fund - note 18.1.4 508,622 228,437
18.1.1 The Company operates approved funded gratuity schemes for its permanent employees (the Plan). Actuarial valuation of
this Plan is carried out every year and the latest actuarial valuation was carried out as of December 31, 2020.
18.1.2 Plan assets held in trust are governed by local regulations which mainly include Trust Act, 1882; the Companies Act, 2017;
Income Tax Rules, 2002 and the Rules under the trust deeds. Responsibility for governance of the Plan, including
investment decisions and contribution schedules, lies with the Board of Trustees of the Plan. The Company appoints the
trustees and all trustees are employees of the Company.
18.1.3 The latest actuarial valuation of the Plan as at December 31, 2020 was carried out using the Projected Unit Credit Method.
Details of the Plan as per the actuarial valuation are as follows:
2020 2019
18.1.4 Statement of financial position - Reconciliation Rupees in ‘000
Present value of defined benefit obligation 2,314,763 1,990,687

at December 31 - note 18.1.5
Fair value of plan assets at December 31 (1,806,141) (1,762,250)
- note 18.1.6
Deficit 508,622 228,437

2020 2019
Rupees in ‘000
18.1.5 Movement in the present value of defined benefit obligation
Balance at January 1 1,990,687 1,844,848

Benefits paid by the Plans (280,685) (282,227)
Transfer to / from GSK Consumer Healthcare
Pakistan Limited Employees'
Gratuity Fund due to transfer of employees 8,055 (745)
Current service cost 171,395 125,603
Interest cost 218,781 240,516
Remeasurement loss on obligation 206,530 62,692
Balance at December 31 2,314,763 1,990,687
2020 2019
Rupees in ‘000
18.1.6 Movement in the fair value of plan assets
Balance at January 1 1,762,250 1,474,049

Contributions made to the Plans 104,801 447,959
Benefits paid by the Plans (280,685) (282,227)
Transfer from / (to) GSK Consumer Healthcare
Pakistan Limited Employees'
Gratuity Fund due to / from transfer of employees 8,055 (745)
Interest income 179,112 191,600
Remeasurement gain / (loss) on plan assets 32,608 (68,386)
Balance at December 31 1,806,141 1,762,250
18.1.7 Expense recognised in profit or loss
Current service cost 171,395 125,603

Net interest cost 39,669 48,916
Expense recognised in profit or loss account 211,064 174,519
18.1.8 Remeasurements recognised in Other Comprehensive Income
Loss from changes in actuarial assumptions 189,853 128,065

Experience loss / (gain) 16,677 (65,373)
Remeasurement (gain) / loss of fair value of plan assets (32,608) 68,386
173,922 131,078
18.1.9 Net recognised liability
Net liability at the beginning of year 228,437 370,799

Expense recognised in profit or loss account 211,064 174,519
Contribution made to the plan during the year (104,801) (447,959)
Remeasurements recognised in
other comprehensive income 173,922 131,078
Recognised liability as at December 31 508,622 228,437

18.1.10 Plan assets comprise of the following: 2020 2019
%
- Equity and mutual funds 19.39 18.66

- Bonds 75.13 77.54
- Others 5.48 3.80
100.00 100.00
18.1.11 Actuarial Assumptions
Discount rate at December 31 9.75 12.00

Future salary increases 9.75 12.00
18.1.12 Pre-retirement and post-retirement mortality was assumed to be SLIC (2001-05) rated down one year.
18.1.13 In case of the funded plans, investment positions are managed within an asset-liability matching (ALM) framework that
has been developed to achieve long-term investments that are in line with the obligations under the retirement benefit
plan. Within this framework, the ALM objective is to match assets to the retirement benefit obligations by investing in
long-term fixed interest securities with maturities that match the benefit payments as they fall due.
The Company actively monitors how the duration and the expected yield of the investments are matching the expected
cash outflows arising from the retirement benefit plan obligations. The Company does not use derivatives to manage its
risk. Investments are well diversified, such that the failure of any single investment would not have a material impact on the
overall level of assets. A large portion of assets in 2019 consists of government bonds and listed securities. The Company
believes that government bond offers the best returns over the long term with an acceptable level of risk.
The Company's gratuity expense for the year ending December 31, 2021 is expected to be Rs. 232 million.
The actuary conducts separate valuation for calculating contribution rates and the Company contributes to the gratuity
plan according to the actuary's advice. Expense of the defined benefit plan is calculated by the actuary.
18.2 Sensitivity analysis for actuarial assumptions
The Gratuity scheme exposes the entity to the following risks:
- Mortality risks:
The risk that the actual mortality experience is different. The effect depends on the beneficiaries’ service / age
distribution and the benefit.
- Investment risks:
The risk of the investment underperforming and not being sufficient to meet the liabilities.
- Final salary risks:

The risk that the final salary at the time of cessation of service is higher than what we assumed. Since the benefit is
calculated on the final salary, the benefit amount increases similarly.
- Withdrawal risks:
The risk of higher or lower withdrawal experience than assumed. The final effect could go either way depending on
the beneficiaries’ service / age distribution and the benefit.
The sensitivity of the defined benefit obligation to changes in the weighted principal assumptions is:

Impact on defined benefit obligation
Change in Increase in Decrease in
assumption assumption assumption
Rupees in ‘000
Discount rate at December 31 1% (161,687) 184,392

Future salary increases 1% 97,686 (88,109)
If longevity increases by 1 year, the resultant increase in obligation
is insignificant.
The above sensitivity analyses are based on a change in an assumption while holding all other assumptions constant. In
practice, this is unlikely to occur, and changes in some of the assumptions may be correlated. When calculating the
sensitivity of the defined benefit obligation to significant actuarial assumptions the same method (present value of the
defined benefit obligation calculated with the projected unit credit method at the end of the reporting period) has been
applied as when calculating the gratuity liability recognised within the statement of financial position.
2020 2019 2018 2017 2016

18.3 Historical information Rupees in ‘000
Gratuity plans
Present value of defined benefit obligation (2,314,763) (1,990,687) (1,844,848) (1,880,479) (1,618,862)
Fair value of plan assets 1,806,141 1,762,250 1,474,049 1,586,448 1,677,349
(Deficit) / surplus in the plan (508,622) (228,437) (370,799) (294,031) 58,487
Experience adjustments
(Loss) / gain on obligation

(as percentage of plan obligation) (8.92)% (3.15)% (1.08)% (9.43)% (3.79)%
(Loss) / gain on plan assets

(as percentage of plan assets) (1.81)% (3.88)% (3.84)% (5.71)% 6.67%
Pension plan
Present value of defined benefit obligation - - - (23,407) (123,308)

Fair value of plan assets - - - 23,407 123,308
Deficit in the plan - - - - -
Experience adjustments
Experience loss / (gain) on plan liabilities - - 8,020 1,246 4,812
Gain on obligation (as percentage of plan obligation) N/A N/A N/A N/A 7.04%
Loss on plan assets (as percentage of plan assets) N/A N/A N/A N/A (0.34)%
18.4 The weighted average duration of approved funded gratuity schemes for its permanent employees is 6.99 years

18.5 Expected maturity analysis of undiscounted retirement benefit plans.
Less than Between Between Between Over 10 Total

a year 1-2 years 2-5 years 6-10 years years
At December 31, 2020 175,696 218,000 865,738 2,286,415 4,580,299 8,126,148
At December 31, 2019 180,747 194,910 849,107 2,293,588 5,171,728 8,690,080
19. DEFERRED TAXATION

December 31, 2020 December 31, 2019
Opening Charged / Charged / Closing Opening Charged / Charged /

liability / (reversal) to (reversal) liability / liability / (reversal) to (reversal) Closing
(assets) profit or loss to other (asset) (assets) profit or loss to other liability /
comprehensive comprehensive (asset)
income income
Rupees '000
Credit balance arising in respect of:
- Accelerated tax depreciation allowances 998,963 106,270 - 1,105,233 909,174 89,789 - 998,963
- Assets under IFRS 16 14,750 (3,403) - 11,347 - 14,750 - 14,750
Debit balances arising in respect of:
- Allowance for impairment of trade receivables,
provision for doubtful other receivables
and refunds due from government (92,845) 7,765 - (85,080) (74,569) (18,275) - (92,845)
- Liability under IFRS 16
(14,585) 3,196 - (11,389) - (14,585) - (14,585)
- Provision for trade deposits and
doubtful advances (17,712) (2,967) - (20,679) (14,532) (3,180) - (17,712)
- Provision for slow moving & obsolete stocks
and stores and spares (177,833) 626 - (177,207) (101,505) (76,328) - (177,833)
- Staff retirement benefits (64,782) (32,122) (50,354) (147,258) (102,680) 75,070 (37,172) (64,782)
645,956 79,365 (50,354) 674,967 615,888 67,241 (37,172) 645,956
2020 2019
Rupees in ‘000
20. TRADE AND OTHER PAYABLES
Creditors 1,008,882 709,770

Bills payable
- Associated companies 1,020,114 869,786
- Others 330,866 119,389
Royalty and technical assistance fee payable - note 20.2
- Associated companies 65,706 84,737
- Others 134,605 124,914
Accrued liabilities - note 20.1 3,015,448 2,522,647
Contract liability - note 20.3 1,125,607 784,799
Contractors' retention money 5,806 9,215
Taxes deducted at source and payable to
statutory authorities 17,587 103,180
Workers’ Welfare Fund 249,058 434,347
Workers' Profits Participation Fund - 5,693
Central Research Fund 49,732 49,938
Others 191,712 168,957
7,215,123 5,987,372

20.1 This includes liability for share based compensation amounting to Rs. 202.93 million (2019: Rs. 202.21 million).
20.2 The Royalty pertains to GlaxoSmithKline Consumer Trading Services Limited and GlaxoSmithKline Intellectual Property
Limited which are situated in England. The registered address of these Companies is 980 Great West Road, Brentford
,Middlesex, TW8 9GS. These Companies are associated companies of the Company.
20.3 This include Rs. 243 million (2019: Rs. 242 million) as advance from customers and Rs. 883 million (2019: Rs. 543 million)
as accrual for return and allowance.
20.4 The investments out of the provident fund have been made in accordance with the provisions of Section 218 of the
Companies Act, 2017 and the conditions specified there under.
2020 2019
Rupees in ‘000
21. PROVISIONS
Balance as at January 1 78,762 74,602

Charge for the year 404,528 452,606
Payments during the year (444,326) (448,446)
Balance as at December 31 38,964 78,762
21.1 Provisions include restructuring costs and government levies of Rs. 21.57 million and Rs. 17.39 million (2019: Rs. 27.53
and Rs. 51.23 million) respectively.
22. CONTINGENCIES AND COMMITMENTS
22.1 Contingencies
(a) Claims against the Company not acknowledged as debt for reinstatement of employment and other
labour cases amount to Rs. 76.82 million (2019: Rs. 93.65 million) as at December 31, 2020.
(b) Income tax
(i) While finalizing income tax assessments in various years, assessing officers (AO) made certain additions to income
raising tax demands on the contention that the Company allegedly paid excessive amounts on account of royalty and
certain imported raw materials. The Company has been contesting these additions at various appellate forums. Details
of such cases are as under:
Tax/ Tax Impact Current

S.no Assessment (Rs. in Description / Further Comments Appellate
Year million) Forum
a. 1991-92 302.11 Proceedings in said assessment years are related to former Sindh High
to GlaxoSmithKline Pharmaceutical (Private) Limited [formerly Court
2002-03 Bristol-Myers Squibb Pakistan (Private) Limited]. These years are
still pending adjudication, under departmental appeal.

