GSK Annual Report 2014

GlaxoSmithKline Pakistan Limited
Management Report 2014
CREATING
A COLOURFUL
TOMORROW
As a socially responsible global healthcare company, we at GSK aspire to provide quality products
that enable people to DO MORE, FEEL BETTER, LIVE LONGER.
Today, as societys expectations of healthcare companies are changing, demanding more for
patients, we as a Company want to lead this change and stay true to the values that are the
foundation of our business.
While we have made great strides to reshape the business by taking leadership positions in areas
such as innovation, transparency, access and collaboration, our passion to serve the needs of our
customers drives us to continually deliver products of value that touch millions of lives every day and
create a colourful tomorrow.
CONTENTS
02
04
06
07
08
10
12
14
16
18
20
21
22
23
24
27
28
29
32
35
36
Corporate
Information
Ethical
Leadership
Human
Resource Delivering
World Class
Performance
Vision,
Mission &
Values
Quality
Management
System
(QMS)
Medical
Affairs/
Dermatology
GSK
Expectations
Environment,
Health & Safety
(EHS)
Consumer
Health Care
Strategic
Priorities
Global
Manufacturing
& Supply
(GMS)
Vaccines
Company
Profile and
Group
Structure
Research &
Development
(R&D)
Corporate
Social
Responsibility
(CSR)
Organogram
Information
Technology
Achieving
Milestones
Geographical
Presence
Awards for
the Year 2014
GSK Pharma
Launches
2014
38
40
42
48
55
56
57
58
Directors
Profile
DuPont
Analysis
Board &
Management
Committees
Horizontal
Analysis
Directors
Report to the
Shareholders
Vertical
Analysis
Chief
Executives
Review
Direct Cash
Flow
50
Financial
Performance
at a Glance
51
Statement of
Value Added
52
Key
Operating
& Financial
Data
Board of Directors
Mr. Renaud Savary
Chairman
Mr. M. Salman Burney

Chief Executive
Mr. Husain Lawai

Independent Director
Mr. Mehmood Mandviwalla

Non-Executive Director
Mr. Dave Cooper

Non-Executive Director
Mr. Yahya Zakaria

Director Finance
Audit Committee
Mr. Husain Lawai
Chairman

Member
Mr. Dave Cooper
Management
Committee
Mr. Yahya Zakaria
Director Finance
Mr. Azeem A. Naqvi

Head of Legal
Mr. Sohail Matin

Country Manager - Consumer Healthcare
Ms. Pouruchisty Sidhwa

Director Human Resources
Dr. Khawar Saeed Khan

Director Medical Affairs
Dr. Naved Masoom Ali

Business Unit Head
Mr. Khalid Mehmood Sethi

Business Unit Head
Ms. Zainab Hameed

Head of IT
Mr. Syed Salman Haider
Mr Renaud Savary
Director Commercial Excellence

and Speciality Business Unit
Member
Company Secretary
Mr. Azeem A. Naqvi
Chairman
Chief Financial
Officer
Mr. Husain Lawai
Mr. Yahya Zakaria
Member

Member
Mr. Renaud Savary

Member
Chief Internal Auditor

Ms. Ayesha Muharram
Bankers
Barclays Bank PLC Pakistan
Citibank NA
Deutsche Bank A.G.
Habib Bank Limited
Meezan Bank Limited
GSK
Standard Chartered Bank (Pakistan) Ltd
02
A. F. Ferguson & Co.

Chartered Accountants
Chief Executive
Member
Human Resource
& Remuneration
Committee
Auditors
Legal Advisors
Mandviwalla & Zafar
Orr, Dignam & Co.
Rizvi, Isa, Afridi & Angell
Vellani & Vellani
Registered Office
35 - Dockyard Road, West Wharf,
Karachi - 74000.
Tel: 92-21-111-475-725

(111-GSK-PAK)
Fax: 92-21-32314898, 32311122
Website: www.gsk.com.pk
management report twenty fourteen
CORPORATE
INFORMATION
03
OUR VISION,
MISSION & VALUES
Our Vision
Our Values
GSKs vision is inspiring:
Respect for People
The opportunity to make a

difference to the millions of
lives everyday
We believe that respecting each other is the key to

progress and growth for our business, employees and
customers. Our employment practices are designed to
create a culture, in which all GSK employees feel valued,
empowered and inspired to achieve our goals.
At GSK we perform in unison by following our

strong value system and ethical guidelines as a
source of direction and inspiration to help achieve
our vision.
Each and every member of the GSK family plays
a vital role in improving the quality of human life.
GSKs growth and development can be attributed to
the contribution of the skills, talents and ideas of its
people.
GSK follows its core values of respect for people,
patient focused, transparency and integrity. We
are proud of our commitment that enables us to
enhance the quality of peoples lives and helps us to
provide them with quality products.
Our Mission
GSKs quest is to improve the quality of human life
by enabling people to
Do more, feel better, live

longer
At GSK our mission acts as an underlying principle
to whatever we do. We follow a legacy of great
science and innovative healthcare that provides
people around the world with healthier and fulfilled
GSK
lives, every single day.
04
Patient Focused
Our commitment to our purpose of improving the lives
of billions ensures that all our efforts, be it research,
manufacturing or distribution are geared towards
improving patient access to quality health solutions.
Transparency
As our business evolves to meet global challenges,
so do our existing systems for which transparency is
integral. By being transparent about what we do and
how, we earn and build trust.
Integrity
Our guiding principles go beyond complying with legal
and ethical regulations. Each member of the GSK family
takes pride in doing what is right for the patients and
consumers, placing them at the heart of every decision
we make. In doing so, we demonstrate integrity in action,
at every level, every day.
05
GSK
Individual Expectations
Leadership Expectations
GSK
EXPECTATIONS
06
Set direction
and inspire
Work across
boundaries
Release
energy
Develop
capability and
talent
Drive
performance
Live
our
values
Using sound
Cultivating a
Creating a
Investing in
Holding yourself,
Acting as a role
judgment to
network of
healthy, engaged
your people
your team
model, ensuring
set a clear &
collaborative
and inclusive
and building the
and others
everything you do
compelling vision
relationships,
working
organizational
accountable for
is in line with our
that shows your
based on mutual
environment that
capabilities
delivering quality
values, serving
people how their
trust, to ensure
is sustainable
necessary to
results
patients and
work contributes
the best outcome
over time
implement our
to delivering our
for GSK as a
strategy, now and
strategy and
whole
in the future
consumers
mission
Ensuring your
Building trusting
work supports
relationships
constructively
yourself with
and others
model, ensuring
your teams
within and
with others and
the skills and
accountable for
everything you do
Engaging
Equipping
Holding yourself
Acting as a role
goals and the
beyond your team
demonstrating a
knowledge to do
delivering quality
is in line with our
organizational
to achieve goals
positive mindset
great work, now
results
values, serving
priorities and
and contribute to
and in the future,
patients and
applying sound
the success of
and supporting
consumers
judgment in all
GSK
others to do the
that you do
same
STRATEGIC
PRIORITIES
We are focused on the delivery of five strategic priorities to
achieve our mission of helping people Do more, feel better,
live longer.
Everyone at GSK has a role to play in delivering our
strategic priorities:
Grow a diversified, global business

We are creating a more balanced business with a wider global reach and broad portfolio. This expands access to our products
and produces sustainable growth for our shareholders.
Deliver more products of value

We are investing in innovation to improve our ability to create new medicines, vaccines and consumer healthcare products
that offer valuable improvements in treatment.
Create a culture of individual empowerment

We are building a culture where employees are empowered, united by our values and able to achieve great things.
Simplify the operating model

As our business continues to change shape, we are transforming how we operate so that we can reduce complexity
and become more efficient. This is allowing us to free up resources to invest in other areas of the business and improve
Building trust
We are committed to operating responsibly and ensuring that our behaviour and actions meet or exceed the expectations of society.
shareholder returns.
07
COMPANY
PROFILE & GROUP
STRUCTURE
GSK Pakistan Profile
GlaxoSmithKline Pakistan Limited was created January 1st, 2001 through the merger of SmithKline and French of
Pakistan Limited, Beecham Pakistan (Private) Limited and Glaxo Wellcome (Pakistan) Limited and stands today as the
largest pharmaceutical company in Pakistan.
GSK is a long established investor in Pakistan. Our legacy company Glaxo Laboratories Pakistan Ltd. was the first
pharmaceutical company to be listed on the Karachi Stock Exchange in 1951.
GSK Pakistan operates mainly in two industry segments: Pharmaceuticals (prescription drugs and vaccines) and
consumer healthcare (over-the-counter-medicines, oral care and nutritional care). In Pakistan, the Company deals in
Anti-infective, Respiratory, Vaccines, Dermatological, Analgesics, Oncology, Urology, Central Nervous System, Allergy,
Cardiovascular and Vitamins therapy areas.
We are committed to our mission of providing patients quality products to help improve the quality of their lives. Some
of our leading pharmaceutical brands include Augmentin, Seretide, Amoxil, Velosef, Zantac and Calpol and renowned
consumer healthcare brands, which include Panadol, Horlicks, Sensodyne and ENO. Prominent vaccines include
Synflorix, Infanrix Hexa, Rotarix, Havrix and Priorix Tetra.
Korangi
West Wharf
Today GSK Pakistan is highly successful business with

11% of the value and over 18% of the volume share.
Major competitors are MNCs such as Abbott, Novartis,
Pfizer, Sanofi Aventis and local companies like Getz and
Sami. GSK Pakistan has built a competent commercial
capability with a track record of successfully integrating
the BMS, UCB, and Stiefel businesses, and building a
diverse and profitable business of over 150 brands.
GSK Pakistan presently employs about 2,300 persons
across its Sales, Global Manufacturing Services (GMS),
Pharma division and Consumer Health Care functions.
Our Global Manufacturing Services (GMS) in Pakistan
consists of three facilities:
GSK
F-268 Site
08
GMS, West Wharf,

Karachi
This manufacturing site is located on the sea shore
close to the Karachi Port and city centre. The major
manufacturing operations at this site are Dermatological
products, Ointments and Creams, including a sterile
facility for liquid ampoules. The West Wharf site also has
a small unit for aerosols and spansules manufacturing.
Over 77 Stock Keeping Units (SKUs) are manufactured
here, with an annual volume of around 146.4 million
packs. Major products manufactured at this site are
Betnovate, Dermovate, Polyfax and Fefol Vit.
GMS, F-268, SITE

Karachi
GMS, Korangi,
Karachi
Located in the Korangi Industrial State, this
manufacturing site has a dedicated block for
Cephalosporin, both orals and injectables, as well as
a small unit for tablets. GMS Korangi manufactures
around 103 SKUs and produces an annual volume of
around 37 million packs. Major products manufactured
at this site are Velosef, Ceprorex and Theragran Ultra.
This site is located in the Sindh Industrial Trading Estate

and is the biggest GMS site in Pakistan. It has three
manufacturing blocks - Liquid Block, Tablets Block and
a dedicated Penicillin Block. The site also has a small
dedicated unit for Iodex Cream. Over 182 SKUs are
manufactured at this site, with an annual volume of
around 208 million packs. Major products manufactured
at this site are Augmentin, Amoxil, Calpol, Zantac and
Actifed.
09
ORGANOGRAM
VICE PRESIDENT &
GENERAL MANAGER
(GLOBAL REPORTING)
BUSINESS UNIT HEAD

- PRIMARY CARE 1
HEAD OF LEGAL/
COMPANY SECRETARY
BUSINESS UNIT HEAD

- PRIMARY CARE 2
DIRECTOR
HUMAN RESOURCE
& INDUSTRIAL RELATION
BUSINESS UNIT HEAD

- VACCINES
DIRECTOR FINANCE
& ADMINISTRATION
HEAD OF PUBLIC AFFAIRS

& COMMUNICATION
HEAD OF INFORMATION
TECHNOLOGY
BUSINESS UNIT HEAD

- DERMATOLOGY
COUNTRY COMPLIANCE
OFFICER/CHIEF
INTERNAL AUDITOR
DIRECTOR
MEDICAL AFFAIRS
GLOBAL MANUFACTURING
AND SUPPLY
HEAD OF COMMERCIAL
EXCELLENCE & SPECIALITY
HEAD OF REGULATORY
AFFAIRS
SITE DIRECTOR (F-268)
SITE DIRECTOR (KORANGI)
GSK
SITE DIRECTOR
(WEST WHARF)
10
(GLOBAL REPORTING)
HEAD OF SALES
HEAD OF FINANCE
HEAD OF MARKETING
REGULATORY AFFAIRS &

QUALITY MANAGER
EXPERT DETAILING MANAGER
SENIOR DEMAND
FORECASTING MANAGER
CUSTOMER SERVICES &

LOGISTIC MANAGER
EXTERNAL SUPPLY
MANAGER
GENERAL MANAGER
CONSUMER HEALTHCARE
11
GEOGRAPHICAL
PRESENCE
Biologicals
Corporate
Consumer Healthcare
GMS
GSK
Pharmaceuticals
12
Research and Development
13
ETHICAL
LEADERSHIP
At GSK, we are committed to develop and sustain a strong
ethical culture, where being patient focused is our core
responsibility. Our belief in complying with the Code of
Corporate Governance in letter and spirit facilitates the
promotion of good governance in our organization, while our
core values of Respect for people, Patient focused, Transparency
and Integrity underpin this belief.
GSKs Code of Conduct Highlights

The main contents of the Code of Conduct are briefed below:

Conducting business with honesty, integrity and in
of company policies whether resulting in financial
Building relationships with customers and fellow
implications or not, without fear of retaliation or
employees that are based on trust.
retribution.
Treating individuals with respect and dignity.
Becoming familiar and complying with legal
Avoiding any activity that could involve or lead to
competition law of the country.

involvement in any unlawful practices.

Avoiding actual or potential conflicts of interest with the
Facilitate External Auditors in audits and provide

required information in a timely manner.
Managers to ensure that all their employees
Company or the appearance thereof, in all transactions.
receive guidance, training and communication on
Providing accurate and reliable information in
ethical behaviour and legal compliance relevant to
records submitted and to respect the confidential

information of other parties.

Undertaking the Company business with free

and open competition by complying with the
requirements, company policies and procedures.

Employees to report any misconduct or violation
a professional manner.
their duties for the Company.

The Company maintains policies regarding
Where permitted by local laws, promptly report to
prevention of corrupt practices & maintenance of
the Company any breach of laws or regulations,
standards of documentation.
ethical principles or company policies that come

to attention. Cooperate fully in any audit, enquiry,
review or investigation by the Company.
The Statement of Compliance with the Code of Corporate Governance has been presented on pages 2 to 3 of the Financial
GSK
Report.
14
15
QUALITY
MANAGEMENT
SYSTEM (QMS)
The Quality Management System (QMS) at GSK Pakistan delivers Quality for patient and customers, Compliance for the
regulators, and Improvement in performance for the business and shareholders. It continuously strives to improve current policies
and procedures with the aim of delivering quality products to patients. Quality Management is at the heart of every operation we
perform at GSK. To uphold expectations of our patients, we focused on the following areas in 2014:

To ensure compliance with GSK standards, all
procedures were aligned with GSK policies of
10% using the concept of Lean Sigma tool, which
QMS.
improved both batch completion and release time.
Distributor awareness workshops were organized
activities was established which helped quick
to educate distributors and quality audits were
retrieval of documents, resulting to a simplified
conducted to ensure QMS compliance.
system and smooth workflow.
Capability building sessions were organized for
GSK
Change control management capability improved
staff members to build trust and empower them to
by training the staff, monitoring Site Quality
be more effective in their respective work areas.
Council, effective correspondence with group, the
Use of temperature controlled vehicles to ensure
development of Visual Workflow, followed by the
and of the highest quality.
16
A database for the validation of on-going site
and executed in local language all over Pakistan
products reaching patients are stable, efficacious

Lead time of packaging material was improved by
Thermal mapping of GSK maintained warehouses

to enhance temperature monitoring of products.
After Action Review (AAR).

Effective record retention was carried out to

protect intellectual property.
2014 was all about embedding QMS culture throughout various functions of GSK Pakistan. As a result our F-268 facility was
recognized one of the best sites in Asia. In 2015, the focus will be sustainability of QMS to deliver products of premier quality
to end users.
Procedures adopted for quality assurance of

products/services.
TIER 1: GSK QUALITY STATEMENT
Quality is at heart of all activities that support the discovery, supply and
marketing of products to our patients and customers. Quality is critical to
building trust with society and, therefore, to our future business success.
TIER 2: GSK POLICY
TIER 4: GLOBAL QUALITY

MANAGEMENT POLICIES (GQMPs)
GLOBAL QUALITY
GUIDELINE
(GQGs)
GLOBAL QUALITY
GUIDELINE
(GQGs)
TIER 3: GSK QUALITY POLICIES (GQPs)
TIER 5: LOCAL QUALITY
Documents, e.g. Standard Operating Procedures

and Manufacturing Instructions (LSOPs)
To assure GSK Pakistan provides quality products and services, Global Quality Policies and Global Quality Management
into Local Standard Operating Procedures.
Following measures have been adopted to assure highest standard of quality provided to the end users:

Quality Management System Implementation
Risk Management
Quality Management System Review
Deviation Handling
Management of Compliance Training
CAPA Management
Conducting Self Inspection
Conducting Root Cause Analysis
Conducting Monitoring Audit
Policies have been embedded within our system. With the help of Gap analysis, all applicable policies have been converted
17
ENVIRONMENT,
HEALTH &
SAFETY(EHS)
GSK Pakistan is committed to a safe and accident free
environment. The theme EHS for all signifies that GSK Pakistan
takes responsibility for its staff, community and contractors.
2014 witnessed a number of initiatives and achievements that
demonstrated GSK Pakistans commitment to EHS.
Environment
Health
For its efforts in EHS, GSK Pakistan received the 11th Annual
GSK Pakistan has never compromised on its employees
Environment Excellence Award 2014 by the National Forum
health and considers it to be a top priority. Several initiatives
for Environment and Health (NFEH). The award was given on
were taken to address and eliminate issues related to
its outstanding contribution towards sustainable development
Musculoskeletal Disorders and Ergonomics. Moreover, manual
and in protecting the environment for Cleaner & Greener
handling in one of its value streams was avoided by applying
Pakistan. GSK was also given a special recognition as an
adequate engineering controls.
Exemplary Leader TOP 10.
Environmental Sustainability
Efficient use of natural resources, water and air
were the priorities of our environmental management
system during 2014. Multiple projects were also
initiated by our Korangi site to reduce our carbon
footprint. These initiatives resulted in a 27% reduction
in the consumption of water and 12% reduction in
C02 emission as compared to last year. The projects
included:

Installation of Hot Water System.
Optimizing Chiller and Boiler operations (including:

Installing energy saving VFDs on chiller plant).
Performing Energy Audits to identify potential

energy saving.
Awareness sessions on environmental

sustainability.
In order to identify key health risks and determine the

exposure limits of an individual dealing with hazardous
chemicals, Health Needs Assessment survey and Health
Diagnostics were conducted. The insights drawn from both
these initiatives helped in building an enthusiastic and resilient
workforce. It also identified the appropriate measures to
control the exposure of harmful chemicals and avoid illness.
Safety
To ensure GSKs ambition of Work with Zero accidents,
defects and waste a ground-breaking training program
Leading EHS was designed and implemented across
all GMS sites. This program aims at identification of the
complacencies that every manager needs to address to fulfill
their EHS responsibilities
Furthermore, I AM EHS was introduced to increase
the capability of staff in identifying the potential hazards
and eliminating them before they cause harm. Extensive
exercises were also carried out to determine the site
GSK
readiness in case of any fire emergency and to ensure
18
the Health & Operability of fire emergency response

equipments. CAPAs were taken to rectify gaps that
were identified during the exercise to ensure the system
2014 witnessed major improvements and accomplishments
operates properly whenever required.
by exceeding 1 million safe working hours milestone without

any reportable accident/incident/illness. This was achieved
by a collective and proactive approach against hazards and
putting safety first in all of the operations.
I GEMBA
I ZAP
I COMPETE
I CARE
to avoid accidents
to improve safety culture
to be the world class
I love my family so work safely. Because
they are waiting for me
I AM
EHS
Unite
Involve
Join
Participate
Engage
19
GLOBAL
MANUFACTURING
& SUPPLY (GMS)
GMS Pakistan is part of GSKs Regional Pharma Supply. Our goal is to
invest in a winning team, deliver products of value at optimal cost, and
connect across GSK to drive performance with zero accidents, defects
and waste. These initiatives help align us with GMSs Supply Chain
Transformation and GSKs Production System, which in turn enables us
to become a world class leader in integrated supply chain.
Our supply chain is the lifeblood of GSK. The better it flows, the happier
our patients and consumers and the greater our competitive advantage.
Investment in new
State-of-the-art De
ionized Quality water
plant for Liquid Stream
Automation of Sterile
Powder Vials Packaging
Line: Productivity
Improvement
The products being delivered to patients and consumers must
Efficient production is only possible when factors of efficient
be of the utmost quality in order to meet our goals. Investment
machinery, optimum processes and well-trained staffing
in State-of-the-art De ionized Water Plant by our F-268 facility
are perfectly matched. As part of our process improvement
has been done for the Liquid Stream, which employs hi-polisher
program, Vials Packaging Line at our Korangi facility are now
technique to generate de ionized water and thereby, results in
working at a combined speed of 300 packs per minute and
enhancing the quality of products being manufactured. This
are also capable of on-line labeling and packaging of vials and
addition will also help overcome any future capacity issues for
water for injection ampoules with security sealing features.
purified water. Hence, it will help strengthen the assurance
This enhancement has doubled the packaging capacity to
of quality products supplied to our patients at the end of our
cater future demand and will also enhance quality standards
supply chain.
with improved security and by eliminating manual handling.
Addition of new Highspeed Hoonga Blister

line in Tablet packaging
health standards.
Our focus is now to further enhance overall performance
by making our core processes more efficient by eliminating
chain, a new blister packaging line has been installed in the
waste, reducing cycle times and empowering employees to
Tablet block of F-268. Hoonga is a high-speed packaging
make operational improvements.
compared to old lines operating at 70 blisters per minute. This

upgradation will lead to higher efficiency, along with better
GSK
overall manufacturing lead time with improved safety and
To fulfill the growing needs of patients at the end of our supply
machine with a speed up to 300 blisters per minute as
safety and quality compliance. Moreover, this will also aid in

reducing waste, increasing productivity and reducing defects
through elimination of manual operations.
20
Moreover, the fully automated packaging will help reduce the
RESEARCH &
DEVELOPMENT
(R&D)
This year GSK has globally delivered 10 significant first
medicines development; 11 first time in human studies;
approvals, including Tafinlar + Mekinist for metastatic
and 16 candidate selections (with a couple more planned
melanoma in US, Eperzan/Tanzeum in EU/US and Triumeq
before year end). These achievements have relied on
in US; four significant first submission acceptances
discovery, platforms, medical, regulatory and all the support
including mepolizumab for severe asthma; six commit to
functions pulling together to build a sustainable pipeline.
Patient focused research and development is the heart of GSK business and
is a driving factor in pursuing our mission of helping people to Do more,
feel better, live longer. Our mission is two-fold, to develop more effective
ways of treating diseases for which medicines are already available or
providing breakthrough treatment for conditions for which there is no
treatment at all.
21
INFORMATION
TECHNOLOGY
With the advancement of technology and new ways of working
Information is one of our most valuable assets, and at GSK,
at GSK, effective and innovative technological solutions, both
we are committed to safeguard information pertaining to our
for internal processes and external engagements, is becoming
employees, complementary workers, shareholders and other
a key success factor. At GSK Pakistan, we have not only
third parties. For this purpose, GSK has devised a system
aligned Information Technology with the strategic direction
to protect the records of the Company, which focuses on
of our business, but we have also introduced new ways of
categorizing proprietary information based on its level of risk.
engaging with our customers via various digital platforms, thus

managing to minimize distances and geographies locally and
In 2014, further steps were taken, via the roll out of an
globally. 2014 saw the launch of a website for vaccines, an
advance planning optimizer from a leading ERP (Enterprise
IOS application for e-detailing and the launch of one-of-a-kind
Resource Planning) to improve our demand planning along
service to setup up fixed VTC facilities at various teaching
with advanced HR systems to optimize HR services and
hospitals across Pakistan. Additionally, a new approach to
operations. At the customer level, the sales force is equipped
internal communication is introduced, to help us interact
with mobility devices to communicate with customers and
seamlessly with our teams using iPads and mobile devices.
engage them in a more interactive way. This enables the

prospect for multi channel engagement opportunities with
As business demands digital enablement at all levels, the
healthcare professionals for GSK Pakistan.
GSK
development of a digital capability framework to engage HCPs
22
via a multi channel engagement program is underway. Various
In 2015, GSK Pakistan plans to enhance its distributors
channels such as emails, webcasts, websites, learning portals,
productivity and efficiency along with plans to continuously
mobile applications, social media and e-detailing have been
improve the overall IT infrastructure and connectivity options
identified to enable us in achieving our goals and connecting
for the sales force.
with patients and customers.
AWARDS FOR THE

YEAR 2014
Best Corporate
Report Award
Environment
Excellence Award
GSK Pakistan was awarded Certificate of Merit for
GSK Pakistan has been awarded 11th Annual Environment
Best Corporate Report Award 2013 in the Other/
Excellence Award 2014 by the National Forum for
Miscellaneous Sector. This award was presented
Environment and Health (NFEH). The award was given
to GSK by The Joint Committee of The Institute of
on its outstanding contribution towards sustainable
Chartered Accountants of Pakistan (ICAP) and the
development and in protecting the environment for Cleaner
Institute of Cost and Management Accountants of
& Greener Pakistan. GSK was also given a special
Pakistan (ICMAP). This award has been instrumental in
recognition as an Exemplary Leader TOP 10.
encouraging local companies to follow transparency in

preparing their annual reports according to international
best practices.
23
HUMAN
RESOURCESDELIVERING
WORLD CLASS
PERFORMANCE
We strongly believe that to deliver world class performance, we must build
a sense of purpose and ownership amongst our employees driven by GSKs
mission to Do more, feel better, live longer. Thus, our focus is on acquiring
the best-in-class talent available, through effective employer branding, in
order to benefit from the diversity of experiences, ideas and ways of thinking.
Simultaneously, we are building an internal leadership pipeline through
differentiated performance of individuals who develop capability and talent
within the organization.
Future Leader Program
Employee Engagement
In 2011, the global Future Leaders Programme (FLP) was
With the number of changes abound in the industry and within
launched in the Commercial and Manufacturing division of
GSK, Employee Engagement was the key area of focus for
GSK Pakistan. In 2014, we offered the same accelerated
2014. Various opportunities were created for employees to
development opportunities to HR and consumer-centric
connect with Senior Management to share and discuss issues,
graduates in the country.
opportunities and future growth plans.
The programme was introduced by GSK to the top Business
On a larger scale, townhalls were conducted to ensure
and Pharmaceutical institutes of the country in order to
two-way communication between Regional and Pakistan
recruit the best Early Talent available with the objective of
Leadership Teams with employees to share Chapter Two of
developing them into GSKs future leaders. This programme
GSKs Strategy and its impact on the way we work. At the
aims to strengthen our leadership pipeline while building
same time, a series of Coffee Hour sessions were organized
breadth and adaptability to support our organization in a rapidly
for the GM and HR Director to meet with a cross sectional
changing environment, as these graduates go forth to hold key
of up to twenty employees. On a regular basis, this provided
positions in the Company.
our leadership team with an insight into on-ground issues of

employees and encouraged open communication and sharing
GSK
of ideas across all levels of the Company.
24
Overall, this has helped us manage change and keep

employees engaged, in a year that was full of challenges.
25
New Performance
Management System
Rollout
Our Change Journey
The new Performance System aims to sharpen our focus on
The year 2014 saw HR embarking on a change journey
enterprise thinking, effective leadership, strategy deployment
through the Transformation Initiatives, adopted Workday
and encourage a more proactive approach to managing
an HR system that provides a one-stop shop for HR
performance - with our values at the centre of everything we
processes. This journey included engagement of business,
do. The system stands on four pillars, which are:
identifying change agents and champions, and building

capabilities. Some of the marketing activities included:
GSK Expectations: Describes how we need

to work, to deliver successfully and create
sustainable growth for our organisation
and feel of the Workday system - a one-stop
Managing Performance Proactively: Encourages a culture
shop experience,
for honest and regular feedback assuring everyone know
Where we are going & How to get there

On-ground activation for employees to get a look
Performance Rating Scale: A new five point
Did You Know? campaign for building further

awareness amongst our employees
performance rating scale designed to help reward
Competition with the The Magic Mug awarded to

the winners
those who achieve excellent performance

Bonus Plan: A simple and easy to understand
Our success was highlighted and appreciated across
bonus plan which increase individual
the region, as other countries adopted our Change
accountability and team focus
Communication with pride. To further facilitate a smooth

transition, three other technologies were launched to:
The rollout in Pakistan, started with engagement sessions

early 2014 and the focus on these changes was kept
alive through Line Manager Capability Building sessions

across GSK Pakistan covering commercial and GMS.
Connecting with HR,

Furthermore, a collaborative approach was used to develop

guidelines for Line Managers as to how to translate GSK
Expectations into objectives and along with relevant KPIs
for measuring performance.
GSK
Throughout the year, our focus was to ensure that the four
26
pillars of our New Performance Management System are

adopted by line managers in an efficient and smooth manner.
Connect with HR Team - ASK HR-TELL HRGet answers to people management and HR
queries - Knowledge Management System
Raise issues for resolution - Remedy HR
MEDICAL AFFAIRS
Medical departments play a vital role in generating quality
Medical Governance is a system of principles, policies and
clinical and real-world data that payers and prescribers
accountabilities which ensures that we apply the generally
need to improve decision making when uncertainty is
recognized philosophy of good medical science, medical
high. Medical Affairs also plays an increasingly important
integrity, ethics and standards to the development and
role in communicating the value message to physicians
marketing of drugs, vaccines and medicinal products.
in an objective and ethical manner, providing education
Governance structure has also been strengthened to
on product benefits and risks. In addition, the Medical
ensure our interactions with HCPs, other healthcare staff,
Affairs department is becoming increasingly central to the
the general public, media and Government Officials is
coordination of internal stakeholders (Commercial, Market
carried out in a responsible, ethical & professional manner
Access, Regulatory, Clinical Development, Drug Safety)
in compliance with legal requirements.
with the needs of external stakeholders and achieving more

client-centric business models.
On the Research & Development front, GSK Pakistan has

maintained its leadership position in Pharmaceutical clinical
This year, our focus has been on optimizing resources
trials for several years. The allocation of vaccine trials and
by driving singular accountability, prioritizing our work
other bioequivalence studies has further strengthened the
and building the capabilities and capacity needed for
Research & Development portfolio.
engagement. Our interaction with Healthcare Professionals

have been designed in a manner to enable HCPs to
Our focus has remained strong on ensuring we have a medical
make evidence based decisions, ultimately resulting in the
organisation that is aligned with business needs, is a strategic
patient benefit.
partner for R&D and commercial, and fit for the future.
DERMATOLOGY
The Dermatology portfolio enjoys market leadership with
a variety of products. The business also contributes
significantly to the global dermatology segment and hence,
a variety of our skincare products that range from Topical
Milestones/
Achievements
Steroids and Antibacterial products to sunscreens and
The Steroids Portfolio crossed Rs. 2.2 billion in sales.
soap. Our vision is fostered by our ability to deliver broad
Cutivate crossed Rs 100 million landmark in sales.
spectrum, science-led innovative skincare products for
Hydrozole crossed the 1 million in prescriptions mark.
everyone. The Stiefel Pakistan team remains dedicated to
Zolanix underwent a new pack of 4s launch
ensuring that our consumers and patients achieve healthy
Launch of Cicatrin Powder 20g.
and radiant skin by using our quality branded products.
Launch of Valtrex.
Our success lies in the diversity we provide to our

consumers and patients, catering to their needs through
adds value to GSKs diversified business.
27
CONSUMER
HEALTHCARE
GSKs Consumer HealthCare business maintained its growth momentum
in 2014 reaching Rs. 4.9 billion which represents a 16% increase over
last year. All key brands such as Panadol, Horlicks and Sensodyne
reflected a strong performance throughout the year. With this
performance, the business continues to be aligned with GSKs corporate
vision of helping people Do more, feel better, live longer, and
improving access to our products
Panadol Extra Sensodyne

Its my Choice Launches
Campaign
Complete
Protection
In 2014, Its My Choice media
Launch of Complete Protection
Extra, to reinforce the brand as a
was the highlight for Sensodyne in
Top of Mind recall of 52%. The brand
trusted and reliable choice for effective
2014. Complete Protection, powered
worked towards building stronger
pain relief. The TVC emphasizes the
by the advanced patented Novamin
consumer connections in a competitive
performance in 2014 by achieving a
Nutrition Category.
efficacy of Panadol Extra along with
technology, was activated on Shopper
its ability to help people restore their
and Expert fronts as well and the
focus by alleviating their pain.
brand received a positive response
The Horlicks team focused its efforts
from both Trade and Experts alike.
on Multi Channel Engagement, which
Panadol also strengthened its Shopper
With a variant awareness of 83%
had a positive impact on its consumer
and Expert Connections by executing
amongst dentists in just 6 months
base. This was reflected in the Horlicks
Project Red (Panadol Extras Trade-
and a healthy contribution of 8%
Facebook Fanpage, which achieved a
Visibility Drive) and Project Pink (Lady
to total brand sales, Complete
milestone high of 450,000+ fans.
Health Workers Program) in the year
Protection has established itself as a
2014.
superior science to provide sensitivity
GSK
Horlicks witnessed a strong
Campaign was launched for Panadol
28
Horlicks
following the
Digital Trend
relief for teeth.
VACCINES
Foreign Speaker
Programs On Vaccine
Preventable Diseases
Pakistan has a birth cohort of over 5 million, and is highly
susceptible to vaccine preventable diseases. One WHO
estimate reports that in Pakistan, more than 352,000 children
die before their fifth birthday, and almost one in five of these
deaths can be attributed to pneumonia. On the other hand,
an estimated 140,000 infants suffer from severe Rotavirus
Gastroenteritis every year in Pakistan with approximately 100
infected children dying every day due to the same.
In line with the growing need to prevent the increasing child
mortality rate, in 2011, GAVI, the Global Alliance for Vaccines
and Immunisation, extended its assistance for the inclusion
of Synflorix, GSKs flagship Pneumococcal vaccine, into the
Extended Program for Immunisation in Pakistan.
In order to further increase awareness regarding the
the sessions and presented to the attendees, imparting their
importance of vaccination, GSK Pakistan organized a
knowledge and expertise on Rotavirus Gastroenteritis and
Pneumo-Symposium for HCPs titled Synflorix: Protection
its prevention. Furthermore, to address the issue of vaccine
Beyond IPD. The purpose of this Symposium was to educate
hesitancy, KOL were also kept engaged through meet the
and update doctors on the latest clinical trial data related
expert sessions prior to the symposiums.
to Pneumococcal disease and its prevention. Dr. William

Hausdorff, Vice President and Head, Scientific Affairs & Public
These visits were a major milestone in raising awareness for
Health, GSK Vaccines, chaired the sessions and presented
the establishment of PCV & Rotavirus vaccines as the number
to the attendees, which included some of the leading
1 countermeasure in the fight to prevent Pneumococcal
Pediatricians of Pakistan.
disease & Rotavirus Gastroenteritis in children, resulting

ultimately in the decrease in overall child mortality in Pakistan.
During the session, Dr. Hausdorff shared his experience and

knowledge on invasive pneumococcal disease, pneumonia,
and otitis media, and emphasized on the enhanced protection
In continuation to this momentum, GSK Pakistan organized a

symposium on Pediatric Vaccination to discuss the dangers
of Rotavirus Gastroenteritis and the impact of real world
effectiveness among local HCPs along with addressing the
issue of vaccine hesitancy and other hurdles in pediatric
vaccination. Dr. Richard Adegbola (Director Scientific Affairs
& Public Health, GSK Vaccines) and Dr. Serdar Ozturk
(Area Medical Leader, MENA Medical, Vaccines), chaired
of Synflorix against overall IPD.
29
World Immunization
Week
Prevention is better than cure. It is also cheaper. Yet children
in Pakistan continue to die of preventable diseases for
which vaccinations are easily available. More than half of
the children in Pakistan are not vaccinated even though the
In addition to the workshops, Pediatricians were also placed in
Expanded Programme on Immunisation(EPI) provides free
various TV shows in order to spread the message of awareness
vaccination against nine diseases.
on the importance of vaccination for people of all ages.
In order to counter this unfortunate phenomenon, GSK,
The entire week was culminated in a Health Awareness
with the support of Pakistan Medical Association (PMA)
Walk organized by GSK and the PMA under the banner,
and Pakistan Pediatric Association (PPA) launched the
Prevention is better than Cure, to show support for
R.U.up.2 DATE awareness campaign in Pakistan during
Hepatitis A&B prevention thereby reducing the burden of
the Immunization week 2014, aligned with (WHO) Global
hepatitis in Pakistan. The walk was attended by leading
Immunization week. The campaign highlighted the benefits
Physicians and Pediatricians, students, as well as Mr. Shoaib
of vaccination and addressed the issue of vaccine hesitancy
Siddiqui, Commissioner Karachi.
amongst Health Care Professionals and the General Public.