Year million) Forum
b. 1999-2000 73.6 Against the additions made by AO, Commissioner Inland Revenue Sindh High
to Appeals (CIRA) gave decision in favour of the Company for tax Court
2002-2003 years 2001-02 and 2002-03 whereas against the Company for
tax years 1999-2000 and 2000-2001. Both department and the
Company filed appeal against the respective orders before
Appellate Tribunal Inland Revenue (ATIR). Decision by ATIR, in
2008, was made for fresh assessments of all said years. AO
passed the fresh orders with same amount of additions. The
Company filed the appeal against fresh orders to CIRA where,
through CIRA’s order for tax years 2000-01 to 2002-03, certain
additions were deleted which resulted in reduction of demand to
the extent of Rs. 26.8 million. Subsequently, order for 1999-2000
was also issued by CIRA’s whereby tax demand of Rs. 13.01
million was deleted. Appeals against CIRA’s order for tax years
2000-01 to 2002-03 were filed both by the Company and the
department before ATIR which maintained CIRA’s order. Company
has filed appeal against ATIR's order which is pending adjudication.
c. 2002-03 4.03 Proceedings in said assessment year are related to former ATIR
SmithKline and French of Pakistan Limited. The initial demand was
set aside by ATIR for fresh consideration. AO, however, maintained
the same demand which was also confirmed by CIRA’s order. The
Company has filed appeal, on 21 June 2012, against the order of
CIRA which is pending adjudication.
d. 2006 10.04 Demand raised by the AO was annulled by CIRA. This assessment ATIR
is related to former GlaxoSmithKline Pharmaceuticals (Private)
Limited [formerly Bristol-Myers Squibb Pakistan (Private) Limited].
The department has filed appeal against CIRA’s order.
e. 2005 to 2008 243.69 Against the demand raised in tax years 2005 to 2008, CIRA has ATIR and
and 2011 granted certain relief (for tax years 2005 and 2008) while in tax CIRA (for tax
year 2011 CIRA maintained the demand raised by AO. Against the years 2006
remaining additions in tax years 2005 to 2008 and against order of & 2007)
CIRA for tax year 2011 (including addition on account of stock
written off), appeal has been filed by the Company, on 19
November 2014, which is pending adjudication.
f. 2009 68.23 CIRA’s order confirmed the demand raised by AO. Appeal has ATIR
been filed by the Company, on 19 December 2018, which is
pending adjudication.
g. 2012 82.5 Against the order of the AO, appeal was filed before CIRA which ATIR
deleted the additions made by AO under section 122(5A) of
Income Tax Ordinance, 2001 (Ordinance). The department has
filed the appeal against the order of CIRA which is pending
adjudication.

Year million) Forum
h. 2014 146.4 Against the order of the AO which raised tax demand of Rs. 124.9 ATIR
million, CIRA decided the royalty additions in favour of the Company
whereas the raw materials’ additions in favour of the department.
The Company has filed appeal on 05 May 2017 against the
decision of CIRA on account of raw materials’ addition whereas the
department has also filed appeal on account of royalty, which are
pending adjudication. Subsequently, further demand of Rs. 21.42
million was also raised against which the Company has filed appeal,
on 19 November 2018, which is pending adjudication.
i. 2013 to 2016 230.5 Against the tax demand raised by AO, the CIRA decided the case ATIR
in favour of the department. Appeal has been filed, on 19
November 2018, by the Company which is pending adjudication.
(ii) In case of Stiefel Laboratories Pakistan (Private) Limited (Now GlaxoSmithKline Pakistan Limited) the AO raised
demand of Rs. 17.70 million in financial year 2009 under section 161/205 of the Ordinance by applying arbitrary
withholding tax rates on the expenses in the audited accounts as compared to tax paid as per monthly withholding
statements. The CIRA remanded back the order, against which the Company has filed appeal before ATIR on 04
February 2019 which is pending for hearing. Further remanded back proceedings are yet to be initiated by the
department.
(iii) As a result of monitoring of withholding tax for the tax years 2012 and 2017, AO issued orders raising tax demands
amounting to Rs. 80 million (subsequently reduced to Rs. 15.5 million) and Rs. 38.7 million respectively. Such demands
have been made on the contention that the company did not deduct tax at the rate of 20% on payments for meetings
and symposia and gifts and giveaways under section 156 of the Ordinance. In both years, CIRA issued the decisions in
favour of the Company. The department’s appeals are pending before ATIR.
(iv) During year ended December 31, 2018, the AO raised aggregate demand of Rs. 31.39 million in tax years 2014,
2015 and 2016 on the issue of non-withholding of tax on sale by auction / tender. Against the orders of AO, the
Company has filed an appeal before CIRA. The CIRA confirmed the order of AO against which the Company filed
appeal before the ATIR, which maintained CIRA’s order. The Company filed an appeal before Honourable High Court
against ATIR's order on 22 September 2020 which is pending adjudication.
(c) Sales tax
(i) Effective July 1, 2013, Sindh Revenue Board (SRB) has levied Sindh Sales Tax at the rate of 16% on toll
manufacturing activities under Sindh Sales Tax on Services Act, 2011 treating such activity as a ‘service’. Historically,
such activity had been treated as ‘manufacturing’ of goods and were taxable within the domain of Sales Tax Act, 1990.
No sales tax was payable under the Federal law on toll manufacturing charges paid by the Company owing to the fact
that the Company is engaged in manufacturing of pharmaceutical products which are exempt from Federal sales tax.
In view of this, the Company has jointly filed a constitutional petition with M/s Pharmatec Pakistan (Private) Limited
(toll manufacturer of the Company) before the Sindh High Court (SHC) contending that toll manufacturing is a
process and not a service; therefore comes under the legislative authority of the Federal Government; hence, Sindh
Sales Tax is not chargeable on toll manufacturing charges billed to the Company. SHC has issued a stay against the
proceedings and restrained Sindh Revenue Board (SRB) from collection of sales tax on toll manufacturing charges
which estimates to the amount of Rs. 603.36 million (2019: Rs. 603.36 million).

(ii) During financial years 2014 and 2016, CIRA raised demands of Rs. 36.4 million and Rs. 48.3 million respectively in
respect of few products of the Company on the ground that the products are neither medicines nor drugs which are
exempt from the levy of sales tax under SRO 551(I)/ 2008. Company’s appeals are pending before ATIR and SHC for
financial years 2014 and 2016 respectively.
(iii) During the year ended December 31, 2016, the Company had received a show cause notice from Punjab Revenue
Authority for the payment of Rs. 121.80 million on account of Punjab Sales Tax on Royalty accrued from 2012 to
2015. Currently, the Company is depositing sales tax on royalties entirely with SRB’s exchequer. The Company has
filed an appeal in Lahore High Court, who granted stay against the show cause notice.
The management is confident that the ultimate decisions in the above cases will be in favour of the Company, hence no
provision has been made in respect of the aforementioned tax demands.
22.2 Commitments
Commitments for capital expenditure outstanding as at December 31, 2020 amount to Rs. 252.91 million (2019: Rs.
594.37 million).
23. REVENUE FROM CONTRACTS WITH CUSTOMERS 2020 2019

Rupees in ‘000
Gross sales
Local - note 23.1 36,399,368 37,630,245
Export 16,895 57,716
36,416,263 37,687,961
Less: Commissions, returns and discounts 1,323,677 1,099,297
Less: Sales tax 2,474 6,915
35,090,112 36,581,749
23.1 This includes sales of OTC Products amounting to Rs. 1.2 billion (2019: Rs. 4.71 billion) to GSK CH being manufactured by
the Company due to pending transfer of marketing authorisations by Drug Regulatory Authority of Pakistan ('DRAP').
23.2 Sales of major product categories i.e. antibiotics, dermatologicals and respiratory during the year amounted to Rs. 15.83
billion, Rs. 5.18 billion and Rs. 1.54 billion (2019: Rs. 15.38 billion, Rs. 4.39 billion and Rs. 1.54 billion) respectively.
23.3 Company sells its products through a network of distribution channels involving various distributors / sub-distributors and
also directly to government and other institutions. Sales to two distributors (2019: two distributors) exceed 10 percent of
the net sales during the year, amounting to Rs. 5.5 billion and Rs. 6.64 billion (2019: 5.15 billion and Rs. 5.95 billion).

2020 2019
Rupees in ‘000
24. COST OF SALES
Raw and packing materials consumed 19,163,019 19,019,851

Manufacturing charges to third parties - 977,079
Stores and spares consumed 152,103 129,322
Salaries, wages and other benefits - note 24.1 2,549,242 2,229,837
Fuel and power 819,284 649,281
Rent, rates and taxes 5,076 2,722
Royalty and technical assistance fee - note 20.2 408,281 347,697
Insurance 108,105 104,607
Publication and subscriptions 19,839 4,438
Repairs and maintenance 378,930 319,031
Training expenses 1,433 952
Travelling and entertainment 40,498 41,635
Vehicle running 6,138 7,678
Depreciation 515,105 610,586
Provision for impairment on fixed assets 30,812 -
Provision for impairment on intangibles - note 4.2 50,000 40,330
Provision of slow moving,
obsolete and damaged stock-in-trade 134,633 360,749
Provision / (Reversal) of slow moving
and obsolete stores and spares 10,416 (259)
Canteen expenses 150,679 102,825
Laboratory expenses 44,290 39,138
Communication and stationery 7,315 6,841
Security expenses 15,058 20,195
Stock written off 12,817 5,570
Stores and spares written off - 7,836
Restructuring cost - note 24.2 158,169 47,349
Other expenses 70,213 61,003
24,851,455 25,136,293
Opening stock of work-in-process 480,587 535,881
Closing stock of work-in-process (243,699) (480,587)
25,088,343 25,191,587
Opening stock of finished goods 2,887,952 2,877,193
Purchase of finished goods 2,925,123 3,689,418
30,901,418 31,758,198
Closing stock of finished goods (3,345,686) (2,887,952)
27,555,732 28,870,246
24.1 Salaries, wages and other benefits include Rs. 92.87 million and Rs. 60.67 million (2019: Rs. 79.86 million and Rs. 53.22
million) in respect of charge for defined benefit plans and contributory provident fund.
24.2 This represents charge for severance costs recognised in respect of cost savings initiatives.