Journalist workshops were conducted in Karachi and
Complimented by numerous banners and posters that
Lahore endorsed by Pakistan Pediatric Association (PPA) to
were put up all over the city, showcasing the message of
urge parents to get their children vaccinated for protection
immunization, the awareness walk garnered substantial
throughout their lives, as a result of which, articles were
media coverage, and we hope that the message is able to
published engaging print & digital media.
transpire into action by our community.
Rotavirus Disease
Awareness Campaign
2014
The Vaccines team launched a nationwide mass awareness
In order to raise consumer awareness about this dreaded
campaign to raise public awareness about Rotavirus
disease, the Vaccines team highlighted the burden
Gastroenteritis and the need for protection against this
of disease and encouraged new parents to visit their
disease. Globally, RVGE has a high disease burden and a
healthcare professionals for information on how to
mortality rate of 453,000 child deaths per year. In Pakistan,
protect their babies from RVGE via Television, Radio and
approximately 140,000 children suffer from Rotavirus
Print commercials.
Gastroenteritis every year, with over 36,500 children under

the age of 5 losing their lives because of RVGE and its
To ensure complete coverage across the nation, the
resulting complications.
second phase of the campaign which will run in early

2015 will include communication in regional languages
such as Sindhi, Pashtu and Punjabi. With this campaign,
the Vaccines team aims to achieve the overall objective
of improving public health by reducing the burden of this
GSK
vaccine preventable disease.
30
United Against Cervical

Cancer
Cervical cancer is the largest cancer killer among women in
GSK Pakistan participated actively through a disease
developing countries. Each year, more than 500,000 women
awareness session for the delegates followed by a
develop cervical cancer and about 275,000 women die
workshop to generate ideas on how to take the cause of
from this disease. Today, cervical cancer is the second most
UACC forward encompassing people at all levels, be it
common cancer among women in Pakistan consuming the
HCPs, students, corporates, general people, NGOs etc.
lives of 20 women every day who die due to this disease.

GSK Pakistan Vaccines aims to elevate the cause of UACC
Despite the fact that Pakistan is ranked the 7 highest
to a massive level in Pakistan and continue to foster robust
contributor to Cervical Cancer deaths worldwide, yet this
initiatives of this kind in future. The women of Pakistan are
disease is highly under rated in our society. One could
unaware of the seriousness of this disease. Its high time we
blame the lack of awareness as a major contributor to this
all should Unite Against Cervical Cancer to protect our girls
fact where people are unaware that it is highly preventable
& women from this silent killer!
th
through screening tests and human papillomavirus (HPV)

vaccination. In addition, cultural and religious taboos hamper
the fight against this cancer.
To counter this, GSK Pakistan Vaccines, in continuation to
its existing efforts toward awareness, took the initiative to
bring forward this issue by creating a cause for Cervical
Cancer through the launch of its UACC (United Against
Cervical Cancer) platform. The Cause for Cervical Cancer
through UACC was uplifted through a collaborative effort
between GSK Pakistan and AIESEC Pakistan in their
National Youth Development conference where 400
student delegates (age 19 25 years) from the top
business schools of Pakistan supported the teal ribbon to
exhibit their pledge against Cervical Cancer in protecting
themselves and the people around them. AIESECs support
for UACC can be gauged by the placement of this logo on
their delegate name tags, delegate booklet and a message
wall created by AIESEC to gather the messages/pledges
for uniting against cervical cancer.
31
CORPORATE SOCIAL
RESPONSIBILITY
(CSR)
GSK is committed to excellence, and aims to conduct business practices
aligned with our values. We are dedicated to being a socially responsible
global healthcare company that places emphasis on the values of
transparency, respect for people, integrity and patient-focus. Our
operations are led by our values and principles where we put patients
first in our decision making to ascertain that we enable them to Do
more, feel better, live longer.
In line with GSKs Corporate Responsibility principle, we
At GSK, corporate citizenship is integrated at every level,
aim to make a positive contribution to the community
where our work demonstrates ethical practices across
by investing in health and education programmes and
all fronts, from marketing activities, ethical research and
partnerships with organizations that aspire to bring value
development, to environmental protection, community
to the communities they work for, and bring sustainable
support and development.
improvements in the lives of under-served people of the

developed and under-developed world.
GSK in the Community

GSK invests in programmes and collaborate with partners
to solve healthcare challenges in the lives of people across
the globe. We are devoted to bring a positive change in
the community and will continue to find ways to invest in
communities and even economies around the world, as

it puts an estimated 3.3 billion people at risk, while 215
CARE Initiative
660,000 die each year.
(LDCs) since 2009, through its committed partnership to

find healthcare solutions.
Since 2011, GSK has been an active partner of CARE
International, a leading humanitarian organization, with
strong regional presence and an expert at the delivery of
health programmes. CARE has been fighting global poverty
and its community-based efforts are focused on improving
GSK
Malaria is a disease of high concern as it affects people,
programmes that make a difference.
GSK has been investing in Lesser Developed Countries
32
The Fight Against Malaria
the healthcare and basic education of women.
million people are affected annually and approximately
Malaria is currently being fought through traditional ways,

such as indoor residual spraying, insecticide-treated bed nets,
effective medicines and other treatments. GSK continues to
commit to the fight against malaria by investing in programmes
and projects having a similar objective. The Company has
focused on improved access of anti-malarial medicines to
people living in Least Developed Countries and sub-Saharan
Africa and further invested in communities through the African
Malaria Partnership (AMP), which supports programmes that
manage and prevent the spread of malaria.
NH2
HO
O
H
N
N
3
OH
33
Support against Neglected

Tropical Diseases
GSK is further focusing on the development and innovation
Globally, more than a billion people who are deprived of the
of anti-malarial medications. Being one of the only
basic life necessities are exposed to Neglected Tropical
companies investing in research & development against
Diseases. GSK has joined hands with other pharmaceutical
malaria, we have the most clinically advanced malaria
companies, NGOs and governments to eradicate NTDs
vaccine in development. This vaccine is being developed in
from the globe.
partnership with the PATH Malaria Vaccine Initiative, along

with other prominent African research centres. GSK is
In particular, GSK has extended its existing donation of
committed to make this available at a not-for-profit price, so
albendazole to treat soil-transmitted helminthes by providing
that it is available to as many people as possible.
400 million treatments each year up to 2020, as well as

continuing its donation of 600 million tablets per year to
combat lymphatic filariasis.
Orange United
Orange United is GSKs internal
employee
volunteer
campaign
intended to raise funds for

programmes that save the lives
of worlds most vulnerable children by meeting their
healthcare needs.
A combined effort from various GSK sites was made
during the Orange United Week to support healthcare
programmes for children globally. Books and bake sales,
Zumbathons and dodge ball competitions were held
across the GSK community to raise funds for the cause.
This gave multiple GSK sites an opportunity to work in
unison towards changing the lives of children around the
GSK
world.
34
ACHIEVING
MILESTONES
Zantac belongs to the antiulcerant class and was introduced in Pakistan in 1983
for the treatment of Acid Related Disorders. In 2014, Zantac achieved the Rs.
900 million milestone. The brand continues to demonstrate GSKs commitment
to provide patient focused solutions by delivering high quality. The continued trust
of doctors on Zantac helped to maintain its position as the No.1 prescribed antiulcerant in Pakistan in 2014.
In 2014, GSK Pakistans flagship brand Velosef achieved Rs. 2 billion in sales. This
classic antibiotic aligns with GSKs commitment to provide patient focused solution
by delivering the reliability and quality that the Company is renowned for.
GSKs flagship brand, Augmentin is the highest selling brand in the Pakistan
Pharmaceutical Industry. Augmentin has been showing an upward growth for
the past several years. In order to uphold its brand equity and differentiate it from
TM
generics, Augmentin messaging to HCPs has been brought on digital platform

through iPad campaigns introduced in 2014.This Initiative has resulted more
interaction with HCPs and helped in providing quality therapeutic solutions for
doctors and patients across the country aligned with GSKs mission to make
people Do more, feel better, live longer.
Betnovate is one of GSKs legacy dermatology products and has ensured relief
for patients suffering from Eczema since over two decades. A classic topical steroid,
Betnovate delivered on its identity of a reliable product built on GSKs strong
Betamethasone valerate
heritage in dermatology by achieving Rs. 1 billion milestone in 2014. Betnovate
Cutivate is a newer generation of topical steroids providing patients a potent yet

safe solution to a wide range of skin disorders. Riding on GSKs strong legacy in
the steroids market, Cutivate is deemed as the future steroid flagship for GSK.
Cutivate successfully delivered on this vision by achieving Rs. 100m milestone in
2014.
mirrors GSKs image in the local dermatology market as a name that can be trusted.
35
GSK PHARMA
LAUNCHES 2014
LIVING OUR VALUES: BEING PATIENT FOCUSED
Aligned with GSKs vision of enhancing patient care, compliance and better
treatment; the following SKUs (Stock Keeping Units) were upsized in 2014.
Gastrointestinal
Dependal M
Suspension
Living our values of constantly improving
the lives of patients by providing better
solutions to them, Dependal M
Suspension was upsized from 60 ml
to a 90ml bottle. This aims to improve
compliance of patients who suffer from
diarrhea.
Respiratory
Ventolin Syrup and
Expectorant
Ventolin Syrup and Ventolin Expectorant are time
tested brands for respiratory diseases. In order to enhance
access to patients and increase patient compliance, GSK
introduced two upsizes in the Ventolin range. Both
Ventolin Syrup and Expectorant were upsized from 60ml
GSK
to 120ml.
36
Analgesics
Calpol
The promise to make people do more, feel better and
live longer saw GSK introduce upsized SKUs in its
widely renowned Calpol range. In 2014, Calpol 6
Plus Suspension was upsized from 60ml to 90 ml, and
Calpol Paediatric Suspension was upsized from 90ml
to 100ml. Through these upsizes, we are aiming to
provide convenience and affordability to the mothers
using Calpol for their ailing children which will further
strengthen their trust on this legacy brand.
Dermatology
Cicatrin
For over four decades, Cicatrin powder has been providing
patients with relief from indications ranging from cuts,
abrasions and surgical incisions, to primary and secondary
In 2014, GSK Pakistan upsized Cicatrin powder from

10g to 20g to further enhance the value it provides to its
patients. This SKU was introduced for its convenience to
patients, thus enabling improved patient compliance during
their treatment regimen.
skin infections.
37
Mr. Renaud Savary has been with the

pharmaceutical industry for the last 12
years, with a focus on Emerging Markets
and specifically Middle East Africa.
At Eli Lilly, he spent 3 years as Head
of Business Development & Strategic
Planning for the French affiliate and
subsequently moved to Johannesburg
as CFO for Eli Lilly South Africa for
the duration of 2 years. Mr. Savary
joined AstraZeneca in early 2008 as
Director for Strategic Projects for the
Companys international operations.
He focused almost exclusively on
Emerging Markets and articulated the
Branded Generics strategy in January
2009 to AstraZenecas Board of
Directors. From there he became VP
for Branded Generics and launched the
business across 30 Emerging Markets.
In December 2010, Renaud became
General Manager for North Africa,
a 100$m+ business across Algeria,
Morocco and Tunisia.
Mr. Renaud Savary joined GSK in June
2013 as VP Finance MENA CIS. He
started his career in Finance with Ernst
& Young and Credit Agricole Indosuez.
He holds a BA in Economics from Paris
Sorbonne, an MBA from INSEAD and is
a graduate from Sciences-Po Paris.
GSK
Mr. Renaud Savary
38
DIRECTORS
PROFILE
Mr. Salman Burney is the VP/Area GM
for GSK Pakistan, Iran and Afghanistan.
Mr. Salman Burney has been the President

of Pakistans Foreign Investors Chamber
and as Chairperson of the MNC Pharma
Association has led the industry interface
with the government on various issues.
Mr. Husain Lawai is the President and

CEO of Summit Bank Limited, and is a
seasoned banker with vast experience
in the banking and financial services
industry. He holds Masters Degree in
Business Administration from Institute
of Business Administration, Karachi. Mr.
Lawai held the position of President and
Chief Executive Officer at MCB Bank
and holds the distinction of establishing
Faysal Islamic Bank, Pakistan Branches;
the first Islamic Sharia Compliant
Bank (presently known as Faysal
Bank Limited). He also served as the
General Manager, Emirates NBD Bank
for Pakistan and Far East. Currently
Mr. Lawai is the Chairman of Central
Depository Company of Pakistan. He is
also on the Board of Directors of Wyeth
Pakistan Ltd., GlaxoSmithKline Pakistan
Ltd, and The Searle Company Ltd.
He is on the Board of Governors of
Karachi Grammar School and Virtual
University of Pakistan.
Mr. Husain Lawai
He began his career with ICI Pakistan in

Sales & Marketing within various roles in
Pakistan, & African/ Eastern Region at
ICI plc, London and as General Manager
of ICIs Agrochemicals & Seeds Business.
He joined the Company in 1992, was
appointed MD, SmithKline Beecham in
1997 with additional responsibility for
Iran and the Caspian Region. He holds
the position of MD for GSK in Pakistan,
and is currently responsible for GSKs
Pharmaceutical business in Pakistan, Iran
& Afghanistan.
He has a degree in Economics from
Trinity College, University of Cambridge,
UK.
Yahya Zakaria is a fellow member of

the Institute of Chartered Accountants
of Pakistan and has previously served
in a management position under
Assurance & Advisory services at
PricewaterCoopers (PwC) Pakistan.
Mr. Mehmood Mandviwalla is the Senior

Partner of the law firm, Mandviwalla
& Zafar. He obtained his LLB (Hons)
from the London School of Economics
and Political Science and qualified as
a Barrister from the Honble Society of
Lincolns Inn. He has been in commercial
law practice for over 28 years.
Mr. Mandviwalla is on the Board of
Directors of the State Bank of Pakistan.
He also served on the Board of Directors
of Karachi Garment City. He is also a
member of the Board of Governors of
the British Overseas School and Trustee
of ICI Pension Fund.
Mr. Mehmood
Mandviwalla
Mr. Cooper is a Senior Pharmaceutical

Operations Executive with 32 years
manufacturing & supply chain experience
with patented (GSK), generics
(Merck Generics/Mylan) and contract
manufacturing (Catalent) businesses.
In order to proactively meet new

initiatives, he has also been extensively
involved with the Companys regional
and corporate teams.
In addition to his Finance Director
responsibilities, he also led Sanctions
and Export Control rollout for Middle
East & Africa and is now leading the
same project for Emerging Markets &
Asia Pacific from Finance perspective.
He is a strong leader with a proven track

record of improving customer service,
profitability, operational excellence,
compliance and leadership capability.
Mr. Dave Cooper specializes in building
relationships with customers, key
stakeholders and regulators. He is an
expert in building operational excellence
culture and developing leadership
capabilities.
Mr. Zakaria has in past received MEA

Gold Recognition Award for his initiative of
rolling out the Finance Compliance Week.
Mr. Dave Cooper
Mr. Yahya Zakaria
Mr. Dave Cooper is the Regional Supply