2020 2019
Rupees in ‘000
25. SELLING, MARKETING AND DISTRIBUTION EXPENSES
Salaries, wages and other benefits - note 25.1 1,302,637 1,130,665

Sales promotion and symposiums 312,707 571,948
Advertising 12,917 21,606
Restructuring cost - note 24.2 - 19,093
Handling, freight and transportation 727,769 923,975
Fuel and power 11,484 32,232
Communication 6,292 8,589
(Reversal) / charge for impairment of trade receivables (39,467) 44,033
Provision for doubtful deposits 8,969 -
Insurance 7,553 15,792
Printing and stationery 10,744 9,444
Rent, rates and taxes 3,089 514
Training expenses 164 5,169
2,822,455 3,372,968
Less: Recovery of expenses - note 25.2 55,700 52,419
2,766,755 3,320,549
million) in respect of defined benefit plans and contributory provident fund respectively.
25.2 These represent cost reimbursements from GSK CH against various functions / services provided under cost sharing
agreements.

2020 2019
Rupees in ‘000
26. ADMINISTRATIVE EXPENSES
Salaries, wages and other benefits - note 26.1 973,282 723,203

Communication 7,352 7,430
Training expenses - 422
Legal and professional charges 80,331 57,853
Printing and stationery 4,579 8,583
Auditors’ remuneration - note 26.2 9,825 10,650
Rent, rates and taxes 20,670 1,520
Insurance 9,185 10,570
Restructuring cost - note 24.2 - 1,918
Donations - note 26.3 4,260 2,081
1,381,947 1,147,843
Less: Recovery of expenses - note 25.2 50,399 48,897
1,331,548 1,098,946
million) in respect of charge for defined benefit plans and contributory provident fund respectively.
2020 2019
Rupees in ‘000
26.2 Auditors' remuneration
Audit fee 5,736 5,736

Fee for review of half yearly financial statements,
special certifications and others 3,446 3,996
Out-of-pocket expenses 643 918
9,825 10,650
26.3 Donations to single party exceeding 10% of total donations are as follows:
The Indus Hospital 1,000 -

Academy of Family Physicians Pakistan 1,000 -
Dr. Ruth K.M. Pfau Civil Hospital Karachi 1,000 -
3,000 -
27. OTHER OPERATING EXPENSES
Workers' Profits Participation Fund - note 20.2 266,450 249,693

Workers' Welfare Fund 106,580 93,931
Central Research Fund 53,290 49,939
426,320 393,563

2020 2019
28. OTHER INCOME Rupees in ‘000
Income from financial assets

Return on Treasury Bills 20,131 13,377
Income on savings and deposit accounts 215,398 123,827
235,529 137,204
Income from non-financial assets

Gain on disposal of operating assets 17,211 44,101
Others
Liabilities no longer required written back 63,871 -
Scrap sales 71,597 47,839
Insurance commission - 19,642
Promotional allowance - note 28.1 1,532,175 1,513,772
Insurance claim recovery - 6,646
Allowance from intercompany - note 28.2 - 150,033
Service fee - note 1.1 12,000 12,000
Others 44,653 60,225
1,977,036 1,991,462
28.1 This represents allowance from GSK Group against various promotional activities for brand building and sustainable
investments.
28.2 This represents allowance from GSK Group against product re-call for Zantac (tablets and injections).
2020 2019
29. FINANCIAL CHARGES Rupees in ‘000
Exchange loss - net 75,855 191,022

Bank charges 1,752 4,710
Interest on short-term borrowings 1,145 87,648
Interest on lease liability 5,359 6,231
84,111 289,611
2020 2019
30. TAXATION Rupees in ‘000
Current
- for the year 1,716,667 1,564,797
- for prior year (268,590) (72,865)
Deferred 79,365 67,241
1,527,442 1,559,173

2020 2019
Rupees in ‘000
30.1 Relationship between tax expense and accounting profit
Applicable tax rate 29% 29%
Tax calculated at applicable tax rate 1,421,778 1,334,086

Impact of taxability at different rate and Final Tax Regime 159,378 197,305
Effect of prior year charge (268,590) (72,865)
Effect of tax credits (290) (8,568)
Tax effect of other than temporary differences 215,166 109,215
1,527,442 1,559,173
31. EARNINGS PER SHARE
Profit after taxation 3,375,240 3,041,123
Weighted average number of outstanding shares (in thousand) 318,467 318,467
Earnings per share - basic Rs. 10.6 Rs. 9.55
31.1 A diluted earnings per share has not been presented as the Company did not have any convertible instruments in issue as
at December 31, 2019 and 2020 which would have any effect on the earnings per share if the option to convert is
exercised.
2020 2019
Rupees in ‘000
32. CASH GENERATED FROM OPERATIONS
Add / (less): Adjustments for non-cash charges and other items
Depreciation and impairment 792,312 809,939

Gain on disposal of assets (17,211) (44,101)
Interest income (235,529) (137,204)
Provision for slow moving, obsolete and
damaged stock-in-trade net of stock written off 147,450 366,319
Liabilities no longer required written back (63,871) -
Provision for slow moving and obsolete stores and spares 10,416 7,577
Mark-up expense 6,504 93,879
(Reversal) / charge for impairment of trade receivables (39,467) 44,033
Provision for doubtful deposits 8,969 -
Provision for staff retirement benefits 211,064 174,519
820,637 1,314,961
Profit before working capital changes 5,723,319 5,915,257

2020 2019
Effect on cash flow due to working capital changes Rupees in ‘000
Decrease / (increase) in current assets
Stores and spares 1,469 56,672

Stock-in-trade 179,298 (492,522)
Trade receivables (37,976) 424,167
Loans and advances (31,017) (99,677)
Trade deposits and prepayments (2,283) (187,932)
Refunds due from Government 1,913 13,728
Other receivables 101,578 (751,044)
212,982 (1,036,608)
Increase / (decrease) in current liabilities
Trade and other payables 1,291,622 369,604

Provisions (39,798) 4,160
1,464,806 (662,844)
7,188,125 5,252,413
33. CASH AND CASH EQUIVALENTS
Cash and bank balances - note 14 5,604,548 2,347,033

Investments - at amortised cost - note 13 447,526 342,863
6,052,074 2,689,896
34. SEGMENT INFORMATION
For management purposes, the activities of the Company are organised into one operating segment i.e. pharmaceutical
segment. The Company operates in the said reportable operating segment based on the nature of the products, risks and
returns, organisational and management structure and internal financial reporting systems. In 2016, pursuant to the
Scheme of arrangement, the Consumer Healthcare Business was transferred to GSK Consumer Healthcare Pakistan
Limited. Accordingly, the figures reported in these financial statements are related to the Company’s only reportable
segment.
35. REMUNERATION OF CHIEF EXECUTIVES, DIRECTORS AND EXECUTIVES
The amounts charged in these financial statements for remuneration of the Chief Executives, Directors and Executives are
as follows:
Chief Executives Director Executives
2020 2019 2020 2019 2020 2019
Rupees '000
Management remuneration 17,303 18,153 9,877 8,361 423,740 334,020

Bonus - note 35.1 25,812 21,407 6,449 6,003 165,708 207,017
Retirement benefits * 4,331 3,932 2,210 1,962 85,975 72,201
House rent 7,987 8,169 4,445 3,777 183,348 142,752
Utilities 1,775 1,815 988 806 40,744 31,723
Medical expenses 32 164 36 82 12,523 15,425
Others 422 401 1,494 1,747 105,909 97,027
57,662 54,041 25,499 22,738 1,017,947 900,165
Number of person(s) 2** 1 1 1 191 153
* Retirement benefits represent amount contributed towards various retirement benefit plans.
** During the year, Ms. Erum Shakir was appointed as Chief Executive Officer on March 1, 2020.

35.1 Bonus includes share based payments as Share Appreciation Rights (SARs) given to the Chief Executive, Executive
Directors and certain executives amounting to Rs. 117.64 million (2019: Rs. 182.55 million). These are granted every year
and are payable upon completion of three years of qualifying period of service. These are linked with the share value of
ultimate parent company, GlaxoSmithKline plc, UK.
In addition to the above, fee to three (2019: two) non-executive Directors during the year amounted to Rs. 1.3 million
(2019: Rs. 1.15 million).
Chief Executive, Executive Directors and certain executives are also provided with free use of the Company maintained cars
in accordance with the Company policy.
35.2 In addition to the above, the outgoing Chief Executive Officer has been paid severance amounting to Rs. 118.78 million
during the year.
36. TRANSACTIONS WITH RELATED PARTIES
The related parties include associated companies, directors and key management personnel of the Company. The
transactions with related parties are carried out in the normal course of business at contracted rates. The receivables and
payables are mainly unsecured in nature. Details of transactions with related parties and balances with them at period end,
other than those which have been disclosed elsewhere in these financial statements, are as follows:
2020 2019
Rupees in ‘000
Relationship Nature of transactions
Holding Company:
a. Dividend paid 1,578,179 1,841,209
Associated companies /
undertakings:
a. Purchase of goods 6,487,089 6,679,695
b. Sale of goods 1,221,818 4,762,967
c. Royalty expense charged 396,490 339,301
d. Recovery of expenses 633,648 1,158,057
e. Service fee 12,000 12,000
f. Promotional allowance 1,532,175 1,513,772
Staff retirement funds:
a. Payments to retirement benefit plans 251,401 580,496
Key management personnel:
a. Salaries and other employee benefits 441,959 254,607
b. Post employment benefits 26,743 20,511
c. Sale of assets - sales proceeds 6,014 15,327
36.1 Following are the related parties including associated companies with whom the Company had entered into transactions or
had arrangements / agreements in place during the year:

S.No Company Name Country of Basis of Aggregate %
incorporation association of shareholding
1 S.R. One International B.V.,Netherlands Netherlands Holding Company 82.59%
2 GlaxoSmithKline Trading Services Limited Ireland Associated company N/A
3 GlaxoSmithKline Biologicals SA Belgium Associated company N/A
4 GlaxoSmithKline Intellectual Property (No.2) Limited England Associated company N/A
5 GlaxoSmithKline Consumer Trading Services Limited England Associated company N/A
6 Glaxo Operations UK Limited England Associated company N/A
7 GlaxoSmithKline Pte Limited Singapore Associated company N/A
8 GlaxoSmithKline Export Limited England Associated company N/A
9 P.T. SmithKline Beecham Pharmaceuticals Indonesia Associated company N/A
10 GlaxoSmithKline Services Unlimited England Associated company N/A
11 GlaxoSmithKline Inc. Canada Associated company N/A
12 Glaxo Wellcome Production S.A.S. France Associated company N/A
13 GlaxoSmithKline Research and Development Limited England Associated company N/A
14 Glaxo Saudi Arabia Limited Saudi Arabia Associated company N/A
15 GlaxoSmithKline South Africa (Pty) Limited South Africa Associated company N/A
16 GlaxoSmithKline Consumer Healthcare Pakistan Limited Pakistan Associated company N/A
17 GlaxoSmithKline Holdings Pty Limited. Australia Associated company N/A
37. RUNNING FINANCE UNDER MARK-UP ARRANGEMENTS
The facility for running finance available from banks amounted to Rs. 2.81 billion (2019: Rs. 2.77 billion). Rate of mark-up
ranges from one / three month KIBOR plus 0.3% to one month KIBOR plus 1% (2019: one month KIBOR plus 0.3% to
one month KIBOR plus 1%) per annum. The arrangements are secured by Intra Group Guarantee.
The facilities for opening letters of credit and guarantees as at December 31, 2020 amounted to Rs. 2.6 billion (2019: Rs.
3.4 billion) of which unutilised balances at the year end amounted to Rs. 1.9 billion (2019: Rs. 3.04 billion).
2020 2019
Rupees in ‘000
38. FINANCIAL INSTRUMENTS BY CATEGORY
38.1 Financial assets as per statement of financial position
Financial assets measured at amortised cost
- Investments - at amortised cost 447,526 342,863

- Loans to employees 125,169 162,829
- Advances and deposits 296,731 271,367
- Trade receivables 1,204,143 1,126,700
- Interest accrued 3,097 1,573
- Other receivables - net of provision 983,410 1,105,578
- Cash and bank balances 5,604,548 2,347,033
8,664,624 5,357,943

2020 2019
Rupees in ‘000
38.2 Financial liabilities as per statement of financial position
Financial liabilities measured at amortised cost
- Trade and other payables 5,773,139 4,599,335

- Unclaimed dividend 116,719 97,476
5,889,858 4,696,811
38.3 Fair values of financial assets and liabilities
(a) Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction
between market participants at the measurement date.
The carrying values of all financial assets and liabilities reflected in the financial statements approximate their fair
values. Underlying the definition of fair value is the presumption that the Company is a going concern without any
intention or requirement to curtail materially the scale of its operations or to undertake a transaction on adverse
terms.
(b) Fair value estimation
The Company discloses the financial instruments carried at fair value in the statement of financial position in
accordance with the following fair value hierarchy:
- Level 1: Quoted prices (unadjusted) in active markets for identical assets or liabilities
- Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or
liability, either directly (i.e., as prices) or indirectly (i.e., derived from prices).
- Level 3: Inputs for the asset or liability that are not based on observable market data (unobservable inputs).
As at December 31, 2020, the Company does not have any financial instruments carried at fair value.
39 Financial Risk Management
39.1 Financial risk factors
Introduction and overview
The Company has exposure to the following risks from financial instruments:
- market risk
- credit risk
- liquidity risk
This note represents information about the Company's exposure to each of the above risks, Company's objectives, policies
and processes for measuring and managing risk, fair value of financial instruments and the Company's management of
capital.
Financial risk factors and risk management framework
The Company’s overall risk management programme focuses on having cost effective funding as well as to manage
financial risk to minimize earnings volatility and provide maximum return to shareholders.

The Company's objective in managing risk is the creation and protection of shareholders' value. Risk is inherent in
Company's activities but it is managed through monitoring and controlling activities which are based on limits established by
the internal controls set on different activities of the Company by the Board of Directors. These controls and limits reflect
the business strategy and market environment of the Company as well as the level of the risk that the Company is willing to
accept.
The Company’s finance and treasury department oversees the management of the financial risk reflecting changes in the
market conditions and also the Company's risk taking activities, and provide assurance that these activities are governed by
appropriate policies and procedures and that the financial risks are identified, measured and managed in accordance with
the Company's policies and risk appetite.
(a) Market risk
Market risk is the risk that the value of the financial instrument may fluctuate as a result of changes in market
interest rates, foreign exchange rates or the equity prices due to a change in credit rating of the issuer or the
instrument, change in market sentiments, speculative activities, supply and demand of securities and liquidity in the
market. There has been no change in the Company's exposure to market risk or the manner in which this risk is
managed and measured.
Under market risk the Company is exposed to currency risk, interest rate risk and other price risk (equity price risk).
(i) Currency risk
Currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of
changes in foreign exchange rates. The liability is mainly denominated in US Dollars. Net (payables) / receivables
exposed to foreign currency risk as at December 31, 2020 amount to Rs. (376.57) million (2019: Rs. 89.447
million).
At December 31, 2020, if the Pakistan Rupee had weakened / strengthened by 5% against the US Dollar with all
other variables held constant, profit before tax for the year would have been higher / lower by Rs. 18.83 million
(2019: Rs. 4.47 million), mainly as a result of foreign exchange gains or losses on translation of US
Dollar-denominated trade payables and trade receivables.
(ii) Interest rate risk
Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of
changes in market interest rates.
The Company’s interest rate risk arises primarily from balances held in savings account with banks. These are
benchmarked to variable rates which exposes the Company to cash flow interest rate risk only.
2020 2019
Rupees in ‘000
Variable rate instruments - carrying amount
Financial assets
- profit and loss sharing accounts 400,828 3,247
Cash flow sensitivity analysis for variable rate instrument
A change of 100 basis points in interest rates at the year end would have increased or decreased the profit for the
year and shareholder's equity by Rs. 4.01 million (2019: Rs. 0.03 million). This analysis assumes that all other
variables remain constant. The analysis is performed on the same basis as for 2019.

(iii) Equity price risk
Equity price risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of
changes in market prices (other than those arising from currency risk or interest rate risk), whether those changes
are caused by factors specific to the individual financial instrument or its issuer, or factors affecting all similar
financial instruments traded in the market.
As at December 31, 2020, there are no equity investments of the Company measured at fair value, hence no equity
price risk exists.
(b) Credit risk
Credit risk is the risk that one party to a financial instrument will fail to discharge an obligation and cause the other
party to incur a financial loss, without taking into account the fair value of any collateral. Concentration of credit risk
arises when a number of counter parties are engaged in similar business activities or have similar economic
features that would cause their ability to meet contractual obligations to be similarly affected by changes in
economic, political or other conditions. Concentration of credit risk indicates the relative sensitivity of the Company's
performance to developments affecting a particular industry.
Credit risk arises from balances with banks and financial institutions, trade receivables, loans, advances, deposits and
other receivables. The credit risk on liquid fund is limited because the counter parties are banks with reasonably high
credit rating.
2020 2019
Rupees in ‘000
Trade receivables 1,204,143 1,126,700

Loans to employees, interest accrued and other receivables 1,111,676 1,269,980
Advances and deposits 296,731 271,367
Investments - at amortised cost 447,526 342,863
Bank balances 5,604,369 2,346,852
8,664,445 5,357,762
Trade receivables of the Company are not exposed to significant credit risk as the Company trades with credit
worthy third parties. Trade receivables of Rs. 1.20 billion (2019: Rs. 1.05 billion) are past due of which Rs. 207.53
million (2019: Rs. 246.99 million) have been impaired. Past due but not impaired balances include Rs. 609.97 million
(2019: Rs. 754.43 million) outstanding for more than three months.
Loans to employees are secured against their retirement benefits.
Bank balances represent low credit risk as these are placed with banks having good credit rating assigned by credit
rating agencies.
Settlement risk
Settlement risk is the risk of loss due to the failure of an entity to honour its obligations to deliver cash or other assets
as contractually agreed on sale. The risk is addressed more or less in accordance with the parameters set out in the
credit risk management above.
(c) Liquidity risk
Liquidity risk represents the risk that the Company will encounter difficulties in meeting obligations associated with
financial liabilities that are settled by delivering cash or another financial asset. Prudent liquidity risk management
implies maintaining sufficient cash and marketable securities, the availability of funding through an adequate amount
of committed credit facilities. Due to dynamic nature of the business, the Company maintains flexibility in funding by
maintaining committed credit lines available.

The Company’s liquidity management involves projecting cash flows and considering the level of liquid assets
necessary to meet the, monitoring of liquidity ratios and maintaining debt financing plans. As at year end all the
financial liabilities are due within one year except for long term lease liabilities.
40. NUMBER OF EMPLOYEES 2020 2019
Number of employees including

contractual employees at the end of year 1892 1974
Average number of employees including

contractual employees during the year 1952 1840
2020 2019
Rupees in ‘000
41. RECONCILIATION OF LIABILITIES ARISING FROM FINANCING ACTIVITIES
Balance as at January 01 97,476 87,921

Non cash changes - dividend declared 1,910,804 2,229,271
Financing cash outflows (1,891,561) (2,219,716)
Balance as on December 31 116,719 97,476
42. CAPITAL RISK MANAGEMENT
The Company's objectives when managing capital are to safeguard the Company's ability to continue as a going concern
so that it can continue to provide adequate returns for shareholders and benefits for other stakeholders and to maintain an
optimal return on capital employed. The current capital structure of the Company is equity based with no financing through
borrowings except for long - term lease liabilities.
43. CAPACITY AND PRODUCTION
The capacity and production of the Company's plants are indeterminable as these are multi-product and involve varying
processes of manufacture.
44. BUSINESS UNITS - GEOGRAPHICAL LOCATIONS AND ADDRESSES
Business units Addresses
Factories - 35, Dockyard Road, West Wharf, Karachi

- F-268, S.I.T.E., Near Labour Square, Karachi
- Plot No. 5, Sector 21, Korangi Industrial Area, Karachi
Distribution / Sales offices - B-63, 65, Estate Avenue, S.I.T.E., Karachi

- Islam-ud-din House, Mehmood Kot, Bosan Road, Multan
- Cordeiro House, Plot No. 27 - Kot Lakhpat Industrial Estate, Kot Lakhpat, Lahore
- Aleem House, Plot No. 409, Sector I – 9, Industrial Area, Islamabad
- Peshawar sales office, opposite Grand Hotel, behind ECS Tehkal Payan,
University road Peshawar
- 3rd Floor, The Enterprise Building, Thokar Niaz Baig, Multan Road, Lahore
Warehouses and storage - Emirates Supply chain services, Head office 46 KM Multan Road, Lahore
facilities - Connect Logistics Karachi, Plot No. 73, Block K-28, Hawksbay Road, Karachi
- Connect Logistics Warehouse at main Multan Bahawalpur road, 2 km
from motorway interchange, Multan

45. CORRESPONDING FIGURES
Corresponding figures have been reclassified in these financial statements, wherever necessary to facilitate the comparison
and to conform with changes and presentation in the current year. However, no significant reclassifications were made in
the financial statements.
46. SUBSEQUENT EVENTS
The Board of Directors in its meeting held on proposed a final cash dividend of Rs. 6.5 per share (2019: Rs. 6 per share)
amounting to Rs. 2.07 billion (2019: Rs. 1.91 billion) subject to the approval of the members in the forthcoming annual
general meeting of the Company.
47. DATE OF AUTHORISATION FOR ISSUE
These financial statements were approved and authorised for issue by the Board of Directors of the Company on March
09, 2021.