Chain Head for MENA/CIS/SSA and
has held this position for 2 years. He has
a degree in Chemistry from Liverpool
University.
Mr. Zakaria joined GSK in 2004 and

since had various responsibilities in
Finance and presently working as
Director Finance for Pakistan, Iran and
Afghanistan. During this period, he has
overseen several simplification initiatives
and business combinations while playing
key business partnering roles with
Supply Chain, Legal and Treasury to
ensure business stability and delivery of
greater shareholder value.
39
BOARD AND
MANAGEMENT
COMMITTEES
The Board of Directors
Audit Committee
Our Board of Directors is the highest governing body and

represents the interest of all our Shareholders. We are
focused on strategies that we believe are right for the long
term growth and success of the Company with the objective
of delivering total shareholders return, along with staying
true to our core values.
Terms of Reference
Keeping the above requirements in mind, we have an

extremely capable and dedicated Board of Directors who
have the knowledge, proficiency, reliability and strong sense
of conscientiousness required for protecting investors yield.
The Board will ensure that the management of the
Company; its financial and other matters are in accordance
with the Companies Ordinance. They are responsible for
implementation of strategies and policies approved by the
Board, reviewing of business, capital expenditure appraisals,
investment and divestment of funds, determination and
delegation of financial powers and transactions or contracts
with related parties, etc.
Boards Performance Review

and Continuous Professional
Development
All members of the Board have been provided with an
Orientation Course upon their joining, to apprise them of
their roles and responsibilities. An Evaluation Questionnaire
was also distributed amongst the Board Members, to
assess the performance of senior management on a
periodical basis regarding the objectives, goals and working
of the Board.
Membership and Attendance
GSK
The names of the members of the Board of Directors,

attendance in the Board Meetings held during 2014 are
detailed on Page 45 and their profiles are detailed on Page 38
to 39.
40
The Audit Committee meets at least four times a year. The

Committee assists the Board in the effective discharge of
its responsibilities for corporate governance and financial
reporting. It reviews the internal control systems including
financial and operational controls, accounting systems and
reporting structure to ensure that they are adequate and
effective. The Head of Internal Audit has direct access to
the Chairman of the Audit Committee.
Report of the Audit Committee

With the aim of enhancing confidence in the integrity of
GSKs processes and procedures relating to internal control
and corporate reporting, the following items were the main
highlights on the agenda during the year:

Risk Management Processes of GSK Pakistan Limited
GSKs Anti-Bribery and Anti- Corruption Programme
Related party purchase transactions and the status of Tax

cases
Crisis Management and Business Continuity
Operational Performance Review
Review of Internal Audit activities
Human Resource
and Remuneration
Committee
This committee is responsible for dealing with employee
related matters including recruitment, training, remuneration,
performance evaluation, succession planning, and measures
of effectively utilizing the workforce of the Company. It is
also responsible for making HR policies, recommending and
approving salaries of the CEO, CFO, Company Secretary,
Head of Internal Audit and senior management who are
reporting directly to the CEO.
Management
Committees
Management Committee
Terms of Reference
The Management Committee ensures smooth operations
of the Company, engages in strategic business planning,
decision making and overall management of the Company.
It also ensures adequacy of operational, administrative and
financial controls.
Risk Management &

Compliance Board
Members and Terms of Reference
The Risk Management & Compliance Board comprises
of the Functional Heads and the Chief Internal Auditor. It
reviews significant risks affecting the business, including
strategic, financial, operational and legal compliance risks. It
oversees and ensures the identification and implementation
of internal controls to mitigate significant risks. The Board
monitors the various compliance initiatives and promotes
risk management and compliance culture in the Company.
Composition of the
Board
The Board consists of executive and non-executive
directors, including independent directors and those
representing minority interest, with the necessary skills,
knowledge, experience and competence, so that the Board
as a group includes competencies and diversity considered
relevant in the context of Public Sector Companys
operations.
The Board comprises of the Chairman and the Chief
Executive Officer, which are two separate positions.
Role of the Chairman

The office of the Chairman shall be separate and his
responsibilities distinct, from those of the CEO. The
Chairman shall ensure that the Board is working properly
and all matters relevant to the governance of the Company
are placed on the Agenda of Board meetings. He shall
conduct the Board Meeting according to Agenda. He
shall also ensure that all the directors are enabled and
encouraged to participate in the decisions of the Board.
He will lead the Board and ensure its effective functioning
and continuity of development. He shall however, not be
involved in the day to day operations of the Company.
Role of the Chief Executive

Officer (CEO)
The CEO is responsible for the management of the
Company and for its financial procedures and other matters,
subject to the oversight and directions of the Board, in
accordance with the Ordinance. His responsibilities include
implementation of strategies and policies approved by the
Board, making appropriate arrangements to ensure that
funds and resources are properly safeguarded and are used
economically, efficiently and effectively in accordance with
all statutory obligations.
Environment Health & Safety

Committee
The Environment Health & Safety Committee is chaired by
the respective Site Heads. It ensures operations are fully
compliant with the EHS practices as outlined by regulatory
control and corporate. It appraises the major EHS projects
and monitors their implementation, identifies risk conditions
and organizes training programmes to educate employees
for EHS issues.
Vision Team
The Vision team at GSK gives input for alignment of the
GSK strategy and futuristic objectives. It primarily reviews
line capacities at the various sites over the long term
perspective focusing on capacity constraints, potential
for export markets, product initiatives and new packaging
requirements
Members & Terms of Reference
41
DIRECTORS
REPORT TO THE
SHAREHOLDERS
The Board of Directors of GlaxoSmithKline Pakistan Limited is pleased
to present you the Annual Report along with the Companys audited
financial statements for the year ended December 31, 2014.
The Directors Report has been prepared in accordance with section 236
of the Companies Ordinance, 1984 and clause 5.19 of Listing Regulations
of KSE and Regulation No. 35 of Listing Regulations of LSE. This report
is to be submitted to the members at the Sixty Eighth Annual General
Meeting of the Company to be held on April 23, 2015.
Operating results

Profit for the year before taxation

Taxation
Profit after taxation

Un-appropriated profit brought forward
Other comprehensive income

Profit available for appropriation
Appropriations:
Final dividend 2013
Cash
Bonus

Un-appropriated profit carried forward

Rs. in million
2,849
(1,162)
1,687
2,270
(78)
3,879
(1,013)
(290)
2,576
Pattern of Shareholding
The Board of Directors is pleased to announce a final cash
dividend of Rs. 5.00 per share amounting to Rs. 1.6 billion,
subject to the approval of the share holders in the Annual
General Meeting to be held on April 23, 2015.
The net sales of the Company grew by 10.5% during the
year to Rs. 27.9 billion. Net profitability of the Company was
Rs. 1.7 billion which was affected by factors as explained
more fully in the CEO Review on pages 48 to 49.
Holding Company
GSK
As at December 31, 2014, S.R. One International B.V.,

Netherlands held 245,180,610 shares of Rs. 10 each.
The ultimate parent of the Company continues to be
GlaxoSmithKline plc, UK.
42
The Companys shares are traded on the Karachi Stock

Exchange and Lahore Stock Exchange. The shareholding
information as of December 31, 2014 and other related
information is set out on pages 45 to 47 of the Financial Report.
The Directors, Company Secretary and CFO, their spouses and
minor children did not carry out any trade in the shares of the
Company. The shareholding of Mr. M. Salman Burney (CEO)
increased upon transfer of shares from his mother.
Chief Executives review

The Chief Executives review on pages 48 to 49 deals with:
Economic overview and business performance
analysis, latest developments and companys strategies
for achieving its objectives
Performance review of the Company during the year and
significant changes from the previous year along with reasons
Effective cash management strategy; and
Future outlook and challenges
The directors of the Company endorse the contents of the same.
Human Resource
Development and
Succession Planning
Basic Earnings per

Share
Basic Earnings per Share after taxation were Rs. 5.30
(2013: Rs. 3.34).
GSK takes pride in providing its employees an excellent

working environment, differentiated development
opportunities and a sense of purpose driven by our vision to
Do More, Feel Better, Live Longer.
Earning per Share & Price Earning Ratio
With this value proposition in place, we have implemented

our New Performance System to enhance individual
accountability and reward high achievers. A great effort has
also been made to clearly outline and communicate GSKs
expectations from our employees at an individual and
leadership level. Moreover, it is ensured that our behaviors
are driven by our values of Transparency, Respect for
People, Integrity and Patient-Focus at all times.
2010
2012
2013
5.3
3.3
16.0
2011
4.6
15.5
17.4
2009
4.3
5.2
10
5.1
20
20.9
30
2014
PE Ratio
EPS
Corporate Social
Responsibility (CSR)
GSK is dedicated to being a socially responsible healthcare
company that aims to conduct business practices aligned
with our values. Corporate Social Responsibility is therefore
an integral part of how we work as an organization. At
GSK, we recognize the importance of corporate citizenship
and support multiple programmes at a grass root level,
focusing on health, education and general medical relief.
Our employees also participate in PULSE- a skillsbased volunteering initiative that enables them to make a
sustainable difference in communities and patients in need.
Our participation in various community support initiatives
originates from our mission to help make a significant
difference in the lives of many, and are mentioned in further
detail from page 32 to 34.
Additionally, our talent systems encourage honest and

frequent feedback to provide our employees with holistic
assessment of their behaviors and its impact, thus ensuring
that as teams, we harness the best out of our employees
and proactively managing performance.
On a separate front, our strategy to acquire high potential
talent externally continues with an increased vigor when
conducting the recruitment drives at top tier universities.
At the same time, we focus on the development of internal
talent through a robust talent management process
providing them local and global opportunities to excel
and deliver GSKs strategy. In order to streamline our HR
processes globally, we have implemented state-of-the-art
technology that provides our leaders with accurate data
for decision making and strategic alignment as well as
empowers employees at all levels.
On the whole, our efforts are helping us build a High
Performance Culture in GSK.
40.8
40
41.4
50
43
Environment, Health and

Safety (EHS)
GSKs Environmental, Health and Safety (EHS), considers
environmental protection, occupational health and safety at work as
important as providing quality products.
GSK Pakistan is committed to provide a safe, injury-free workplace
where everyone is healthy, energized and protects the society.
Our processes are robust and sustainable to ensure
that we deliver quality products and serve the needs of
our customers, without compromising the safety of our
employees. To help achieve this objective, number of
programs have either been launched or are in the pipeline
to maintain and further improve EHS performance in all
operational areas of GSK Pakistan.
Sales Per Employee
Rupees in Thousand
11,091
2010
9,933
2009
9,129
9,388
8000
9,585
10000
10,853
12000
6000
4000
2000
GSK
44
2011
2012
2013
2014
These programs are based on the establishment of strong

control measures supported by employees to
-
Increase EHS System awareness at floor level

and alignment between floor and EHS
Enhance EHS System implementation till the roots
Eradicate issues of floor and generating trends /

analysis for EHS issues
Environmental sustainability lies at the core of all GSK

business operations focuses on projects aimed at reducing
waste and energy consumption.
Business Ethics
and Anti-Corruption
Measures
GSK considers performance with integrity as the central
core of its operations. The Board of Directors of the
Company has set down the acceptable business practices
and behaviors in Code of Conduct/Statement of Ethics
and Business Practices to promote integrity and ethics.
The Code has been disseminated for signing by all the
employees, including the senior management and is also
available on the Companys website. Salient features of the
Code of Conduct are provided in brief on page 14.
Board of Directors
Meetings and
Attendance
Human Resource
and Remuneration
Committee
The Board of Directors met five times in 2014. All the

meetings were held in Pakistan; each members attendance
at these meetings is listed below:
A Human Resource & Remuneration Committee comprises of

4 members, the majority of whom are non-executive directors.
One meeting was held in the current year. The committee
is involved in making recommendations to the Board
regarding executives remuneration, performance evaluation
and succession planning etc. The terms of reference of the
Committee are provided in detail on page 40 to 41.
*Cease to be director of the Company with effect from May 07, 2014.
**Resigned with effect from August 22, 2014.
Leave of absence was granted to the Directors who could

not attend some of the Board meetings. The Board would
like to record its appreciation and gratitude to outgoing
directors Mr. Rafique Dawood, Mr. Shahid Mustafa Qureshi,
Ms. Fariha Salahuddin, Ms. Erum S. Rahim and Mr. Maqbool
ur Rehman for serving on the Board and for their input and
contribution over the period.
Management Committee
The Management Committee comprises of 10 senior
members who meet and discuss significant business plans,
issues and progress updates of their respective functions.
Significant matters to be put forth in the Board as per the
Code of Corporate Governance are also discussed for onward
approval.
Risk Management,
Governance and
Classification
Risk Management and Compliance Board (RMCB) is
responsible for identifying, assessing, treating, monitoring
and reporting on significant risks associated with the
business. RMCB also ensures that appropriate strategies
and policies are in place so that key risks which may
threaten the achievement of strategic objectives are
identified, recorded and minimized. RMCB held three (03)
meetings during the year.
Audit Committee
The Internal Control Framework established by the

Company ensures appropriate risk mitigation plans,
designated accountability and mechanisms for upward
communication of any significant issues and incidents that
arise. The Risk Management team, along with Corporate
Ethics & Compliance uses its system of controls to protect
the Companys assets, safeguard shareholder investment
and ensure compliance with applicable legal requirements.
The Audit Committee consists of four members, all of

whom are non-executive directors including the chairman
of the committee. The terms of reference of this Committee
have been determined in accordance with the guidelines
provided in the Listing Regulations and advised to the
Committee for compliance (refer pages 40 to 41). The
Committee held four (04) meetings during the year.
In this respect the RMCB has formed a structure whereby

designated Risk Owners are accountable for identifying
and treating significant risks, while the Compliance Officer
facilitates in instilling a risk-based approach in establishing
internal control systems within GSK, so that risk
management becomes an integral part of decision making
and is embedded in normal business operations.
An independent Internal Audit function headed by the

Chief Internal Auditor and reporting to the Chief Executive
and the Boards Audit Committee reviews 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. In addition to
this, the Internal Audit Function also utilizes the services of
independent audit firms to continuously examine company
records and operations to ensure fair financial reporting
processes, compliance with applicable laws and adherence
with internal control systems. The terms of reference of the
Committee are provided on pages 40 to 41.
Risks can be largely classified as follows:
During the year, Mr. Yahya Zakaria, completed the training

required under the Directors training program clause 5.19
of Listing Regulations of KSE and Regulation No. 35 of
Listing Regulations of LSE.
Strategic Risks are those which pose a

significant threat to meeting the business objectives and
are outside of entitys control. The most important strategic
risk being faced by the Company remains the overly
restrictive and irrational price regime and the absence of an
across the board price increase allowed by the Government.
The Company is countering this risk through internal cost
Name
Meetings

attended
5
Mr. Husain Lawai
4
5
Mr. Rafique Dawood*
3
Mr. Shahid Mustafa Qureshi*
3
Mr. Yahya Zakaria
5
Mr. Dave Cooper
4
Ms. Erum S. Rahim*
1
Mr. Renaud Savary
1
Ms. Fariha salahuddin**
Nil
Mr. Maqbool-ur-Rehman *
Nil
45
saving initiatives, various cost rationalization measures and

optimum product sales mix. However, there is a pressing
need for a justified price increase.
Operational Risks are those which

hinder the entity from running its operations smoothly.
Our main operational risks are the supply continuity which
relates to poor security environment in the country, foreign
currency fluctuations, inflation and the potential for fraud
and employee turnover. These risks are being managed
through product rationing, active synchronization between
commercial and manufacturing teams, matching our foreign
currency receipts against payments to minimize exposure
to the maximum extent possible, adequate segregation of
duties, job rotations and employee empowerment.
Commercial Risks are those which
stem from the commercial nature of the industry and

direct a threat to the profitability of the entity. In GSKs
case, the main threat stems from the acceleration of
low cost generics to the market competition which is
being countered through capacity enhancement / plant
up gradation, R&D and to provide affordable healthcare
solutions and maintain the Companys market share.
Financial Risks are those that may cause

financial loss to the entity are described in more detail in
note 38 of the financial statements.
The above risks are categorized using the following grid:
Degree
Likelihood
Impact
5
Almost certain
Catastrophic
4 Likely
Major
3 Moderate
Moderate
2 Modest
Unlikely
1 Minor
Rare
Auditors
The present auditors, Messrs A.F. Ferguson & Co. Chartered
Accountants, retire and being eligible, have offered themselves
for re-appointment. The Board of Directors endorses
recommendation of the Audit Committee for their reappointment as the Auditors of the Company for the financial
year ending December 31, 2015, at a mutually agreed fee.
Subsequent Events
Lahore measuring approximately 27 acres along with the

related operating assets. In this respect an agreement
to sell with a value of Rs 950 million has been executed
subsequent to year end.
GlaxoSmithKline plc, UK (GSK plc) announced a major
global three-part inter-conditional transaction with Novartis
AG, Switzerland (Novartis) on April 22, 2014, whereas
GSK plc and Novartis will work to create a new worldleading Consumer healthcare business with GSK plc
holding a controlling equity interest of 63.5%. Further, GSK
plc will also acquire Novartiss global vaccines business
(excluding influenza vaccines) whereas GSK plc will
divest its marketed Oncology portfolio and Research and
Development activities related to it, as well as rights to GSK
plcs AKT inhibitor to Novartis.
Pursuant to the global transaction the Company will have
its distribution rights terminated for the Oncology portfolio,
which portfolio contributed to less than 1% in the revenue
and gross profit of the Company.
In respect of Consumer healthcare business, the Board of
Directors of the Company in their meeting held on February 25,
2015 considered various options and in principle decided for
its demerger. The Board has also approved the appointment
of Financial and Legal consultants for advising in respect of
structuring of transaction and scheme of arrangements.
The above transactions are subject to the receipt of
all applicable legal and regulatory approvals, consents,
permissions and sanctions as may be necessary.
Value of Investments of
Provident, Gratuity and
Pension Funds
The Company maintains retirement benefits plans for its
employees. Value of investments of provident and gratuity
funds based on un-audited accounts as of December 31,
2014 (audit in progress) was as follows:
2014
Rs. In millions
Provident fund
Gratuity fund
Pension fund
2,657
1,203
147
Value of Investment
30.0%
During the year, the Company has initiated assessment of

disposal of its land located at 18.5 km, Ferozepur Road,
3.7 %
Provident Funds
Gratuity Funds
GSK
66.3%
46
Pension Funds
Contribution to National Exchequer and Economy

Your company made a total contribution of Rs 3,001 million to the National Exchequer by way of custom duties, income tax,
sales tax and employees tax during the year 2014.
Corporate and Financial

Reporting Framework
a.
f.
The financial statements prepared by the
Companys ability to continue as a going concern.
management of the Company present fairly its

g.
state of affairs, the result of its operations, cash
detailed in the listing regulations.
Proper books of account of the Company have

h.
been maintained.
c.
There has been no material departure from the

best practices of Corporate Governance as
flows and changes in equity.

b.
There are no significant doubts upon the
The key operating and financial data for the last

six years is set out on pages 50 to 57.
Appropriate accounting policies have been

consistently applied in preparation of financial
statements and accounting estimates are based
on reasonable and prudent judgment.
d.
By order of the Board
The financial statements are prepared in

accordance with International Financial
Reporting Standards, as applicable in Pakistan.
The Company maintains a sound internal control
M. Salman Burney
Chief Executive
system which gives reasonable assurance against

any material misstatement or loss. The internal
control system is regularly reviewed. This has
been formalized by the Boards Audit Committee
and is updated as and when needed.

Yahya Zakaria
Director
Karachi
February 25, 2015
e.
47
CHIEF
EXECUTIVES
REVIEW
I am pleased to present the Annual Report of your Company for
the financial year ended December 31, 2014.
Overview of Economy &

Business
The economic environment in Pakistan witnessed some
signs of recovery in 2014, however many key challenges
including the security situation, energy shortages &
government revenues remain formidable. The recent fall in
global energy prices is expected to have a positive impact
on the economy and further strengthen growth and reduce
inflation in 2015.
The pharmaceutical industry continued to operate in an
environment that has challenged a sustainable business
model. Faced with an unstable & challenging regulatory
environment, inflationary and fiscal pressures and
continuous power crises, the pharmaceutical industry
has been forced to internalize all cost pressures without
offsetting adjustments over the past decade, whilst all other
parts of the health sector and other industries have been
allowed to operate under free market mechanism.
Despite these challenges your Company was successful
in maintaining its position as the leading pharmaceutical
company in Pakistan in terms of value, prescription
and volume share and was able to enhance financial
performance through expense reductions, optimizing
the portfolio mix, simplifying operational processes and
introducing new, innovative and improved products.
Business Review
GSK
During 2014, net sales of your Company were recorded

at Rs 27.9 billion with double digit growth. Your Companys
pharmaceutical business segment showed resilience by
maintaining market share in the industry and delivered
net sales of Rs 23.0 billion reflecting a steady growth of
9.4% over last year. Key portfolios contributing towards
this growth were Eye/ear, Anti-Virals, Dermatologicals,
Anthelmentics, Anti-Diarrhoeals, Cough/ Cold and
Respiratory.
48
The Consumer Health Care segment also evidenced strong

growth of 16.3% achieving an overall turnover of Rs 4.9
billion during 2014. Sensodyne, Panadol and Horlicks were
the key growth drivers. During the year certain brands were
realigned within business segments in line with global
strategy, which will help these products achieve better
growth and market penetration in the longer term.
Export sales of your Company grew progressively to Rs

997.6 million compared to Rs 923.7 million in last year.
Gross margin for the year at 26.3% marginally improved
from last year. Given the fact that there was no across
the board price adjustment, the Company took significant
cost containment measures to address margin erosion.
The product portfolio was rationalized and production of
loss making SKUs was reduced wherever possible. Other
factors contributing towards margin improvement included
a stable and favorable exchange rate, price adjustments on
older products which had not been allowed any increase
since 2001 and synergies through consolidation of
manufacturing facilities.
Selling, marketing and distribution expenses at Rs 3.7
billion only increased by 1.9% over last year, well below
inflation. The above rationalization of SKUs favorably
impacted the expense base of pharmaceutical segment. In
line with GSKs Global HCP initiatives the company is in the
process of realigning its ways of working with respect to its
promotional and scientific engagements activities which has
also resulted in the lower spend. Administrative expenses
rose by 9.0% over the corresponding period to Rs 1.0 billion
in the current period mainly representing general inflation.
Other operating income was recorded at Rs 491.5 million.
This included the effect of some one-off adjustments during
the current and previous year i.e. exchange gain of Rs
126.9 million during 2014 whilst an exchange loss of Rs
143.1 million was reported under financial charges last year
as well as income from the divestment of the Companys
Animal Healthcare business amounting to Rs 186.5 million
reflected in last year accounts.
Overall, your Company posted a net profit after tax of Rs
1.7 billion for the year depicting an increase due to reasons
elucidated in the preceding paragraphs.
Future Outlook and

Challenges
Profit after tax

Rupees in million
1,687
2000
1,062
2010
1,327
2009
1,141
1,058
1000
1,041
1500
500
0
2011
2012
2013
2014
Cash Flows & Capital

Expenditure
The Companys cash requirements are met through internal
cash generation without reliance on borrowings. An
effective Liquidity Management System is in place that is
actively involved in assessing and planning the Companys
cash flow requirements to ensure adequate availability of
funds as required by the business. The Company invests its
surplus funds in a mix of sovereign investments and high
credit rated bank deposits to maintain a risk averse optimum
interest yielding portfolio. The Company maintains strong
relationships with its banks and constantly evaluates cash
management and trade solutions to improve its investment
and banking operations. The Company continued to use its
strong cash flows to make the required levels of investments
in business necessary to sustain long term growth.
Cash and cash equivalents have increased from last year
mainly due to cash generated from operations. The surplus
funds were largely utilized on increased capital investments
for facility improvements including plant up gradation and
capacity enhancement. Capital expenditure of Rs 1.2 billion
(2013: 725 million) were incurred during the year.
Capital Expenditure
Rupees in million
1,498
1500
1,221
1200
300
725
As disclosed from time to time, on April 22, 2014,

GlaxoSmithKline plc UK (GSK plc) announced a major global
three-part inter-conditional transaction with Novartis AG,
Switzerland (Novartis) whereas GSK plc and Novartis will work
to create a new world-leading Consumer Health Care business
with GSK plc holding a controlling equity interest of 63.5%. GSK
plc will acquire Novartis global Vaccines business (excluding
influenza vaccines) and GSK plc will divest its marketed
Oncology portfolio and Research and Development activities
related to it, as well as rights to GSK plcs AKT inhibitor to
Novartis. The transaction is progressing, subject to the approvals
from regulatory authorities. GSK Pakistan is also evaluating the
possible implications and opportunities through replicating the
realignment of business in line with global strategy.
Intellectual property
The use of scientific knowledge and creation of Intellectual
Property remains central to our values, however, the effective
legal protection of our intellectual property is equally important
for ensuring a reasonable return on investment in research and
commercialization of new treatments.
The IPR laws in Pakistan need to be amended to enforce
better controls over counterfeiting and discouraging violation of
intellectual property rights. Efforts and initiatives at Government
and organization levels have lead to increased deterrence but
there is still need for more effective implementation.
Acknowledgment
515
600
835
790
900
The pharmaceutical industry has great potential for generating

economic value to the country in terms of domestic value
addition, creating employment, enhancing exports as well
as generating revenue for the exchequer. Over the past few
years the industry has suffered from an irrational regulatory
framework which is not aligned with other countries in the
region resulting in severely curtailing its economic potential
and value for the country. After a concerted effort on the part
of the industry the Government in 2015 has finally moved
towards formulating a Drug Pricing Policy after a lapse of over
a decade. While the new Policy still contains challenges that
will need to be addressed, on the whole it is an important first
step towards developing a regulatory regime that safeguards
the interest of the industry, supports the continuity of supplies
of quality affordable medicines and ensures the ongoing
availability of numerous research based drugs.
0
2010
2011
2012
2013
2014
Dividends
The Company maintained its history of providing reasonable
returns and payouts to its shareholders. The Board of Directors
of the Company, in their meeting held on February 25, 2015,
have proposed a cash dividend of Rs. 5.0 (2013: Rs. 3.5) per
share. Overall dividend payout for 2014 at Rs 1.6 billion will be
57.1% higher than 2013, reflecting the higher equity base.
The Companys success is due to our talented, passionate and

dedicated employees who are committed to do more, to achieve
better results and help run the Companys operations smoothly
despite of numerous challenges.
On behalf of the Board, I would like to take the opportunity to
thank all team members, our valued customers and suppliers and
our shareholders for their consistent support and look forward to
delivering results for all our stakeholders in the coming years.
M. Salman Burney
Chief Executive
Karachi
February 25, 2015
2009
49
FINANCIAL
PERFORMANCE
AT A GLANCE
Rupees in million
2014
2013
Net sales
27,883
25,231
Gross profit
7,346
6,229
Operating profit
2,869
1,969
Profit before taxation
2,849
1,810
Taxation
1,162
748
1,687
1,062

Dividend - cash*
1,592.3
- per share - Rs.
3.5
289.5
3,184.7
2,895.2
- Issue of bonus shares

Paid-up Capital
1,013.3
5.0

* Represents final cash dividend @ Rs. 5.0 per share (2013: Rs. 3.5) proposed by the Board of Directors subsequent to the
year end.
Gross and Operating Profit

Rs. in million
Payout to Shareholders
Rs. in million
8000
2000
7,346
2009
GSK
Gross Profit
Operating Profit
50
2011
2013
2014
1,592
2009
Dividend
Bonus
1,013
1,053
2,869
2010
239
957
832
853
1,751
2,869
1,969
2,369
2012
2011
2012
290
6,229
5,818
1,952
2010
500
312
1,751
2000
1000
1500
1000
2,273
4,239
3000
4,853
5000
4000
6,045
6000
263
7000
2013
2014
STATEMENT OF
VALUE ADDED

2014
2013
Rs. 000
%
Rs. 000
Revenue Generated
Total revenue
28,665,947
100.0
25,946,631
100.0
19,083,436
66.6
17,670,879
68.1
2,630,772
9.2
2,616,579
10.1
433,783
1.5
528,362
2.0
Revenue distributed
Bought-in -materials and Services
Selling, Marketing and Distribution Expenses
Administrative Expenses and Financial Charges

Income tax
1,161,511
4.1
747,609
2.9
Workers funds and Central research fund
253,411
0.9
153,230
0.6
Sales tax
291,532
1.0
260,837
1.0
To Government 1,706,454
6.0
1,161,676
4.5
Salaries, Wages and other benefits
3,124,331
10.9
2,902,188
11.2
To Employees
3,124,331
10.9
2,902,188
11.2
100
0.0
4,684
0.0
To Society 100
0.0
4,684
0.0
Cash dividend*
1,592,338
5.5
1,013,305
3.9
To Shareholders
1,592,338
5.5
1,013,305
3.9
94,733
0.3
48,958
0.2
28,665,947
100.0
25,946,631
100.0
Donations

Retained in the Business

5.5% 0.3%
0.0%
10.9%
Bought-in-materials and Services

Selling, Marketing and Distribution Expenses
6.0%
Administrative Expenses and Financial Charges

To Government
1.5%
To Employees
To Society
9.2%
To Shareholders
66.6%
Retained in the Business
* Represents final cash dividend @ Rs. 5.0 per share proposed by the Board of Directors subsequent to the year end.
51
KEY OPERATING
AND FINANCIAL
DATA
Rupees in million
2014 2013 2012 2011 2010 2009

Balance Sheet
Assets employed
Fixed Assets - tangible
- property, plant and equipment
Assets - intangible
- Goodwill

Long Term Investments
Long-term loans and deposits
Net current assets
Non current assets held for sale
5,815
4,794
4,190
3,830
956
-
88
5,198
27
956
-
87
5,196
-
956
-
99
5,231
-
956
-
94
5,725
-
956
-
85
6,101
-
956
169
73
6,057
-
12,921
12,212
12,101
11,569
11,332
11,085
382
594
251
612
175
531
214
367
115
417
73
418
976
863
706
581
532
491
Net assets employed

Financed by
Issued, subscribed and paid-up capital
Reserves
11,945
11,349
11,395
10,988
10,800
10,594
3,185
8,760
2,895
8,454
2,632
8,763
2,393
8,595
1,964
8,836
1,707
8,887
Shareholders Equity

Turnover and profit
11,945
11,349
11,395
10,988
10,800
10,594
Net sales
Gross profit
Operating profit
Taxation
EBTIDA
Cash Dividend including bonus shares
Sales per employee
27,883
7,346
2,869
2,849
(1,162)
1,687
3,293
1,592
11,091
25,231
6,229
1,969
1,810
(748)
1,062
2,323
1,303
9,933
23,150
6,045
2,369
2,322
(995)
1,327
2,716
1,316
9,129
21,750
5,818
2,273
2,237
1,096
1,141
2,599
1,196
10,853
18,916
4,853
1,952
1,932
874
1,058
2,324
1,144
9,388
16,754
4,239
1,751
1,706
665
1,041
2,061
853
9,585
4000
14.1
11.6
9.4
10.4
9.8
9.8
6,652
254.0
200
147.5
152.1
150
2010
2011
2012
2013
1,044
976
1,043
863
1,055
706
1,050
581
1,041
532
1,198
2009
Property, Plant and Equipment

Non current Assets
2014
Net Current Assets*

Non Current Liabilities
* Net Current Assets include Non Current Assets held for sale
50
3
0
109.3
100
2009
2010
2011
2012
2013
2014
90.0
88.2
71.8
65.0
2009
2010
High
Closing
179.8
136.2
111.0
491
1000
12
300
250
3000
2000
Share Price Sensitivity

Rupees
15
5,225
5,973
5,196
5,815
5,231
5,725
6,101
4,794
5000
3,830
6000
4,190
6,057
7000
Return on Equity
Percentage
8000
GSK
5,973

Less: Non-Current Liabilities
Staff retirement benefits - Staff gratuity
Deferred taxation
Assets & Liabilities

Rupees in million
52
6,652
67.1
63.1
2011
132.3
81.8
73.3
61.0
2012
Low
68.0
2013
2014
2014 2013 2012 2011 2010 2009
Cashflows
Operating Activities
Investing Activities
Financing Activities
Changes in Cash equivalents
Cash & equivalents - Year end
Rs. in million
Rs. in million
Rs. in million
Rs. in million
Rs. in million
2,432
(920)
(957)
555
2,652
1,057
(285)
(990)
(218)
2,097
2,057
(1,167)
(900)
(10)
2,316
127
(558)
(782)
(1,213)
2,326
2,433
(739)
(849)
845
3,538
1,348
(262)
(1,189)
(103)
2,693
Cash dividend per share

Rupees
Bonus shares
%
Market value per share - year end
Rupees
Market value per share - high
Rupees
Market value per share - low
Rupees
Market price to Book value with
surplus
Times
Market capitalization
Rs.in million

5.0
-
219.3
254.0
136.3
3.5
10.0
136.2
152.1
68.0
4.0
10.0
73.3
81.8
61.0
4.0
10.0
67.1
90.0
63.1
4.0
15.0
88.2
111.0
65.0
5.0
109.3
147.5
71.8
5.8
69,843
3.5
39,435
1.7
19,300
1.4
16,050
1.7
17,321
2.1
18,649
Financial Highlights
Profitability Ratios
Profit before tax ratio
Gross Yield on Earning Assets
Gross Spread ratio
Cost / Income ratio
Return on Equity
Return on Capital employed
Gross Profit ratio
Net Profit to Sales
EBITDA Margin to Sales
Operating leverage ratio
%
%
Times
Times
%
%
%
%
%
Times
10.2
7.1
0.2
0.6
14.1
9.1
26.3
6.1
11.8
5.5
7.2
7.6
0.2
0.7
9.4
6.2
24.7
4.2
9.2
(2.5)
10.0
6.9
0.2
0.6
11.6
8.4
26.1
5.7
11.7
0.6
10.3
14.8
0.2
0.6
10.4
7.5
26.8
5.2
11.9
1.1
10.2
8.7
0.2
0.6
9.8
7.2
25.7
5.6
12.2
1.0
10.2
12.8
0.2
0.6
9.8
8.3
25.3
6.2
12.0
(1.7)
Rupees
Times
Times
%
Times
Times
5.3
41.4
0.0
2.3
0.9
1.1
3.3
40.8
0.0
2.6
1.0
1.0
4.6
16.0
0.0
5.5
0.9
1.1
4.3
15.5
0.0
6.0
0.9
1.1
5.1
17.4
0.0
4.5
0.8
1.3
5.2
20.9
0.0
4.6
1.0
1.0
Rupees
37.5
39.2
43.3
45.9
55.0
62.1
Rupees
37.5
39.2
43.3
45.9
55.0
62.1
Earnings per share (EPS)

Price Earnings ratio
Price to Book ratio
Dividend Yield ratio
Dividend Payout ratio
Dividend Cover ratio
Break-up Value per share without
Surplus on Revaluation of Fixed
Assets
Break-up Value per share including
the effect of Surplus on
Revaluation of Fixed Assets
Investment/Market Ratios
53
KEY OPERATING
AND FINANCIAL
DATA

2014 2013 2012 2011 2010 2009
Capital Structure Ratios

Earning assets to total assets ratio
Net assets per share
Debt to Equity ratio
Financial leverage ratio
Interest Cover ratio
%
Times
Times
Times
Times
13.9
37.5
0.1
0.6
139.9
11.7
39.2
0.1
0.6
11.4
14.3
43.3
0.1
0.4
48.9
15.1
45.9
0.1
0.4
61.2
24.9
51.9
0.0
0.4
96.5
18.7
62.1
0.0
0.4
38.2
Times
Times
Times
Times
%
2.9
1.8
0.8
0.4
8.7
2.1
1.9
0.8
0.4
4.2
2.6
2.3
1.0
0.6
8.9
3.0
2.5
1.0
0.6
0.6
1.5
2.7
1.5
1.0
12.9
0.9
2.8
1.4
0.8
8.0
3.1
117
66.7
5
12.8
28
1.4
4.0
94
3.1
117
68.1
5
12.3
30
1.4
4.5
93
3.1
119
23.3
16
10.8
34
1.3
4.5
100
3.0
121
14.3
26
13.5
27
1.2
4.4
119
Liquidity Ratios
Advances to Deposits ratio
Current ratio
Quick / Acid test ratio
Cash to Current Liabilities
Cash flow from Operations to Sales