Forward Looking Statement
At GSK, our goal is to be one of the world's most innovative, best-performing and trusted healthcare companies. We are
continuously investing in scientific and technical excellence to launch medicines which meet the needs of the patients and the
payers. GSK's framework is designed to deliver on its main objectives that include increased growth, delivery of results and
long-term value creation for shareholders.
The Company realizes that COVID will be there for the foreseeable future and is altering its current processes to ensure business
growth in 2021. However, the situation is still evolving and will need to be continuously monitored for impact.
We anticipate the recent economic stabilization measures introduced by the government during the COVID pandemic will gradually
improve the economic momentum and growth outlook in upcoming financial year.
The Drug Regulatory Authority has a crucial role to play in the pharmaceutical industry in ensuring availability of medicines to the
consumer at reasonable prices. The authority will continue to play a crucial role in making policies in relation to currency devaluation
and hardship prices. Certain amendments have been made to the Drug Pricing Policy, whereby the automatic annual CPI price
mechanism now requires the formal approval of DRAP. This is also something that needs to be closely gauged for impact and
mitigation in the coming year.
The Company will continue to invest in production facilities and infrastructure in line with current good manufacturing practices
(cGMP) to drive efficiencies and manage costs.
GSK Pakistan continues to be one of the key countries within the Emerging Markets Region. The company continues to focus on
efficiencies across the organization to mitigate the inflationary impact. The management of GSK Pakistan is fully committed to
deliver the expectation amidst a volatile and challenging working environment.
Sources of information and assumptions used in Forecasts:
The forecasts are prepared in accordance with the future direction and strategic objectives of the company. The board of directors
review these plans and forecasts and ensures close monitoring of the result
There are many factors which are considered in preparing these forecasts. This mainly includes trend analysis, macro-economic
indicators, inflation rates and future assumptions like expected growth rates are also considered.
Different scenario analyses are conducted to mitigate the risk of any potential impact on the forecast. These assumptions are
documented and tracked on an ongoing basis.

Explanation as to how the performance of the entity meets the forward-looking disclosures made in the
previous year:
Reported in Annual Report last year Actual Performance
Monitoring of the coronavirus situation In the initial stages of the pandemic, there was complete lockdown and
including the market demand, supply continuity businesses were affected. However, healthcare companies were
and wellbeing of our employees. identified as an essential industry and were given permission to continue
working.
In the second wave, the company adapted to new ways of working after
the outbreak of the coronavirus last year. An Issues Management Team
was formed to deal with issues related to the ongoing pandemic.
Furthermore, only business critical employees were required to come to
office, whereas others worked remotely. Additionally, the company used
digital ways of engagement with healthcare professionals.
After the lockdown, the GSK Sales team commenced face to face
interaction with HCPs in August 2020, and other teams (Commercial
and Medical) also followed suit from September onwards. The Head
office also resumed with strict COVID precautions.
ONE ERP implementation. The company has implemented One ERP in Commercial organization.
This was a completely remote deployment managed in conjunction with
in country and above country teams. This was a successful deployment
with timely go-live of the system despite the ongoing pandemic situation.
Take steps to mitigate inflationary impact. The company took cost saving initiatives during the year. For instance,
initiative was taken in warehousing and transportation areas. Additionally,
we introduced digital engagement channels to connect with healthcare
professionals which resulted in cost savings.
Furthermore, regular monitoring of cash flows ensured liquidity and led

to reduction in running finance cost compared to last year.
How the organization is currently equipped in responding to the critical challenges and uncertainties that are likely
to arise
The organization is well-equipped to deal with critical challenges and uncertainities which may arise. The organization has strong
leadership team which takes timely action in times of crisis. During the pandemic, the Company created the Issues Management
Team (IMT) which helped to ensure business as usual and employee safety and well-being.
Furthermore, we try to mitigate the risks in our supply base by monitoring the compliance of manufacturing external suppliers. We
try to ensure alternate sources of supply where possible.
Additionally, we have effective business continuity plans in place in case of any natural disasters or calamities. We also have
support from our Corporate Security team which takes various initiatives such as facilitation of simulation excercises, assessing our
preparedness and recoverability capability and provides oversight of our plans supporting our business critical processes.

Integrated Reporting:
Integrated Report is prepared in accordance with the Integrated Reporting Framework (the framework) which is issued by the
International Integrated Reporting Council (IIRC). This report gives visibility to providers of financial capital about how organization
creates, preserves or erodes value over time.
At present, the requirement to publish an integrated report is not mandatory in Pakistan. The Company is reviewing the reporting
requirements of an integrated report mandated by the local authorities, so that compliance can be ensured timely, when required.

Pattern of Shareholding
Form-34
NUMBER OF SHARES HOLDING
TOTAL SHARES HELD
SHAREHOLDERS From To
2008 1 100 68,927
1579 101 500 482,275
1180 501 1000 907,480
1364 1001 5000 3,391,976
365 5001 10000 2,707,861
141 10001 15000 1,773,229
76 15001 20000 1,364,451
59 20001 25000 1,363,760
42 25001 30000 1,184,193
17 30001 35000 552,924
17 35001 40000 647,829
11 40001 45000 467,200
11 45001 50000 524,272
11 50001 55000 575,383
7 55001 60000 404,740
4 60001 65000 246,005
4 65001 70000 271,832
11 70001 75000 802,869
1 75001 80000 79,700
2 80001 85000 168,383
3 85001 90000 263,303
4 90001 95000 365,455
3 95001 100000 300,000
2 100001 105000 201,262
3 105001 110000 326,376
1 110001 115000 110,800
3 115001 120000 351,700
1 120001 125000 122,987
1 125001 130000 125,191
2 130001 135000 260,300
2 140001 145000 283,248
1 155001 160000 155,700
1 160001 165000 164,930
1 165001 170000 169,700
2 180001 185000 362,975
1 185001 190000 189,500
1 190001 195000 191,719
2 195001 200000 399,172
1 205001 210000 208,000
1 215001 220000 219,800
1 220001 225000 221,700
1 240001 245000 244,538
1 250001 255000 253,800
1 280001 285000 282,700
2 295001 300000 599,100
1 300001 305000 302,580
1 310001 315000 312,500
1 315001 320000 316,300
1 320001 325000 321,099
1 325001 330000 326,000
1 335001 340000 340,000
1 345001 350000 349,100
1 375001 380000 375,800
1 570001 575000 575,000
1 730001 735000 732,700
1 735001 740000 739,100
1 845001 850000 846,818
1 2050001 2055000 2,052,200
1 2160001 2165000 2,160,900
1 4555001 4560000 4,556,500
1 7590001 7595000 7,594,956
1 9175001 9180000 9,176,686
1 263025001 263030000 263,029,794
6970 318,467,278

Shareholding Information
Categories of Shareholders Shareholders Shares Held Percentage

Directors and their spouse(s) and minor children
MR. MUNEER KAMAL 1 2 0.00
MAHEEN RAHMAN 1 1 0.00
Associated Companies, undertakings and related parties
S.R.ONE INTERNATIONAL B.V. 1 263,029,794 82.59
NIT and ICP 2 51,766 0.02
Bank Development, Financial Institution, Non-Banking Financial Institution 19 11,241,361 3.53
Insurance Companies 18 10,280,719 3.23
Modarabas and Mutual Funds
FIRST ALNOOR MODARABA 1 2,500 0.00
CDC - TRUSTEE MCB PAKISTAN STOCK MARKET FUND 1 375,800 0.12
CDC - TRUSTEE PAKISTAN CAPITAL MARKET FUND 1 21,000 0.01
CDC - TRUSTEE ALHAMRA ISLAMIC STOCK FUND 1 100,400 0.03
CDC - TRUSTEE ATLAS STOCK MARKET FUND 1 326,000 0.10
CDC - TRUSTEE ALFALAH GHP VALUE FUND 1 12,000 0.00
CDC - TRUSTEE AKD INDEX TRACKER FUND 1 12,873 0.00
CDC - TRUSTEE AKD OPPORTUNITY FUND 1 10,000 0.00
CDC-TRUSTEE ALHAMRA ISLAMIC ASSET ALLOCATION FUND 1 100,000 0.03
B.R.R. GUARDIAN MODARABA 1 164,930 0.05
CDC - TRUSTEE ATLAS ISLAMIC STOCK FUND 1 89,900 0.03
CDC - TRUSTEE NBP STOCK FUND 1 219,800 0.07
CDC - TRUSTEE APF-EQUITY SUB FUND 1 12,000 0.00
CDC - TRUSTEE ALFALAH GHP ISLAMIC STOCK FUND 1 118,000 0.04
CDC - TRUSTEE APIF - EQUITY SUB FUND 1 25,500 0.01
MC FSL - TRUSTEE JS GROWTH FUND 1 55,600 0.02
CDC - TRUSTEE MCB PAKISTAN ASSET ALLOCATION FUND 1 70,000 0.02
CDC - TRUSTEE ALFALAH GHP STOCK FUND 1 70,000 0.02
CDC - TRUSTEE ALFALAH GHP ALPHA FUND 1 31,600 0.01
CDC - TRUSTEE NIT-EQUITY MARKET OPPORTUNITY FUND 1 208,000 0.07
CDC - TRUSTEE ABL STOCK FUND 1 312,500 0.10
CDC - TRUSTEE LAKSON EQUITY FUND 1 72,000 0.02
CDC - TRUSTEE KSE MEEZAN INDEX FUND 1 155,700 0.05
MCBFSL - TRUSTEE ABL ISLAMIC STOCK FUND 1 169,700 0.05
CDC - TRUSTEE NAFA PENSION FUND EQUITY SUB-FUND ACCOUNT 1 7,000 0.00
CDC - TRUSTEE NAFA ISLAMIC PENSION FUND EQUITY ACCOUNT 1 41,000 0.01
CDC - TRUSTEE AWT ISLAMIC STOCK FUND 1 33,300 0.01
CDC - TRUSTEE NATIONAL INVESTMENT (UNIT) TRUST 1 7,594,956 2.38
CDC - TRUSTEE ABL ISLAMIC PENSION FUND - EQUITY SUB FUND 1 10,800 0.00
CDC - TRUSTEE ABL PENSION FUND - EQUITY SUB FUND 1 14,800 0.00
CDC-TRUSTEE ALHAMRA ISLAMIC PENSION FUND - EQUITY SUB FUND 1 28,000 0.01
CDC - TRUSTEE PAKISTAN PENSION FUND - EQUITY SUB FUND 1 35,000 0.01
CDC - TRUSTEE NBP ISLAMIC STOCK FUND 1 316,300 0.10
CDC - TRUSTEE AWT STOCK FUND 1 25,000 0.01
CDC - TRUSTEE NIT ISLAMIC EQUITY FUND 1 282,700 0.09
CDC-TRUSTEE NITIPF EQUITY SUB-FUND 1 7,500 0.00
CDC - TRUSTEE NBP ISLAMIC ACTIVE ALLOCATION EQUITY FUND 1 29,700 0.01
CDC - TRUSTEE LAKSON TACTICAL FUND 1 12,046 0.00
CDC - TRUSTEE LAKSON ISLAMIC TACTICAL FUND 1 10,550 0.00
MCBFSL TRUSTEE ABL ISLAMIC DEDICATED STOCK FUND 1 31,000 0.01
CDC - TRUSTEE ATLAS ISLAMIC DEDICATED STOCK FUND 1 15,000 0.00
CDC - TRUSTEE NIT ASSET ALLOCATION FUND 1 59,100 0.02
General Public
a. Local 6,729 18,968,095 5.96
b. Foreign 12 206,520 0.06
Foreign Companies 4 400,200 0.13
Others 141 2,999,265 0.94
Total 6,970 318,467,278 100.00
Share holders holding 10% or more
S.R.ONE INTERNATIONAL B.V. 263,029,794 82.59

Members Having
10% OR MORE OF VOTING RIGHTS
No. of Percentage
Name of Shareholder(s) Shares Held (%)
SHARES TRADED BY DIRECTORS / EXECUTIVES
Only Two share of GSKPL, were traded by the Director during the financial year from January 1, 2020 to December 31, 2020.
No. of No. of Percentage

Shareholders Shares Held (%)
SHAREHOLDING POSITION / IBAN
Shares in Physical Register 1,998 266,590,452.00 83.71

Shares Deposited in Central Depository System 4,972 51,876,826.00 16.29
Total 6,970 318,467,278.00 100.00
IBAN / Account No. Updated (Physical) 525 1,207,988.00 7.53

IBAN / Account No. Updated (CDS) 4,607 51,655,707.00 66.10
Total 5,132 52,863,695.00 73.63
Free Float Shares
Free Float Shares of the Company 51,876,825 i.e. (16.29%) Shares out of total 318,467,278 Shares as on December 31, 2020.