Activity / Turnover Ratios

Inventory turnover ratio
No. of Days in Inventory
Debtor turnover ratio
No. of Days in Receivables
Creditor turnover ratio
No. of Days in Creditors
Total Assets turnover ratio
Fixed Assets turnover ratio
Operating Cycle
Times
Days
Times
Days
Times
Days
Times
Times
Days
3.2
115
63.0
6
10.6
34
1.5
4.2
86
Debtors Turnover and Inventory Turnover

Number of Days
Current Ratio and Quick Ratio

Number of Times
1.5
1.8
GSK
Current Ratio
Quick Ratio
54
2010
2011
2012
2013
2014
2009
Debtors Turnover
Inventory Turnover
2010
2011
2012
2013
5
2009
115
117
119
16
30
26
0.8
0.8
1.0
0.5
0.0
112
1.9
90
60
1.0
1.0
1.4
1.5
121
2.3
2.5
2.7
2.8
120
2.0
117
150
3.0
2.5
3.3
112
72.1
5
10.5
35
1.4
4.2
82
2014
DUPONT
ANALYSIS
RS. IN MILLION (FOR THE YEAR ENDED DECEMBER 31, 2014)
Sales
Rs. 27,883
Net Profit
Rs. 1,687
Net Profit Margin

6.05%
Return on Assets
8.83%
Total Cost*
Rs. 27,883
1.46 Times
Non Current Assets

Rs. 7,696
Total Assets
Rs. 19,101
14.12%
Rs. 26,196
Sales
Assets Turnover
Return on Equity
Current Assets**
Rs. 11,405
Owners Equity
Rs. 11,945

Rs. 976
Ownership Ratio
62.54%
Total Liabilities
Rs. 7,156
Total Assets
Rs. 19,101
+
Current Liabilities
Rs. 6,180
Owners Equity
*

**
Total Cost includes:

Cost of Sales
Selling, marketing and distribution expenses
Administrative expenses
Other operarting expenses
Other income
Financial chanrges
Taxation
Current Assets include Non Current Assets held for Sales valued at Rs.27 million
Rs. 11,945
55
HORIZONTAL
ANALYSIS
%
2014 2013 2012 2011 2010 2009
Balance Sheet Analysis

Change from preceding year
Share Capital and Reserves

Current Liabilities
5.2
13.0
7.9
(0.4)
22.2
38.0
3.7
21.5
7.0
1.7
9.3
9.0
1.9
8.4
6.4
26.8
47.4
72.7
Total Equity and Liabilities
6.5
10.4
5.2
3.7
3.2
35.8
Non Current Assets

Current Assets
9.7
4.2
2.1
16.4
17.6
(2.3)
11.7
(0.6)
4.0
2.7
89.3
18.0
Total Assets

6.5
10.4
5.2
3.7
3.2
35.8
12.9
12.4
14.5
18.1
(2.9)
12.5
(14.2)
11.5
(55.6)
13.2
31.4
1.6
25.0
31.1
10.0
46.7
63.7
(26.9)
(63.8)
(43.1)
(41.6)
(43.2)
(36.4)
(46.8)
Profit and Loss Account Analysis

GSK

Net sales
Cost of sales
Gross profit
Other operating expenses
Other income
Operating profit
Financial charges
Taxation
56
Change from preceding year

10.5
8.1
17.9
1.9
9.0
65.4
8.0
45.7
(87.2)
57.4
55.4
58.8
9.0
11.1
3.0
19.7
19.3
(20.4)
37.8
(16.9)
235.1
(22.0)
(24.9)
(19.9)
6.4
7.4
3.9
8.5
(23.2)
(0.7)
(28.5)
4.2
30.1
3.8
(9.2)
16.3
15.0
13.3
19.9
21.8
22.8
13.4
16.2
16.5
82.4
15.8
25.3
7.9
VERTICAL
ANALYSIS
%
2014 2013 2012 2011 2010 2009
Balance Sheet Analysis

Share Capital and Reserves
Current Liabilities
62.5
5.1
32.4
63.3
4.8
31.9
70.1
4.3
25.6
71.1
3.8
25.1
72.5
3.6
23.9
73.4
3.4
23.2
Total Equity and Liabilities
100.0
100.0
100.0
100.0
100.0
100.0
Non Current Assets

Current Assets
40.4
59.6
39.1
60.9
42.3
57.7
37.8
62.2
35.1
64.9
34.8
65.2
Total Assets
100.0
100.0
100.0

100.0
100.0
100.0
100.0
73.2
26.8
12.8
4.7
0.9
2.1
10.5
0.2
10.3
5.0
5.2
100.0
74.3
25.7
12.2
4.4
0.9
2.1
10.3
0.1
10.2
4.6
5.6
100.0
74.7
25.3
11.6
5.1
0.9
2.8
10.5
0.3
10.2
4.0
6.2
Net sales
Cost of sales
Gross profit
Other income
Operating profit
Financial charges
Taxation
100.0
73.7
26.3
13.3
3.7
0.9
1.8
10.3
0.1
10.2
4.2
6.1
100.0
75.3
24.7
14.4
3.7
0.6
1.8
7.8
0.6
7.2
3.0
4.2
100.0
73.9
26.1
13.1
3.4
0.8
1.4
10.2
0.2
10.0
4.3
5.7
Profit and Loss Account Analysis
57
DIRECT CASH FLOW

STATEMENT
(FOR THE YEAR
ENDED 31 DECEMBER 2014)
Rupees in 000
2014 2013
Cash Flows From Operating Activities

Cash receipts from customers
Cash paid to suppliers / service providers
Cash paid to employees
27,676,396
25,296,211
(20,860,599)
(19,893,193)
(2,915,649)
(2,711,605)
Payment of indirect taxes and other statutory duties
(218,263)
(206,333)
Payment of royalty and technical services fee
(342,393)
(20,241)
Payment to Retirement Funds
(171,871)
(181,702)
Financial charges paid
(20,363)
(16,147)
Income tax paid
(710,378)
(1,210,352)
Long term deposits
(5,090)
(104)
Net cash from operating activities
2,431,790
1,056,534
(1,221,013)
(725,019)

Cash Flows From Investing Activities

Fixed Capital Expenditure
Proceeds from sale of operating assets
Investments encashed
Return on investments
Net cash used in investing activities
109,575
-
91,982
186,500
191,881
161,339
(919,557)
(285,198)
(957,390)
(989,812)
(957,390)
(989,812)
554,843
(218,476)
Cash Flows From Financing Activities

Dividends paid
Net cash used in financing activities
Cash and cash equivalents at beginning of the year
2,097,268
2,315,744
Cash and cash equivalents at end of the year
2,652,111
2,097,268
GSK
58

35 - Dockyard Road, West Wharf, Karachi - 74000
GlaxoSmithKline Pakistan Limited is a member of
GlaxoSmithKline group of Companies.

Financial Report 2014
FINANCIAL
HIGHLIGHTS

Sales Revenue
Market Capitalization
Highlights 2014 2013

+10.5% Rs. 27,883 M Rs. 25,231 M
+1.8 Times Rs. 69,843 M Rs. 39,435 M
Earning Per Share
+58.7%
Rs. 5.3
Rs. 3.3
Dividend Per Share
+42.9%
Rs. 5.0
Rs. 3.5
Return on Equity
+50.0%
14.1%
9.4%
Return on Capital Employed
+46.8%
9.1%
6.2%
CONTENTS
02
04
05
06
07
08
09
10
45
46
47
48
50
51
Statement of
compliance
with the code
of corporate
governance
Notes to
and forming
part of the
financial
statements
Review
report to the
members on
statement of
compliance
with the code
of corporate
governance
Pattern of
shareholding
Auditors
report to the
members
Categories of
shareholders
Balance sheet
Shareholding
information
Profit and loss

account
Notice
of annual
general
meeting
Cash flow
statement
Factories and
distribution /
sales offices
Statement of
changes in
equity
Form of proxy
financial report twenty fourteen
Glossary
01
STATEMENT OF COMPLIANCE
WITH THE CODE OF
CORPORATE GOVERNANCE
FOR THE YEAR ENDED 31 DECEMBER 2014
This statement is being presented to comply with the Code of Corporate Governance (the Code) contained in Clause 5.19 of Listing
Regulations of Karachi Stock Exchange and Regulation No. 35 of Listing Regulations of Lahore Stock Exchange for the purpose
of establishing a framework of good governance, whereby a listed company is managed in compliance with the best practices of
corporate governance.
GSK
The Company has applied the principles contained in the Code in the following manner:
02
1.
The Company encourages representation of independent, non-executive directors and directors representing minority interests
on its Board of Directors. At present the Board includes:
Independent Directors
Husain Lawai
Non-Executive Directors
Dave Cooper
Renaud Savary
Mehmood Mandviwalla
Executive Directors
M. Salman Burney
Yahya Zakaria
The independent director meets the criteria of independence under Clause 5.19.1 (b) of the Karachi Stock Exchange Limited
regulations and under Clause I (b) of Regulation No.35 of Chapter XI of the Listing Regulations of the Lahore Stock Exchange.
2.
The Directors have confirmed that none of them is serving as a director on more than seven listed companies, including this
Company.
3.
All the resident directors of the Company are registered as taxpayers and none of them has defaulted in payment of any loan
to a banking company, a Development Financial Institution or a Non-Banking Financial Institution or, being a Broker of a stock
exchange, has been declared as a defaulter by that stock exchange.
4.
The Company is finalizing the due diligence of selected candidates to fill in the casual vacancy on the Board. The Company has
applied to the SECP for extension of time in this respect.
5.
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.
6.
The Board has developed a vision/mission statement, overall corporate strategy and significant policies of the Company. The
Board has delegated the authority for approval of significant policies to the Chief Executive Officer. A record of particulars of such
significant policies along with the dates on which they were approved or amended has been maintained.
7.
All the powers of the Board have been duly exercised and decisions on material transactions, including appointment and
determination of remuneration and terms and conditions of employment of the Chief Executive Officer, other executive and nonexecutive directors, have been taken by the Board.
8.
The meetings of the Board were presided over by the Chairman and in his absence, by a director elected by the Board for the
purpose and the Board met at least once in every quarter. Written notices of the Board meetings, along with agenda and working
papers, were circulated at least seven days before the meeting. The minutes of the meetings were appropriately recorded and
circulated.
9.
During the year one director obtained certification under the directors training program.
10. New appointment of the Company Secretary was made during the year. The remuneration of Chief Executive Officer, Chief
Financial Officer, Company Secretary and Chief Internal Auditor was approved by the board.
11. The Directors Report for this year has been prepared in compliance with the requirements of the Code and fully describes the
salient matters required to be disclosed.
12. The financial statements of the Company were duly endorsed by Chief Executive Officer and Chief Financial Officer before
approval of the Board.
13. The Directors, Chief Executive Officer and executives do not hold any interest in the shares of the Company other than that
disclosed in the pattern of shareholding.
14. The Company has complied with all the material corporate and financial reporting requirements of the Code.
15. The Board has formed an Audit Committee. It comprises three members, all of whom are non-executive directors and the
chairman of the committee is an independent director.
16. The meetings of the Audit Committee were held at least once every quarter prior to approval of interim and final results of the
Company and as required by the Code. The terms of reference of the committee have been formed and advised to the committee
for compliance.
17. The Board has formed an HR and Remuneration Committee. It comprises four members, of whom three are non-executive
directors including the chairman of the committee.
18. The Board has outsourced the internal audit function to Ernst & Young Ford Rhodes Sidat Hyder & Co., Chartered Accountants,
who are considered suitably qualified and experienced for the purpose and are conversant with the policies and procedures of the
company.
19. The statutory auditors of the Company have confirmed that they have been given a satisfactory rating under the quality control
review program of the ICAP, that they or any of the partners of the firm, their spouses and minor children do not hold shares of the
Company and that the firm and all its partners are in compliance with International Federation of Accountants (IFAC) guidelines
on code of ethics as adopted by the ICAP.
20. The statutory auditors or the persons associated with them have not been appointed to provide other services except in accordance
with the listing regulations and the auditors have confirmed that they have observed IFAC guidelines in this regard.
21. The closed period, prior to the announcement of interim/final results, and business decisions, which may materially affect the
market price of companys securities, was determined and intimated to Directors, employees and stock exchanges.
23. The related party transactions have been placed before the Audit Committee and approved by the Board of Directors along with
pricing methods.
24. We confirm that all other material principles enshrined in the Code have been complied with.

Karachi
February 25, 2015
On behalf of the Board
M. Salman Burney
Chief Executive
22. Material/price sensitive information has been disseminated among all market participants at once through the stock exchanges.
03
REVIEW REPORT TO THE

MEMBERS
ON STATEMENT OF COMPLIANCE WITH THE CODE OF

CORPORATE GOVERNANCE
We have reviewed the enclosed Statement of Compliance with the best practices contained in the Code of Corporate
Governance (the Code) prepared by the Board of Directors of GlaxoSmithKline Pakistan Limited (the Company) for
the year ended 31 December 2014 to comply with the Code contained in Regulation No. 5.19 of the Karachi Stock
Exchange Limited Regulations and Regulation No. 35 of Chapter XI contained in the Listing Regulations of the Lahore
Stock Exchange where the Company is listed.
The responsibility for compliance with the Code is that of the Board of Directors of the Company. Our responsibility is to
review, to the extent where such compliance can be objectively verified, whether the Statement of Compliance reflects
the status of the Companys compliance with the provisions of the Code and report if it does not and to highlight any
non-compliance with the requirements of the Code. A review is limited primarily to inquiries of the Companys personnel
and review of various documents prepared by the Company to comply with the Code.
As 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 Companys corporate governance procedures and risks.
The Code requires 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 distinguishing between
transactions carried out on terms equivalent to those that prevail in arm's length transactions and transactions which
are not executed at arm's length price and recording proper justification for using such alternate pricing mechanism.
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. We have not carried out any
procedures to determine whether the related party transactions were undertaken at arm's length price or not.
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 Companys compliance, in all material respects, with the best practices contained in
the Code as applicable to the Company for the year ended 31 December 2014.
Further, we highlight the matter in relation to the requirement of the Code in respect of filling casual vacancy on the
Board as mentioned in paragraph 4 of the Statement of Compliance.
A.F. Ferguson & Co.

Karachi
GSK
Date: 18 March 2015
04
AUDITORS REPORT TO THE

MEMBERS
We have audited the annexed balance sheet of GlaxoSmithKline Pakistan Limited as at 31 December 2014 and the
related profit and loss account, cash flow statement and statement of changes in equity together with the notes forming
part thereof, for the year then ended 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 our audit.
It is the responsibility of the companys management to establish and maintain a system of internal control, and prepare
and present the above said statements in conformity with the approved accounting standards and the requirements of
the Companies Ordinance, 1984. Our responsibility is to express an opinion on these statements based on our audit.
We conducted our audit in accordance with the auditing standards as applicable in Pakistan. These standards require
that we plan and perform the audit to obtain reasonable assurance about whether the above said statements are free
of any material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and
disclosures in the above said statements. An audit also includes assessing the accounting policies and significant
estimates made by management, as well as, evaluating the overall presentation of the above said statements. We
believe that our audit provides a reasonable basis for our opinion and, after due verification, we report that:
(a) in our opinion, proper books of account have been kept by the company as required by the Companies Ordinance,
1984;
(b) in our opinion:
(i) the balance sheet and profit and loss account together with the notes thereon have been drawn up in conformity
with the Companies Ordinance, 1984, and are in agreement with the books of account and are further in
accordance with accounting policies consistently applied;
(ii) the expenditure incurred during the year was for the purpose of the companys business; and
(iii) the business conducted, investments made and the expenditure incurred during the year were in accordance
with the objects of the company;
(c) in our opinion and to the best of our information and according to the explanations given to us, the balance sheet,
profit and loss account, cash flow statement and statement of changes in equity together with the notes forming
part thereof conform with approved accounting standards as applicable in Pakistan, and, give the information
required by the Companies Ordinance, 1984, in the manner so required and respectively give a true and fair view
of the state of the companys affairs as at 31 December 2014 and of the profit, its cash flows and changes in
equity for the year then ended; and
A.F. Ferguson & Co.

Karachi
Dated: 18 March 2015
Name of Engagement Partner: Mohammad Zulfikar Akhtar
(d) in our opinion, Zakat deductible at source under the Zakat and Ushr Ordinance, 1980 (XVIII of 1980), was deducted
by the company and deposited in the Central Zakat Fund established under section 7 of that Ordinance.
05
BALANCE SHEET
AS AT DECEMBER 31, 2014
Rupees 000
Note
2014 2013
NON-CURRENT ASSETS

Fixed assets
3
Intangible - goodwill
4
Long-term loans to employees
5
Long-term deposits
6,652,251
955,742
65,722
21,955
5,973,404
955,742
70,079
16,865

CURRENT ASSETS
7,695,670
7,016,090
Stores and spares

6
Stock-in-trade
7
Trade debts
8
Loans and advances
9
Trade deposits and prepayments
10
Interest accrued
Refunds due from government
11
Other receivables
12
Taxation - payments less provision
Investments
13
Cash and bank balances
14
158,775
6,308,061
535,116
414,641
144,669
5,793
56,925
301,986
799,984
591,667
2,060,444
156,548
6,271,405
349,950
248,463
118,592
9,753
46,951
392,202
1,231,588
224,269
1,872,999

Non-current assets classified as held for sale
15
11,378,061
27,147
10,922,720

SHARE CAPITAL AND RESERVES
19,100,878
17,938,810
3,184,672
8,760,431
2,895,156
8,454,157
11,945,103
11,349,313
382,253
593,354
250,977
612,012
975,607
862,989
6,002,632
177,536
5,561,429
165,079
6,180,168
5,726,508
Share capital
Reserves
16
17

NON-CURRENT LIABILITIES
Staff retirement benefits
Deferred taxation
18
19

CURRENT LIABILITIES
Trade and other payables
Provisions
20
21

7,155,775
6,589,497

CONTINGENCIES AND COMMITMENTS 22
GSK

The annexed notes 1 to 46 form an integral part of these financial statements.
06
M. Salman Burney
Chief Executive
19,100,878
17,938,810
Yahya Zakaria
Chief Financial Officer
PROFIT AND LOSS ACCOUNT

FOR THE YEAR ENDED DECEMBER 31, 2014
Rupees 000
Note
2014 2013
Net sales
23
27,882,887
25,230,878
Cost of sales
24
(20,537,116)
(19,002,112)
7,345,771
6,228,766
Gross profit
25
(3,694,682)
(3,625,389)
26
(1,020,261)
(935,974)
27
(253,411)
(153,230)
Other income
28
491,528
454,916
2,868,945
1,969,089
(20,363)
(159,217)
2,848,582
1,809,872
Taxation
(1,161,511)
(747,609)
1,687,071
1,062,263
Remeasurements of staff retirement benefits
(116,163)
(81,095)
Impact of taxation
38,187
27,491
(77,976)
(53,604)
1,609,095
1,008,659
Operating profit
Financial charges
29
30

Other comprehensive income
Items that will not be reclassified to Profit and loss

Total comprehensive income

Earnings per share
31
Rs. 5.30
Rs. 3.34
M. Salman Burney
Chief Executive
Yahya Zakaria
07
CASH FLOW STATEMENT

Rupees 000
Note
CASH FLOWS FROM OPERATING ACTIVITIES

Cash generated from operations
2014 2013

3,221,259
2,355,352
Staff retirement benefits paid
32
(78,358)
(100,242)
Income taxes paid
(710,378)
(1,210,352)
(Increase) / decrease in long-term loans to employees and deposits
(733)
11,776
Net cash generated from operating activities
2,431,790
1,056,534
Fixed capital expenditure
(1,221,013)
(725,019)
Proceeds from sale of operating assets
109,575
91,982

CASH FLOWS FROM INVESTING ACTIVITIES
Proceeds from transfer of marketing authorisation rights

and related trademarks of certain products
186,500
Return received
191,881
161,339
Net cash used in investing activities
(919,557)
(285,198)
Dividend paid
(957,390)
(989,812)
Net increase / (decrease) in cash and cash equivalents
554,843
(218,476)
Cash and cash equivalents at beginning of the year
2,097,268
2,315,744
Cash and cash equivalents at end of the year
2,652,111
2,097,268

CASH FLOWS FROM FINANCING ACTIVITIES
33

GSK
08
M. Salman Burney
Chief Executive
Yahya Zakaria
STATEMENT OF
CHANGES IN EQUITY

Share

capital

Rupees 000
Capital reserves
General Unappropriated
Reserve
Issue of
reserve
profit
arising on
bonus
amalgamation
shares
Total

Balance as at January 1, 2013

Final dividend for the year ended
December 31, 2012 @ Rs. 4 per share
2,631,960
2,184,238
3,999,970
2,577,270
11,393,438
(1,052,784)
263,196
(263,196)
263,196
(263,196)
1,062,263
1,062,263
(53,604)
1,008,659
1,008,659
2,895,156
2,184,238
3,999,970
2,269,949
11,349,313
(1,013,305)
(1,013,305)
289,516
(289,516)
(289,516)
(1,052,784)
Transferred to reserve for

issue of bonus shares
Bonus shares issued during the year

in the ratio of 1 share for every
10 shares held
Profit after taxation for the year ended

December 31, 2013

- net of tax
(53,604)
Total comprehensive income for the year

ended December 31, 2013

Balance as at December 31, 2013

Final dividend for the year ended

December 31, 2013 @ Rs. 3.5 per share
Transferred to reserve for

issue of bonus shares
Bonus shares issued during the year

in the ratio of 1 share for every
10 shares held
289,516
1,687,071
1,687,071
(77,976)
1,609,095
1,609,095
3,184,672
2,184,238
3,999,970
2,576,223
11,945,103
Profit after taxation for the year ended

December 31, 2014

- net of tax
(77,976)
Total comprehensive income for the year

ended December 31, 2014

Balance as at December 31, 2014
M. Salman Burney
Chief Executive
Yahya Zakaria
09
NOTES TO AND FORMING PART

OF THE FINANCIAL STATEMENTS

1.
THE COMPANY AND ITS OPERATIONS
The Company is incorporated in Pakistan as a limited liability company and is listed on the Karachi and Lahore Stock
Exchanges. It is engaged in manufacturing and marketing of research based ethical specialties, other pharmaceutical
and consumer products.

2.
The Company is a subsidiary of S.R. One International B.V., Netherlands, whereas its ultimate parent company is
GlaxoSmithKline plc, UK.
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

2.1
The principal accounting policies applied in the preparation of these financial statements are set out below.
Statement of compliance
These financial statements have been prepared in accordance with approved accounting standards as applicable in
Pakistan. Approved accounting standards comprise of such International Financial Reporting Standards (IFRS) issued
by the International Accounting Standards Board as are notified under the Companies Ordinance, 1984, provisions of
and directives issued under the Companies Ordinance, 1984. In case requirements differ, the provisions or directives of
the Companies Ordinance, 1984 shall prevail.
Basis of preparation
Critical accounting estimates and judgements

The preparation of financial statements in conformity with the IFRS requires the use of certain critical accounting
estimates. It also requires management to exercise its judgement in the process of applying the Companys 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
ii)
Impairment of non-current assets
iii)
Provision for obsolete and slow moving stock
iv)
Provision for doubtful receivables
v) Taxation

GSK

2.2
10
Estimates and judgments are continually evaluated and are based on historical experience and other factors, including
expectations of future events that are believed to be reasonable under the circumstances.
There have been no critical judgments made by the Companys management in applying the accounting policies that
would have effect on the amounts recognised in the financial statements.
Changes in accounting standards, interpretations and pronouncements
(a)
Standards, interpretations and amendments to published approved accounting standards that are
effective in the current year and are relevant
IFRIC 21, Levies a new interpretation is applicable for the Company for the first time for the financial year
beginning on January 1, 2014, sets out the accounting for an obligation to pay a levy that is not income tax. The
interpretation addresses what the obligating event is that gives rise to pay a levy and when should a liability be
recognised. The Companys current accounting treatment / policy is already in line with this interpretation.
(b)
Standards, interpretations and amendments to published approved accounting standards that are
effective in the current year and are not relevant
Other new standards, amendments and interpretations that are mandatory for accounting periods beginning on
January 1, 2014 are considered not to be relevant for the Companys financial statements and hence have not
been detailed in these financial statements.

(c)

2.3

2.4
Standards, interpretations and amendments to published approved accounting standards that are not
yet effective
IFRS 13, "Fair value measurement", aims to improve consistency and reduce complexity by providing a precise
definition of fair value and a single source of fair value measurement and disclosure requirement for use across
IFRSs. The requirement do not extend the use of fair value accounting but provide guidance on how it should be
applied where its use is already required or permitted by other standards within IFRSs. The standard will affect
the determination of fair value and its related disclosures in the financial statements of the Company.
There are other standards and amendments to the published standards that are not yet effective and are also
not relevant to the Company and therefore, have not been presented here.
Overall valuation policy

These financial statements have been prepared under the historical cost convention except as otherwise disclosed in
the accounting policies below.
Staff retirement benefits
2.4.1 The Company operates following defined benefit plans:

-
-
Approved funded gratuity plans / funds for its permanent employees; and
Approved funded pension plan / fund for management employees of former GlaxoSmithKline Pharmaceuticals
(Private) Limited.

Contributions to the gratuity and pension plans / funds are based on actuarial recommendations. The latest actuarial
valuations of the schemes were carried out as at December 31, 2014 using the Projected Unit Credit Method.
Retirement benefits are payable to employees on completion of prescribed qualifying period of service under the plans
/ funds.

2.4.2 The Company also operates approved contributory provident funds for all its permanent employees.

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.
11


2.6.2 Deferred

Deferred tax is accounted for using the balance sheet liability method on all temporary differences arising between tax
bases of assets and liabilities and their carrying amounts. Deferred tax liability is recognised for all taxable temporary
differences and deferred tax asset is recognised to the extent that it is probable that taxable profits will be available
against which the deductible temporary differences, unused tax losses and tax credits can be utilised. Deferred tax is
charged or credited in the profit and loss account except for deferred tax arising on revaluation of available for sale
investments and remeasurements of retirement benefits obligations which are recognised in other comprehensive
income.

2.7 Provisions

2.8
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.
Property, plant and equipment
(i)
Operating fixed assets
Property, plant and equipment are stated at cost less accumulated depreciation / amortisation and accumulated
impairment.

(ii)

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 property, plant and equipment 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.
Maintenance and normal repairs are charged to income as and when incurred. Major renewals and improvements
are capitalised and the assets so replaced, if any, are retired.
Gains and losses on disposal of fixed assets are included in income currently.
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.

2.9 Impairment

GSK
12
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 profit and loss account.
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.
2.10 Goodwill

Goodwill represents excess of consideration transferred over the fair value of the interest acquired in the net assets of
an entity. After initial recognition, it is carried at cost less accumulated impairment, if any.

2.11 Stores and spares

These are valued at lower of cost, determined using moving average method, and estimated recoverable amount. Items
in transit are valued at cost comprising invoice value plus other charges incurred thereon. Provision is made for items
which are obsolete and slow moving.

2.12 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 necessarily to be
incurred to make the sale.

2.13 Trade debts

Trade debts are initially recognised at the invoice value which signifies their fair value, and then carried at amortised
cost. Provision is made against debts considered doubtful of recovery. Bad debts are written off when considered
irrecoverable.

2.14 Investments
Available-for-sale

Securities intended to be held for an indefinite period of time, which may be sold in response to needs for liquidity or
changes in the interest rates, are classified as available-for-sale.
Available-for-sale investments are initially recognised at fair value plus transaction cost and subsequently recognised at
fair value.

Gains and losses arising from changes in fair value are recognised in other comprehensive income.

Held-to-maturity
These are investments with fixed or determinable payments and fixed maturity with the Company having positive intent
and ability to hold to maturity. These are stated at amortised cost.

2.15 Non-current assets held for sale

Non-current assets are classified as held for sale 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 sales of such assets and their sale is highly probable.
The Company measures its non-current assets classified as held for sale 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.
13


2.16 Cash and cash equivalents

Cash and cash equivalents are carried in the balance sheet 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 translation

Foreign currency transactions are recorded into Pak Rupee using the exchange rates prevailing at the dates of the
transactions. Monetary assets and liabilities in foreign currency are translated into Pak Rupee at the rates of exchange
prevailing at the balance sheet date. Exchange gains and losses are included in income currently.

The financial statements are presented in Pak Rupees, which is the Companys functional and presentation currency.

2.18 Revenue recognition

Revenue is recognised to the extent it is probable that the economic benefits will flow to the Company and the revenue
can be measured reliably. Revenue is measured at the fair value of the consideration received or receivable, and is
recognised on the following basis:
Sales of goods are recorded when the risks and rewards of the goods are transferred to the customers.
-
Returns on deposits, investments, scrap sales and insurance commission are recognised on accrual basis.

2.19 Financial assets and liabilities

All financial assets and liabilities are initially measured at cost which is the fair value of the consideration given or
received respectively. These are subsequently measured at fair value, amortised cost or cost as the case may be.

2.20 Dividend

Dividend is recognised as a liability in the period in which it is approved.

2.21 Share based payments

Cash settled share based payments provided to employees are recorded as liability in the financial statements at fair
value over the period the services are received.

2.22 Segment reporting

Operating segments are reported in a manner consistent with the internal reporting provided to the chief operating
decision maker who is responsible for allocating resources and assessing performance of the operating segments.
Rupees 000
Note
3.

3.1
3.5
3.6
FIXED ASSETS
Operating assets
Major spare parts and standby equipments
GSK
14
2014 2013
5,318,400
74,542
1,259,309
5,075,833
42,722
854,849
6,652,251
5,973,404

Land
Building

Freehold Leasehold On freehold On leasehold
Rupees 000
land
land

3.1
Operating assets
Net carrying value basis
Plant &
machinery
Furniture
Vehicles
Office
& fixtures equipments
Total
Year ended December 31, 2014
Opening net book value (NBV)
Additions (at cost)
174
351,719
1,335 1,318,417 2,664,861
32,547
146,388 340,542
446,959
26,068 178,901
252,397 5,075,833
100,258
784,733
Disposals

- Cost
(84,018)
(1,558) (136,279)
(3,887) (225,742)
- Accumulated depreciation
71,319
1,548
3,042
- Accumulated impairment
4,239
(8,460)
Disposals (at NBV)
Depreciation charge
Impairment reversal
Transferred to disposal
group classified as held
for sale - Note 15
- Cost
Closing net book value
Gross carrying value basis
(174)

(174)
(10)

(61,705)
(18,930) (103,823)
150,483
4,239
(845)
(71,020)
(5,251)
(8,915)
31,916
2,698
39
(64,417)
(7,752)
(1,611)
(73,954)
40,081
5,140
1,586
(24,336)
(2,612)
(25)
(27,147)
346,468
(40,302) (228,493)
74,574
(72,938) (478,652)
34,653
46,807
1,310,662 2,874,953
153,530 353,915
278,872 5,318,400
271,344 590,847
627,759 8,327,894
At December 31, 2014
Cost
382,676
1,666,626 4,788,642
Accumulated depreciation
(36,208)
(355,964) (1,893,542) (117,631) (236,932) (348,887) (2,989,164)
Accumulated impairment
Net book value
346,468
(20,147)
1,310,662 2,874,953
(183)
153,530 353,915
(20,330)
278,872 5,318,400
Depreciation rate
% per annum
- 2.5 to 10
2.5
2.5 5 to 6.67
10
25 10 to 33.33
Net carrying value basis
Opening net book value (NBV)
Additions (at cost)
174
356,970
1,335 1,285,819 2,281,232
70,060
682,410
(27,040) (102,429)
142,064 314,215
242,609 4,624,418
20,545 161,044
67,110 1,001,169
Disposals

- Cost
9,539
77,504
5,702
68,780
274,046
435,571
- Accumulated impairment
16,571
24,443
10
41,033
(930)
(482)
(168)
(48,740)
(2,177)
(52,497)
(36,532) (292,956)
(16,053)
(85,977)
Disposals (at NBV)
Depreciation charge
Impairment charge
Closing net book value
(5,251)

174
351,719
(5,343)
(55,145) (491,914)
(5,343)
1,335 1,318,417 2,664,861
146,388 340,542
252,397 5,075,833
64,417 1,634,079 4,433,453
248,445 548,225
531,388 7,842,857
Gross carrying value basis
Cost
174
382,676
Accumulated depreciation
(30,957)
Accumulated impairment
Net book value
174
(31,166) (315,662) (1,741,508) (101,835) (207,683) (278,991) (2,707,802)
(31,916)
351,719
(27,084)
1,335 1,318,417 2,664,861
(222)
146,388 340,542
252,397 5,075,833
Depreciation rate
% per annum
- 2.5 to 10
2.5
2.5
5 to 10
10
(59,222)
25 10 to 33.33
(5,880) (117,529) (276,223) (529,101)
15


3.2
Details of assets sold, having net book value in excess of Rs. 50,000 are as follows:

Description
Cost Accumulated
depreciation
and
impairment
Rupees 000
loss

Plant & machinery - various
items
11,677
7,485
Book
value
- Office equipment various items

items

Office equipment
22,578
22,359
}
}
}
447
447
34,702
30,291
4,411
3,581
1,604
1,977
1,195
697
498
4,076
3,889
- Office equipment
115
115
8,967
6,305
2,662
1,758
679
751
371

items
2,143
GSK
Tender
M/s. Ganatra Salvaging, B-37, S.I.T.E., Karachi
Tender
Tender
M/s. Shakoor Brothers, Plot # SA-6, Street # 4,

Sector-27, Korangi Industrial Area, Karachi

2,143
1,007
308
9,877
9,751
126
288
274
14
12,602
11,147
1,455
735
437
475
475
298

Items sold with tenders having
individual book values
less than Rs. 50,000
16
1,555

Plant & machinery various items
Office equipment various items
Tender
1,555
187

items
.
Office equipment
Particulars of purchaser
219

- Plant & machinery various items
Mode of
disposal
4,192

Sale
proceeds
- Office equipment -
various items
1,095
1,069
26
- Furniture & fixture various items
21,802
1,558
21,607
1,548
195
2,150
10

25,190
24,661
529
2,150

items
6,458
2,818
3,640
2,117 Tender

M/s. Shakoor Brothers, Plot # SA-6, Street # 4

Sector-27, Korangi Industrial Area, Karachi
"
383
208
175
560
"

M/s. Al-Muslim Goods Transport, Plot # 31 & 32

Quaid-e-Azam Truck Stand, Hawksbay Road
Karachi
"
1,093
410
683
1,345
"

M/s. Green Power, Plot # 9-C, Street No. 8,

Badar Commercial Area, DHA, Karachi

Balance carried forward

89,395
75,840
13,555
10,345
Balance brought forward
Motor vehicles
Book
value
Sale
proceeds
89,395
75,840
13,555
10,345
674
494
180
702
Mode of
disposal
Tender
1,123
579
544
1,026
2,359
1,029
1,330
2,230
Mr. Abdul Ahad, House # 268,