Key Shareholding
Name of Shareholders Number of Shares Percentage

Directors, Spouses and their Childrens
MR. MUNEER KAMAL 2 0.00
MRS. MAHEEN RAHMAN 1 0.00
Total 3 0.00
Associates Companies
Modarabas and Mutual Fund
FIRST ALNOOR MODARABA 2,500 0.00
CDC - TRUSTEE MCB PAKISTAN STOCK MARKET FUND 375,800 0.12
CDC - TRUSTEE PAKISTAN CAPITAL MARKET FUND 21,000 0.01
CDC - TRUSTEE ALHAMRA ISLAMIC STOCK FUND 100,400 0.03
CDC - TRUSTEE ATLAS STOCK MARKET FUND 326,000 0.10
CDC - TRUSTEE ALFALAH GHP VALUE FUND 12,000 0.00
CDC - TRUSTEE AKD INDEX TRACKER FUND 12,873 0.00
CDC - TRUSTEE AKD OPPORTUNITY FUND 10,000 0.00
CDC-TRUSTEE ALHAMRA ISLAMIC ASSET ALLOCATION FUND 100,000 0.03
B.R.R. GUARDIAN MODARABA 164,930 0.05
CDC - TRUSTEE ATLAS ISLAMIC STOCK FUND 89,900 0.03
CDC - TRUSTEE NBP STOCK FUND 219,800 0.07
CDC - TRUSTEE APF-EQUITY SUB FUND 12,000 0.00
CDC - TRUSTEE ALFALAH GHP ISLAMIC STOCK FUND 118,000 0.04
CDC - TRUSTEE APIF - EQUITY SUB FUND 25,500 0.01
MC FSL - TRUSTEE JS GROWTH FUND 55,600 0.02
CDC - TRUSTEE MCB PAKISTAN ASSET ALLOCATION FUND 70,000 0.02
CDC - TRUSTEE ALFALAH GHP STOCK FUND 70,000 0.02
CDC - TRUSTEE ALFALAH GHP ALPHA FUND 31,600 0.01
CDC - TRUSTEE NIT-EQUITY MARKET OPPORTUNITY FUND 208,000 0.07
CDC - TRUSTEE ABL STOCK FUND 312,500 0.10
CDC - TRUSTEE LAKSON EQUITY FUND 72,000 0.02
CDC - TRUSTEE KSE MEEZAN INDEX FUND 155,700 0.05
MCBFSL - TRUSTEE ABL ISLAMIC STOCK FUND 169,700 0.05
CDC - TRUSTEE NAFA PENSION FUND EQUITY SUB-FUND ACCOUNT 7,000 0.00
CDC - TRUSTEE NAFA ISLAMIC PENSION FUND EQUITY ACCOUNT 41,000 0.01
CDC - TRUSTEE AWT ISLAMIC STOCK FUND 33,300 0.01
CDC - TRUSTEE NATIONAL INVESTMENT (UNIT) TRUST 7,594,956 2.38
CDC - TRUSTEE ABL ISLAMIC PENSION FUND - EQUITY SUB FUND 10,800 0.00
CDC - TRUSTEE ABL PENSION FUND - EQUITY SUB FUND 14,800 0.00
CDC-TRUSTEE ALHAMRA ISLAMIC PENSION FUND - EQUITY SUB FUND 28,000 0.01
CDC - TRUSTEE PAKISTAN PENSION FUND - EQUITY SUB FUND 35,000 0.01
CDC - TRUSTEE NBP ISLAMIC STOCK FUND 316,300 0.10
CDC - TRUSTEE AWT STOCK FUND 25,000 0.01
CDC - TRUSTEE NIT ISLAMIC EQUITY FUND 282,700 0.09
CDC-TRUSTEE NITIPF EQUITY SUB-FUND 7,500 0.00
CDC - TRUSTEE NBP ISLAMIC ACTIVE ALLOCATION EQUITY FUND 29,700 0.01
CDC - TRUSTEE LAKSON TACTICAL FUND 12,046 0.00
CDC - TRUSTEE LAKSON ISLAMIC TACTICAL FUND 10,550 0.00
MCBFSL TRUSTEE ABL ISLAMIC DEDICATED STOCK FUND 31,000 0.01
CDC - TRUSTEE ATLAS ISLAMIC DEDICATED STOCK FUND 15,000 0.00
CDC - TRUSTEE NIT ASSET ALLOCATION FUND 59,100 0.02
Total 11,289,555 3.54
Banks Development Financial Institutions, Non-Banking Financial Institutions 11,241,361 3.53
Foreign Companies
MCKINLEY CAPITAL MEASA FUND OEIC LIMITED 221,700 0.07
LAERERNES PENSION FORSIKRINGSAKTIESELSKAB 90,200 0.03
AZIMUT PAKISTAN EQUITY FUND (OEIC) PLC 86,100 0.03
Habib Bank AG Zurich, Zurich, Switzerland 2,200 0.00
Total 400,200 0.13

Notice of Annual General Meeting
Notice is hereby given to the members that the 74th Annual General Meeting of GlaxoSmithKline Pakistan Limited will be held on
Tuesday, 27 April 2021 at 11:30 a.m. through/ via WEBEX video link from GSK Pakistan head office at 35 Dockyard Road West
Wharf, Karachi 74000 in compliance with Circular No 5 of 2020 of SECP dated March 17, 2020, Circular No. 4 of 2021 of SECP
dated February 15, 2021 and subsequent Circular No. 6 of 2021 issued by Corporate Supervision Department of SECP dated
March 03, 2021, to transact the following business:
ORDINARY BUSINESS:
1. To receive, consider and adopt the audited Financial Statements together with the Directors’ and Auditors’ Report thereon
for the year ended 31 December 2020.
2. To consider, approve and declare the dividend on the ordinary shares of the Company. The Directors have recommended a
final cash dividend of 65% (Rs.6.50 per ordinary share of Rs. 10 each), for the year ended 31 December 2020.
3. To appoint External Auditors of the Company for the ensuing year, and to fix their remuneration. The Board of Directors, on
the recommendation of Audit Committee of the Company, has proposed re-appointment of M/s Yousuf Adil Chartered
Accountants as external auditors, for the year ending 31st December 2021.
ANY OTHER BUSINESS:
1. To transact any other business with the permission of the Chair.

By Order of the Board
Karachi MEHAR-E-DARAKSHA AMEER

April 6, 2021 Company Secretary
Notes:
1. In pursuance of SECP Circular No. 5 dated March 17, 2020 and subsequent Circulars No. 25 of 2020 dated August 31,
2020, No. 33 of 2020 dated November 5, 2020, No. 4 of 2021 dated February 15, 2021 and No. 6 of 2021, issued by
Corporate Supervision Department of SECP, dated March 03, 2021 respectively regarding Regulatory Relief to dilute
impact of Corona Virus (COVID 19) for Corporate Sector (194), the proceedings of the AGM shall be held online through
WEBEX only. The shareholders attending the AGM through WEBEX, are requested to post/send their respective
questions/comments/suggestions along with their Name and Folio Number on the following Vevox link OR email address
according to their convenience.
For posting your questions please use the Vevox link below:
You can use the Vevox link: https://vevox.app/#/m/151639936
Email Address: [email protected]
For attending live proceedings of the AGM, the shareholders are requested to log-on the following link:
Event address for attendees:
https://gskmeeting.webex.com/gskmeeting/onstage/g.php?MTID=ee9f3fdda1fd59550d17a059090128a80

2. The Share Transfer Books of the Company will be closed for determining the entitlement for the payment of Final Dividend
from 21 April 2021 to 27 April 2021 (both days inclusive). Transfer requests received at the Office of the Share Registrar
of the Company at CDC Share Registrar Services Limited, CDC House, 99-B, Block – B, S.M.C.H. Society, Main
Shahrah-e-Faisal, Karachi at the close of business on 20 April 2021 (Tuesday) will be treated in time for the purposes of
Annual General Meeting and entitlement to the transferees.
3. A member entitled to attend and vote at the Meeting may appoint another member as his/her Proxy to attend, speak and
vote at the Meeting on his/her behalf. The instrument appointing Proxy must be deposited at the Registered office of the
Company duly stamped and signed, not later than 48 hours before the time for holding the meeting. A member cannot
appoint more than one proxy. Attested copy of the shareholder’s Computerized National Identity Card (CNIC) must be
attached with the Form. For any other relevant aspects, contents of section 137 of the Companies Act, 2017 will apply.
The instrument appointing Proxy is available on the Company’s website (http://www.pk.gsk.com)
4. Shareholders are requested to notify the Company’s Share Registrar if there is any change in their registered postal
addresses.
5. In pursuance of SECP Circular No. 10 dated April 1, 2020 regarding Regulatory Relief to dilute impact of Corona Virus
(COVID 19) for Corporate Sector (194), the Annual Report shall be circulated via email to those shareholders whose email
addresses are present in the records/database of the CDC. The Annual Report has also been uploaded at the Company’s
website and is readily accessible to the shareholders (http://www.pk.gsk.com).
6. CDC Account Holders will further have to follow the undermentioned guidelines as laid down in circular no. 1 of 2000
dated 26 January 2000, issued by the Securities and Exchange Commission of Pakistan (SECP).
A. For Attending the Meeting:
i. In view of Circular No. 6 of 2021 issued by the Corporate Supervision Department dated March 03, 2021
in continuation of office Circular No. 4 dated February 15, 2021 and in view of the prevalent COVID-19
pandemic situation in the country, due to the practical difficulties faced by listed companies to hold the
meeting physically; the Company has decided to hold the meeting through electronic mode only.
ii. In case of individuals, the Account Holder or Sub-Account Holder and/or the person whose securities are
in group account and their registration details are uploaded as per the Regulations, shall attend live
proceedings of the AGM via log-in on the following link:
Event address for attendees:
https://gskmeeting.webex.com/gskmeeting/onstage/g.php?MTID=ee9f3fdda1fd59550d17a059090128a80
You will be able to view the Directors and hear the live proceedings of the AGM but your connection will
be on mute, to avoid any connectivity disruptions. The shareholders attending the AGM through WEBEX,
may post/send their respective questions/comments/suggestions along with their Name and Folio
Number on the Vevox link/email address, provided above in this notice.
iii. In case of corporate entity, the Board of Directors’ Resolution /Power of Attorney with specimen
signature of the nominee shall be produced (unless it has been provided earlier) at the time of the
meeting.

B. For Appointing Proxies:
i. In case of individuals, the Account Holder or Sub-Account Holder and/or the person whose securities are in group
account and their registration details are uploaded as per the Regulations, shall submit the Proxy Form as per the
above requirement.
ii. The Proxy Form shall be witnessed by two persons whose names, addresses and CNIC numbers shall be
mentioned on the Form.
iii. Attested copies of CNIC or the passport of the beneficial owners and the Proxy shall be furnished with the Proxy
Form.
iv. The Proxy shall produce his/her original CNIC or original passport at the time of the meeting.
v. In case of corporate entity, the Board of Directors’ Resolution /Power of Attorney with specimen signature shall be
submitted (unless it has been provided earlier) along with the Proxy Form to the Company
vi. The Proxy is available on the Company Website (http://www.pk.gsk.com)
The Company continues to monitor the impact of COVID-19 and any relevant updates regarding the Meetings, including any
changes to the arrangements outlined in the Notice of AGM, will be announced via a Regulatory Information Service (PUCAR) and
will be available on http://www.pk.gsk.com
7. Submission of CNIC/NTN Number on Electronic Dividend (MANDATORY):
a. According to the Securities and Exchange Commission of Pakistan’s (SECP) SRO 831(1)/2012 dated July 05,
2012 read with SRO 19(1) 2014 dated January 10, 2014 and other relevant rules, the electronic dividend should
also bear the CNIC number of the registered shareholder or the authorized person, except in the case of minor(s)
and Corporate Shareholders.
b. As per Regulation No. 4 and 6 of the Companies (Distribution of Dividend) Regulations, 2017, the Company shall be
constrained to withhold the payment of dividend to the shareholders, In case of non-availability of identification
number (CNIC or National Tax Number) of the Shareholder or authorized person.
c. Accordingly, the shareholders, who have not yet submitted a copy of their valid CNIC or NTN, are once again
requested to immediately submit the same to the Company’s Share Registrar at CDC Share Registrar Services
Limited, CDC House, 99-B, Block – B, S.M.C.H.S., Main Shahra-e-Faisal, Karachi. Corporate entities are requested to
provide their National Tax Number (NTN) and Folio Number along with the authorized representative’s CNIC copy.
8. Payment of Cash Dividend Through Electronic Mode (Mandatory):
a. In accordance with SECP Circular No. 18 of 2017 dated 1st August 2017 and instructions related to distribution of
dividend indicated in Companies (Distribution of Dividend) Regulations, 2017 and Section 242 of Companies Act,
2017, all listed companies are required to ensure that with effect from 1st November 2017, the Cash dividends shall
be paid through electronic mode only. Therefore, Shareholders are requested to provide the details of their Bank
Mandate specifying: (i) title of account, (ii) account number, (iii) IBAN number (iv) bank name and (v) branch name,
code and address and (vi) Mobile number to Company’s Share Registrar M/s. CDC Share Registrar Services
Limited. Those Shareholders who hold shares with Participants / Central Depository Company of Pakistan (CDC)
are advised to provide the same to their concerned participant/CDC.
b. Please note that as per Section 243(3) of the Companies Act, 2017, Company are entitled to withhold payment of
dividend, if necessary information is not provided by the Shareholders.
c. For the Convenience of shareholders e-Dividend Mandate Form is available on the Company’s website i.e.
http://www.pk.gsk.com.

Status of IBAN as on December 31, 2020 of GlaxoSmithKline Pakistan Limited Shareholders (Physical and CDS) as follows:
Current Total Number of Current Number of Ratio/Percentage of

Shareholders as on IBAN updated as on IBAN updated
December 31, 2020 December 31, 2020
Physical CDS Total Physical CDS Total %
1998 4,972 6,970 525 4,607 5,132 73.67
9. Availability of Annual Audited Financial Statements:
a. In accordance with the provision of Section 223 of the Companies Act, 2017, the audited financial statements of the
Company for the year ended December 31, 2020, are available on the Company’s website {http://www.pk.gsk.com}.
b. Any shareholder desires to get the hard copy of the Annual Audited Financial Statements 2020, the same shall be
provided free of cost within seven working days of receipt of such request.
c. In pursuance of the directions given by SECP vide SRO 787 (1)/2014 dated September 8, 2014, those
shareholders who desire to receive Annual Financial Statements in future through email instead of receiving the
same by post are advised to give their formal consent along with their valid email address on a “Standard Request
Form”.
d. For convenience of shareholders, a “Standard Request Form” for provision of Annual Audited Financial Statements
is available on the Company’s website [http://www.pk.gsk.com].
10. Deduction of Income Tax from Dividend:
a. This is with reference to final cash dividend announced by GlaxoSmithKline Pakistan Limited at the rate of Rs. 6.50
per share to the shareholders for the year ended December 31, 2020.
b. Shareholders whose names are not appearing in the Active Tax-payers List (ATL) are advised to immediately make
necessary arrangement to make them active. Otherwise, tax on their cash dividend will be deducted as per law.
c. Further, according to clarification received from Federal Board of Revenue [FBR], withholding tax will be determined
separately on Active/Non-Active Status of Principal Shareholder as well as Joint-Holder(s) based on their
shareholding proportions, in case of joint accounts.
d. In this regard, all shareholders who hold shares with joint shareholders are requested to provide shareholding
proportions of Principal shareholder and Joint Holder(s) in respect of shares held by them to our Share Registrar, in
writing as follows:
Principal Shareholder Joint Shareholder
Folio / Total
CDS Name and Shareholding Name and Shareholding
Account # Shares Proportion Proportion
CNIC # (No. of Shares) CNIC # (No. of Shares)

Notes:
I. The required information must reach the Company’s Share Registrar by 20 April 2021; otherwise it will be assumed
that the shares are equally held by Principal shareholder and Joint Holder(s) and tax will be deducted accordingly.
II. The Corporate shareholders, having CDC accounts, are requested to have their National Tax Number (NTN)
updated with their respective participants. Corporate Physical Shareholders should send a copy of their NTN
Certificate to the Company's Share Registrar. The Shareholders, while sending NTN or NTN certificates, as the case
may be, must quote Company name and their respective folio numbers.
III. Withholding tax exemption from dividend income, shall only be allowed if a copy of valid tax exemption certificate is
made available to the Company’s Share Registrar by 20 April 2021.
11. Deposit of Physical Shares into CDC Account
As per Section 72 of the Companies Act, 2017 every existing listed company shall be required to replace its physical
shares with book-entry form in a manner as may be specified and from the date notified by the Commission, within a period
not exceeding four years from the commencement of the Act, i.e., May 30, 2017. The Shareholders having physical
shareholding are encouraged to open CDC sub - account with any of the brokers or Investor Account directly with CDC to
place their physical shares into scrip less form, this will facilitate them in many ways, including safe custody and sale of
shares, any time they want, as the trading of physical shares is not permitted as per existing regulations of the Pakistan
Stock Exchange.
12. Unclaimed Dividend / Shares:
As per the provisions of section 244 of the Companies Act, 2017, any shares issued or dividend declared by the Company
which have remained unclaimed/unpaid for a period of three years from the date on which it was due and payable, are
required to be deposited with Securities and Exchange Commission of Pakistan for the credit of Federal Government after
issuance of notices to the Shareholders to file their claim. Shareholders are requested to ensure that their claims for
unclaimed dividend and shares are lodged promptly. In case, no claim is lodged, the Company shall proceed to deposit the
unclaimed/unpaid amount and shares with the Federal Government pursuant to the provision of Section 244(2) of
Companies Act, 2017, as prescribed.
13. Postal Ballot/E-Voting
In accordance with the Companies (Postal Ballot) Regulations, 2018, for the purpose of Election of Directors and for any
other agenda item subject to the requirements of section 143 and 144 of the Companies Act, 2017, members holding in
aggregate 10% or more shareholding as per law, will be allowed to exercise their right of vote through postal ballot i.e. by
post or e-voting, in the manner and subject to conditions contained in aforesaid Regulations.
14. Code of Conduct for Shareholders in General Meeting:
I. Pursuant to the provision of Section 215 of Companies Act, 2017 (the “Act”)
a) Without prejudice to his rights under this Act, a member of the company shall not exert influence or
approach the management directly for decisions which may lead to create hurdle in the smooth
functioning of management.
b) Any shareholder who fails to conduct in the manner provided in this section and as specified by the
Commission shall be guilty of an offence under this section and shall be liable to a penalty not exceeding
of level 1 on the standard scale.
II. In compliance with Section 185 of Companies Act, 2017 Corporation shall not distribute gifts in any form to its
members in its meeting.

15. Consent for Video Conference Facility:
a. In accordance with Section 132 and 134 of the Companies Act, 2017, members can also avail video conference
facility.
b. If the Company receives consent from members holding in aggregate 10% or more shareholding residing at a
geographical location other than the city of the Meeting, to participate in the meeting through video conference at
least 7 days prior to the date of the Annual General Meeting, the Company will arrange video conference facility in
that city subject to availability of such facility in that city. In this regard, please fill the following form and submit the
same to the registered address of the Company 7 days before holding of the Annual General Meeting.
c. The Company will intimate to members regarding the venue of video conference facility at least 5 days before the
date of the Annual General Meeting along with complete information necessary to enable them to access such
facility.
I/We, __________________________________________ of ___________________, being a member of GlaxoSmithKline

Pakistan Limited, holder of ____________________________________________ ordinary share (s) as per Registered
Folio/CDC Account No. ___________________________________________________ hereby opt for video conference
facility at _____________________________________.
__________________
Signature of Member

%
74.67 5,132 4,607 525 6,970 4,972 1,998

‫ ا�ع �م �ا� �� ا�س ِ �م‬

Factories and Offices
Offices
FACTORIES DISTRIBUTION/SALES OFFICES
35, Dockyard Road Karachi

West Wharf, GlaxoSmithKline Pakistan Limited
Karachi. B-63, 65, Estate Avenue, S.I.T.E.,
Tel: +92 21 32315478 - 82 Karachi.
Fax: +92 21 32311120 Tel: +92 21 32561200 – 07
UAN: +92 21 111 475 725 Fax: +92 21 32564908
F-268, S.I.T.E., Sukkur

Karachi. GlaxoSmithKline Pakistan Limited
Tel: +92 21 32570665 – 69 Plot No. 77/80, Block B,
Fax: +92-21 32572613 Friends Cooperative Housing Society.
Akhuwul Nagar, Airport Road,
Plot # 5, Sector 21, Sukkur.
Kornagi Industrial Area, Tel: +92 71 5630668, +92 71 5630144
Karachi. Fax: +92 71 5631665
Fax: +92 21 35015800
UAN: +92 21 111 000 267 Multan
Islam-ud-din House, Mehmood Kot, Bosan Road,
Multan.
Tel: +92 61 6222061 – 64
Fax: +90 61 6222064
Lahore
3rd Floor, The Enterprise Building,
Thokar Niaz Baig, Multan Road,
Lahore.
Tel: +92 42 37512755-60
Islamabad
Aleem House, Plot No. 409, Sector I - 9, Industrial Area,
Islamabad.
Tel: +92 51 4433589, +92 51 4433598
Fax: +92 51 4433706
Peshawar
Opposite Grand Hotel, Behind ECS, Tehkal Payan,
University Road,
Peshawar.
Tel: +92 91 5703641

Form of Proxy
I/We_____________________________________ of __________________________________, being a

Member of GlaxoSmithKline Pakistan Limited holding __________________ ordinary shares as per Folio
No. / CDC Participant ID and A/c No._________________ hereby appoint
______________________________ of _____________, another Member of the Company, failing him/her
______________________________________ of ___________________________ as my/our proxy in
my/our absence to attend and to vote and act for me/us and on my/our behalf at the Annual General
Meeting of the Company to be held at GSK Pakistan head office at 35 Dockyard Road West Wharf,
Karachi 74000 at 11:30 a.m. on Tuseday, April 27, 2021 and at any adjournment thereof.
As witness my/our hand(s) this _____ day of _____________________ 2021.

Affix
revenue
Signed in the presence of:
stamp of
Rs. 5/-
(Signature of Witness 1) (Signature of Witness 2)

Name of Witness: Name of Witness:
CNIC No.: CNIC No.:
Address: Address:
(Name in Block letters) Signature of the Shareholder

Folio No.
Notes:
1. The Member is requested:
(a) to affix Revenue Stamp of Rs. 5/- at the place indicated above;
(b) to sign in the same style of signature as is registered with the Company;
(c) to write down his/her Folio Number.
2. For the appointment of the above Proxy to be valid, this instrument of proxy must be received at the Registered Office of the Company at 35, Dockyard
Road, West Wharf, Karachi-74000, at least 48 hours before the time fixed for the Meeting.
3. Any alteration made in this instrument of proxy should be initialled by the person who signs it.
4. In the case of joint holders, the vote of the senior who tenders a vote whether in person or by Proxy will be accepted to the exclusion of the votes of the
other joint holders, and for this purpose seniority will be determined by the order in which the names stand in the Register of Members.
5. No person shall act as proxy unless he/she himself/herself is a member of the Company, except that a corporation may appoint a person who is not a
member.
For CDC Account Holders / Corporate Entities:
In addition to the above, the following requirements have to be met:
(i) The proxy form must be witnessed by two persons whose names, addresses and CNIC numbers shall be mentioned on the form.
(ii) Attested copies of CNIC or the passport of the beneficial owners and of the Proxy must be furnished with the proxy form.
(iii) The Proxy must produce his original CNIC or original passport at the time of the Meeting.
(iv) In case of corporate entities, the Board of Directors’ resolution/power of attorney and specimen signature must be submitted (unless it has been
provided earlier) along with proxy forms to the Share Registrars.

Affix
Correct
Postage
Share Registrar Department:

CDC Share Registrar Services Limited
CDC House, 99-B, Block ‘B’
S.M.C.H.S., Main Shahra-e-Faisal,
Karachi – 74400, Pakistan

Affix
Correct
Postage
Share Registrar Department:

CDC House, 99-B, Block ‘B’
S.M.C.H.S., Main Shahra-e-Faisal,
Karachi – 74400, Pakistan

Standard Request Form
For Annual Financial Statements through Email/Hard Copy
Dear Shareholder(s)
The Securities and Exchange Commission of Pakistan through its SRO 787(1)/2014 dated September 8, 2014 and SRO
470(1)/2016 dated May 31, 2016 has allowed the circulation of Company’s annual balance sheet and profit and loss
account, auditor’s report and directors’ report etc. (Audited Annual Financial Statements) to the Shareholders along with
notice of Annual General Meeting (AGM) through CD/DVD/USB/Email instead of transmitting the hard copies at their
registered address.
Therefore, if you wish to receive Company’s (Audited Annual Financial Statements) along with the notice of (AGM) via – email
or Hard copy, you are requested to provide this letter duly filled and signed to our Share Registrar at their below address:
Folio / CDC Account Number:
Name of the Members / Shareholders:
CNIC / Passport #:
Valid Email Address:
Address :
Please tick one:
Yes, I wish to receive an emailed version of the GSK Annual Financial Statements every year.
Yes, I wish to receive a printed version of the GSK Annual Financial Statements every year.
Please return this form to:

CDC House, 99-B, Block – B, S.M.C.H. Society,
Main Shahrah-e-Faisal,
Karachi-74400.
*Please note: if you do not respond, we are not required to send copies of our Annual Financial Statements (although you
will always be able to access the report at the website specified above). You may change your preference to receive and
Financial Statements at any time by notifying us in writing at the above address.
Declaration
! I declare that the above – mentioned information is correct and in case of any change therein, I will immediately
intimate to the Company’s Share Registrar.
Signature Date / /

*

Electronic Dividend Mandate Form
DIVIDEND MANDATE (MANDATORY) In accordance with the provisions of the Companies Act, 2017 and the Companies (Distribution of
Dividends) Regulations 2017, it is mandatory for a listed Company to pay cash dividend to its shareholders only through electronic mode
by remitting directly into the designated bank account (“the Bank Account”) as provided by the entitled shareholders.
In order to receive your dividends directly into your Bank Account, please complete the particulars as mentioned below and return this letter
duly signed along with a copy of your valid CNIC to the Shares Registrar of GlaxoSmithKline Pakistan Limited (“the Company”) CDC Share
Registrar Services Limited CDC House, 99-B, Block – B, S.M.C.H. Society, Main Shahrah-e-Faisal, Karachi-74400..
IF YOU DO NOT PROVIDE BANK ACCOUNT DETAILS, THE COMPANY WILL WITHHOLD DIVIDEND PAYMENT AS
REQUIRED BY LAW.
My Bank account details for credit of dividend are as below:
Name of shareholder :
Folio Number/CDC Account No. : of GlaxoSmithKline Pakistan Limited
Mobile number of shareholder :
Title of Account (*) :
Account Number :
IBAN Number (24 digits) (**) :
Name of Bank :
Bank branch and Code :
Mailing Address of Branch :
CNIC No. (attach attested copy) :
NTN (in case of corporate entity) :
It is stated that the above particulars given by me are correct and to the best of my knowledge; I shall keep the Company
informed in case of any changes in the said particulars in future.
Shareholder’s Signature Date

[As per specimen signature registered with the GlaxoSmithKline Pakistan Limited/Shares Registrar]
NOTES:
*Joint account holders shall specify complete Title of Account, including shareholders name.
**Please provide complete IBAN Number, after checking with your concerned Bank branch to enable electronic credit
directly into your bank account.

Glossary
Term Definition
ABAC Anti-Bribery And Corruption

AGM Annual General Meeting
AMR Antimicrobial Resistance
AOM Acute Otitis Media
ATL Active Taxpayer List
BPH Benign Prostatic Hyperplasia
CDC Central Depository Company
CDC SRSL Central Depository Company Shares Registrar Services Limited
CEO Chief Executive Officer
CFO Chief Financial Officer
CGA Communication and Government Affairs
CIME Centre of Innovation in Medical Education
CoCG Code of Corporate Governance
COPD Chronic Obstructive Pulmonary Disease
CSR Corporate Social Responsibility
EAFA European Aluminum Foil Association
EOGM Extra Ordinary General Meeting
EMC Emerging Markets Central
EPS Earning Per Share
ERP Enterprise Resource Planning
F2F Face-to-Face
HCP Health Care Professional
ICAP Institute of Chartered Accountants of Pakistan
ICMAP Institute of Cost and Management Accountants of Pakistan
IMT Issues Management Team
ISO International Organization for Standardization
KPI Key Performance Indicator
MENA Middle East North Africa
OIT Order Intelligence Tool
PICG Pakistan Institute of Corporate Governance
PKR Pakistani Rupee
PPE Personal Protective Equipment
PSX Pakistan Stock Exchange
SECP Securities and Exchange Commission of Pakistan
SOAR Survey of Antibiotic Resistance
SSTI Selective Serotonin Reuptake Inhibitor
TCS Topical Corticosteroid

Conceptualized & Designed by

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Calibrating

Unreserved Statement of 74 Statement of Cash Flows 116

Risk Management Compliance Board 74 Forward Looking Statement 168

Directors’ Report 75 Integrated Reporting 170

Directors’ Report - Urdu 85 Pattern of Shareholding 171

Chairman’s Review 86 Shareholding Information 172

Financial Highlights 88 Key Shareholding 174

DUPONT Analysis 89 Notice of Annual General Meeting 175

Statement of Value Added 97

Key Operating and Financial Data 98

Direct Cash Flow Statement 101

Horizontal Analysis 102

Board of Directors Management Committee Disclosure Committee Company Secretary

02 GSK Annual Report 2020

06 GSK Annual Report 2020

GSK Annual Report 2020 07

Our Values and Expectations

Our values are Patient Focus, Transparency, Respect, Integrity.

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GSK Annual Report 2020 09

Pharmaceuticals Vaccines Consumer Healthcare

Our Pharmaceuticals We are the world’s largest Our world-leading

10 GSK Annual Report 2020

We invest in scientific and

GSK Annual Report 2020 11

As a science-led and global healthcare company, we remain committed to our mission of

Major competitors are multinational pharmaceutical companies such as Abbott, Novartis,

12 GSK Annual Report 2020

The F-268 facility is located in the Sindh Industrial Trading

PSC, Korangi, Karachi

Located in the Korangi Industrial Area, this state of the art

PSC, West Wharf, Karachi

GSK West Wharf is a pioneering pharmaceutical

GSK Annual Report 2020 13

GlaxoSmithKline S.R One International B.V

GlaxoSmithKline Plc Setfirst Limited

Composition of Local vs. Imported Materials

COMPOSITION OF LOCAL VS. IMPORTED MATERIALS

14 GSK Annual Report 2020

Biologicals Corporate Consumer Healthcare GMS Pharmaceuticals Research and Development

Head Office Warehouse

Sales Office Factory

GSK Annual Report 2020 15

Audit Board of Human

Chief Chief Disclosure

Business Business Business Director Director

16 GSK Annual Report 2020

Tech Head Pakistan

Site Director - F/268

Site Director - Korangi

GSK Annual Report 2020 17

NUMBER OF EMPLOYEES 2020

Number of employees including contractual employees at the end of year 1,892

Number of factory employees at year end 940

Average number of factory employees during the year 970

18 GSK Annual Report 2020

Suppliers of raw and packaging materials

Key Accounts Patients

GSK Annual Report 2020 19

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GSK Annual Report 2020 23

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Future Leaders Program Resilience and Work-life Balance

GSK Annual Report 2020 25

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We’ve chosen to highlight three key areas to reinforce life at GSK

Be You Feel Good Keep Growing

We all bring something When we focus on our Our world is always

Underpinned by brilliant managers and technology

30 GSK Annual Report 2020

Be You Feel Good Keep Growing

Diversity Agenda Health & Wellness Development

GSK Annual Report 2020 31

We, as a team, endeavor to continue to deliver best value to our

Despite the challenges of 2020, Amoxil demonstrated

32 GSK Annual Report 2020