Mohallah Haroonabad, S.I.T.E., Karachi
M/s. R2, Row # 4, Block 10, NCHS,
Gulshan-e-Iqbal, Karachi
M/s. Suzuki Macca Motor, FL-8,8,10,11,
Gulshan-e-Jamal, Main Rashid Minhas Road,
Opp. COD, Karachi
2,420
1,815
605
1,300
5,500
M/s. Waqar Enterprises, D/8-, Block B,
North Nazimabad, Karachi
7,280
2,432
2,048
342
5,232
M/s. Suzuki South, Plot # 25/1,

Sector 23, Korangi Industrial Area, Karachi
2,090
2,319
1,711
942
769
1,682
3,769
2,704
1,065
3,375
2,119
1,589
530
1,588
Mr. Athar Shafique, R/403, Sector 10,

North Karachi
Mr. Faizan Jawed, 4/1095,
Shah Faisal Colony # 4, Karachi
Mr. Farrukh Amjad Shah, R/25, Sector 5/L,
North Karachi
Mr. Huzaifa Arif, F-11, Block 8,
Mr. Imtiaz Ahmed Khan, House # P-20, Block 16,
7,280
2,730
4,550
5,500
Gulistan-e-Johar, Karachi
Mr. Khalid Anwar, House # 2029,
2,065
1,549
516
1,819
Near Sharif Medical Centre, Bhutta Village,
Kemari, Karachi
2,855
2,006
849
2,604
Mr. Mirza Zohaib Baig, B-7, Block -A,
Mr. Muhammad Asharf, C/17/81, Block-C, Jinnah
766
574
192
815
1,337
1,003
334
957
Road, Near KMC Office,

Shershah, Karachi
Mr. Muhammad Yameen, Amin Motors,
Shop # 1296, Ghausia Colony,
New Town Police Station, New Town, Karachi
Mr. Numeri Abrar, A/50, Block 3,
1,285
858
427
1,324
490
368
122
500
Gulistan-e-Johar, Karachi
Mr. S. Muhammad Shakil, B-213,
Journalist Society ,Block 4/A,
Mr. Sh. Abdul Waheed, A-1/419,
1,231
404
827
1,031
Harmain Towers, Gulistan-e-Johar, Block 19,
Karachi
985
595
390
901
1,049
787
262
870
815
611
204
754
1,211
322
889
1,128
134,651
99,189
35,462
48,270
Mr. Shakil Ahmed, S-2/299, Malir,

Saudabad, Karachi
Mr. Syed Aijaz Ali, C-2/8, Modern Colony,
Manghopir Road, Karachi
Mr. Syed Hasan Ali Warsi, A-162/12,
Gulberg, F. B. Area, Karachi
Mr. Syed Muhammad Saleem, A-213,
Block L, North Nazimabad, Karachi

Description
Cost Accumulated
depreciation
and
impairment
Rupees 000
loss
17


Description
Cost Accumulated
depreciation
and
impairment
Rupees 000
loss

Motor vehicles
Book
value
Sale
proceeds
134,651
99,189
35,462
48,270
1,914
1,033
881
1,914
Mode of
disposal
Tender
Mr. Syed Riaz Ahmed, A-216, Block 3,
Mr. Waseem Mirza, A/32, Block 10 A,
1,302
244
1,058
1,170
Mr. Zahid Qadri, R-536, 15A/4, Buffer Zone,
2,777
363
2,414
2,668
Dr. Iffat Yazdani - Ex-Executive
7,104
3,353
3,751
4,461
Company
GSK

policy
18
1,354
1,016
338
338
Dr. Sajid Hussain - Executive
855
641
214
214
Dr. Tajammal Hussain - Ex-Executive
652
489
163
163
Mr. Abbas H Rizvi - Executive
1,800
1,350
450
450
Mr. Abdul Rauf - Executive
1,067
717
350
656
Mr. Abdul Waheed - Executive
1,524
691
833
762
Mr. Abid M. Ather - Ex-Executive
655
491
164
650
Mr. Ahsan Khan - Ex-Executive

Mr. Aijaz Ali Nasir - Executive
815
611
204
326
1,203
489
714
624
Mr. Alam Zeb Khan - Ex-Executive
1,049
705
344
629
Mr. Anwer Ali - Executive
1,800
1,350
450
450
Mr. Anwer Mukhtar - Executive
674
607
67
260
Mr. Tahir Ahmed - Ex-Executive
1,654
362
1,292
1,305
Mr. Arij Jamil - Ex-Executive
1,874
903
971
1,496
Mr. Asif Alavi - Ex-Executive
855
641
214
214
Mr. Azhar Idress - Executive
1,089
645
444
923
Mr. Babar Bozdar - Executive
1,414
1,061
353
566
Mr. Faisal Rafiq - Executive
1,527
760
767
1,193
Mr. Farooq Zuberi - Executive
1,203
526
677
968
Mr. Hasham Baber - Executive
1,760
523
1,237
1,061
Mr. Jamil Saifi - Ex-Executive
3,250
2,438
812
1,300
Mr. Javed Tariq - Executive
1,068
617
451
546
Mr. Khalid Pervez - Ex-Executive
1,073
503
570
887
Mr. Khurram Haleem Khan - Executive
1,849
1,387
462
740
Mr. Khurram Hanif - Executive
1,450
997
453
870
Mr. M. Ali Masood - Executive
1,564
1,173
391
850
Mr. Maqbool Ur Rehman - Ex-Director
1,043
750
293
635
Mr. Mohammad Farooq - Executive
2,118
925
1,193
1,067
Mr. Muhammad Hanif - Ex-Executive
810
607
203
203
Mr. Naseem Ahmed Shamsi - Executive
1,354
1,016
338
338
Mr. Qasier Janjua - Executive
1,123
456
667
1,100
Mr. S.M. Asif Ali - Ex-Executive
985
657
328
356
Mr. Salahuddin Khan - Ex-Executive
1,414
1,068
346
566
Mr. Sanjay Gajria - Ex-Executive
191,673
131,354
60,319
81,189

Description
Cost Accumulated
depreciation
and
impairment
Rupees 000
loss

Motor vehicles
Book
value
Sale
proceeds
191,673
131,354
60,319
81,189
5,872
3,882
1,990
2,051
Mode of
disposal
Company
Mr. Shahid M. Qureshi - Ex-Director

policy

855
641
214
214
Mr. Tahir Rabbani - Executive
1,401
941
460
841
Mr. Talal Ahmed - Executive
815
611
204
204
Mr. Tariq Iftikhar - Executive
7,400
4,509
2,891
4,440
Mr. Yahya Zakaria - Director
1,462
800
662
1,305
Mr. Younas Malik - Ex-Executive
1,068
684
384
850
Ms. Ambreen Khalid - Ex-Executive
1,608
678
930
1,260
Ms. Asma Kamran - Executive
662
497
165
220
Ms. Ghazala Waqar - Ex-Executive
1,068
651
417
824
Ms. Gohar Siddiqui - Executive
1,203
451
752
1,093
Ms. Himra Mursil - Executive
1,148
413
735
1,100
Ms. Maha Abubakar - Ex-Executive
1,098
618
480
923
Ms. Saba Ihsan - Executive
1,760
357
1,403
1,467
Ms. Sonia Malik - Ex-Executive

Ms. Zeenat Azhar - Ex-Executive
1,673
444
1,229
1,500
4,201
2,178
2,023
4,214
Insurance claim M/s. EFU General Insurance Limited
Total
224,967
149,709
75,258
3.3
Leasehold land includes land at Sundar Industrial Estate, Lahore, with a net book value of Rs. 17.53 million (2013: Rs.
17.99 million) for which lease from Punjab Industrial Estates Development and Management Company is not finalised.

Considering the realignment in process at certain manufacturing facilities of the Company, during the year the Company
has changed the useful life of certain plant and machinery from 10 years to 15 years, which resulted in revision
of depreciation rates. The Company believes that the said change in estimate reflects more accurately the useful
life and pattern of consumption of economic benefits of the respective assets. This change has been accounted for
prospectively in accordance with the requirements of International Accounting Standards (IAS)-8 "Accounting Policies,
Changes in Accounting Estimates and Errors".

The effect of the change on depreciation expense, recognised in cost of sales, in the year is decrease in and in future
years increase in charge of Rs. 114.54 million respectively.
Rupees 000
2014 2013

3.5
Major spare parts and standby equipments
Balance at beginning of the year

Additions during the year
Transfers made during the year
42,722
41,382
(9,562)
29,810
21,486
(8,574)
Balance at end of the year
74,542
42,722
3.4
103,695
19


Rupees 000
2014 2013

3.6
Civil work
Plant and machinery
Furniture and fixtures
Office equipments
Advances to suppliers
274,797
856,608
13,130
89,837
65,124

Provision for impairment
1,299,496
(40,187)
903,793
(48,944)

4.
INTANGIBLE - Goodwill
1,259,309
854,849
955,742
955,742
Goodwill
170,970
556,822
18,167
44,694
113,140
The recoverable amount of cash generating unit is the higher of value in use or fair value less cost to sell. Value in use is
calculated as the net present value of the projected cash flows of the cash generating unit 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
4%

Period of specific projected cash flows 5 years

Discount rate
16.5%

The valuation indicates sufficient headroom such that a reasonably possible change to key assumptions is unlikely to
result in an impairment of the related goodwill.
GSK
Rupees 000
20
2014 2013
5.
LONG-TERM LOANS TO EMPLOYEES
To executives
To other employees
9,884
104,431
4,685
116,038

Recoverable within one year - note 9
Executives
Other employees
114,315
120,723
(5,009)
(43,584)
(4,082)
(46,562)
(48,593)
(50,644)

Reconciliation of carrying amount of
loans to executives:

Opening balance

Disbursements including promotions

Recoveries and amortisation
65,722
70,079
4,685
9,469
(4,270)
7,402
5,955
(8,672)
9,884
4,685
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 (2013: 5% to 8% per annum). All loans are secured against the retirement fund balances.
The maximum aggregate amount of loans due from executives at the end of any month during the year was Rs. 13.78
million (2013: Rs. 9.99 million).
2014 2013
6.
STORES AND SPARES
Stores and spares

Provision for slow moving and obsolete items
172,092
(13,317)
167,775
(11,227)

7. STOCK-IN-TRADE
158,775
156,548

Raw and packing materials including
in transit Rs. 668.63 million (2013: Rs. 938.19 million)
2,431,776

Work-in-process
426,951

Finished goods including
in transit Rs. 466.87 million (2013: Rs. 481.39 million)
3,849,157
2,455,476
586,481
3,594,402

Less: Provision for slow moving, obsolete and
damaged items - note 7.3
6,707,884
6,308,061
6,271,405
103,429
64,154
80,897
128,383
48,395
43,494
7.1
Details of stock-in-trade held with the third parties is as follows:
For use in third party manufacturing
Roomi Enterprises (Private) Limited

Akhai Pharmaceuticals (Private) Limited
Pharmatec Pakistan (Private) Limited

Stock held with distributors and at third party warehouses
(399,823)
6,636,359
(364,954)
Expeditors International Pakistan (Private) Limited

351,000
176,756
DHL Global Forwarding (Private) Limited
154,609
142,553
Vikor Enterprises (Private) Limited
47,073
65,630
Muller & Phipps Pakistan (Private) Limited
14,491
48,597
Chemitex (Private) Limited
88,560
27,836

7.2
Stock-in-trade includes items costing Rs. 1.73 billion (2013: Rs. 2.18 billion) valued at net realisable value of Rs. 1.51
billion (2013: Rs. 1.93 billion).

7.3
Stocks of Rs. 26.15 million (2013: Rs. 34.12 million) have been written off against provision during the year.
Rupees 000
21


Rupees 000
8.
2014 2013
TRADE DEBTS

Considered good

GlaxoSmithKline Trading Services Limited
- Associated company
- Others

Considered doubtful
12,426
522,690
54,032
349,950
57,261

Provision for doubtful debts
589,148
(54,032)
407,211
(57,261)

535,116
349,950

8.1 The maximum aggregate amount due from the related party at the end of any month during the year was Rs. 43.22

Rupees 000
LOANS AND ADVANCES
Loans due from employees - note 5

Advances to employees
Advances to suppliers
- considered good
- considered doubtful
48,593
44,241
50,644
39,684
321,807
27,689
158,135

Provision for doubtful advances
349,496
(27,689)
158,135
321,807
158,135
414,641
248,463
10.
TRADE DEPOSITS AND PREPAYMENTS
Trade deposits
- considered good
120,716
28,832
86,352
12,214

Provision for doubtful deposits
149,548
(28,832)
98,566
(12,214)

Prepayments
120,716
23,953
86,352
32,240

11. REFUNDS DUE FROM GOVERNMENT
144,669
118,592
Custom duty and sales tax

- considered good
56,925
18,464
46,951
18,464

Provision for doubtful receivables
75,389
(18,464)
65,415
(18,464)
56,925
46,951
GSK
22
2014 2013

9.
Rupees 000
12.
2014 2013
OTHER RECEIVABLES

Due from related parties
- Associated companies - note 12.1
- BMS Pakistan (Private) Limited

Management Staff Pension Fund - note 18.1
254,711
342,984
6,042
30,798

Claims recoverable from suppliers

Receivable against sale of assets

Workers Profits Participation Fund - note 12.3

Others
260,753
99
1,659
15,744
23,731
373,782
1,742
3,318
13,360

12.1 Due from associated companies
301,986
392,202
7,418
42,390
8,377
189
11,686
463
129,267
1,026
6,331
4,215
15,229
1,682
1,452
15,015
9,971

15,157
140,647
8,377
8,234
17
488
142,192
1,064
6,668
4,440
13,190
2,297
213
254,711
342,984
GlaxoSmithKline Services Unlimited, UK

GlaxoSmithKline Export Limited, UK
GlaxoSmithKline Limited, Bangladesh
GlaxoSmithKline Biologicals, S.A.
Glaxo Operations UK Limited, UK
GlaxoSmithKline Investment Co. Limited, China
Stiefel Laboratories (Pte) Limited, Singapore - note 12.1.1
GlaxoSmithKline S.A.E., Egypt
Stiefel Laboratories Limited, USA
GlaxoSmithKline Consumer Healthcare R&D, UK
GlaxoSmithKline Consumer Nigeria plc, Nigeria
GlaxoSmithKline Pharmaceutical Sdn Bhd, Malaysia
SmithKline Beecham Egypt LLC, Egypt
GlaxoSmithKline Research & Development, UK
GlaxoSmithKline Consumer Health Care, Singapore
GlaxoSmithKline (Pte) Limited, Singapore
12.1.1 The Company also has Rs. 129.27 million (2013: Rs. 142.19 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. 337.23
2014 2013
12.3 Workers Profits Participation Fund

Opening balance
Allocation for the year note 27
(2,129)
(155,100)
(11,205)
(98,160)

Interest on funds utilised in Companys business note 29
(157,229)

(109,365)
(103)

Amount paid to the Fund
(157,229)
172,973
(109,468)
107,339
15,744
(2,129)
Closing balance
Rupees 000
23


13.
INVESTMENTS - Held-to-maturity
Investments represent three treasury bills (2013: two treasury bills) which are held with Company's banker for safe
custody yielding 9.46% to 9.88% per annum (2013: 9.41% to 9.79% per annum) with maturity by March 2015 (2013:
by January 2014).
Rupees 000
14.
2014 2013
CASH AND BANK BALANCES

With banks
on deposit accounts - note 14.1
on PLS savings accounts - note 14.1 & 14.2
on current accounts

[including foreign currency account

Rs. 246.57 million (2013: Rs. 166.09 million)]

Cash and cheques in hand

[including foreign currency in hand of

Rs. 4,890 (2013: Rs. 3.31 million)]

1,600,000
89,928
1,375,000
228,310
366,700
252,999
3,816
16,690
2,060,444
1,872,999
14.1 At December 31, 2014 the rates of mark-up on PLS savings accounts and on term deposit accounts were 6.5% to
7.4% (2013: 6.5% to 6.8%) per annum and 8.8% to 9.0% (2013: 8.5% to 9.2%) per annum respectively.
14.2 This includes Rs. 1.80 million under lien with bank against bank guarantee issued on behalf of the Company.
Rupees 000
15.
NON-CURRENT ASSETS CLASSIFIED AS HELD FOR SALE
Freehold land
Building on freehold land
Plant and machinery
Furniture and fixtures
2014 2013
174
24,336
2,612
25
GSK

27,147

15.1 During the year, the Company initiated assessment of disposal of its land located at 18.5 Km, Ferozepur Road, Lahore
measuring approximately 27 acres alongwith the related operating assets. In this respect an agreement to sell with
a value of Rs. 950 million has been executed subsequent to the year end; accordingly provision for impairment
accumulating to Rs. 24.58 million in respect of these assets has been reversed.
24
Rupees 000
16.
SHARE CAPITAL
Authorised share capital
2014 2013
500,000,000
500,000,000
Ordinary shares of Rs. 10 each

Issued, subscribed and paid-up capital

5,000,000
5,000,000
53,868
53,868
643,398
2,487,406
643,398
2,197,890
3,184,672
2,895,156
Ordinary shares of Rs. 10 each

2014 2013

5,386,825
5,386,825

64,339,835
64,339,835

248,740,618
219,789,047

2014 2013
318,467,278
Shares allotted for

consideration paid in cash
Shares allotted for
consideration other than cash
Shares allotted as bonus shares
289,515,707
16.1 As at December 31, 2014 S.R. One International B.V., Netherlands and its nominees held 245,180,610 shares (2013:
222,891,465 shares).
Rupees 000
2014 2013
17. RESERVES

Capital reserve - reserve arising on amalgamation

General reserve
Unappropriated profit

18. STAFF RETIREMENT BENEFITS
2,184,238
3,999,970
2,576,223
2,184,238
3,999,970
2,269,949
8,760,431
8,454,157
18.1.1 The Company operates approved funded gratuity schemes for its permanent employees and approved funded pension
scheme only for management employees of former GlaxoSmithKline Pharmaceuticals (Private) Limited (the Plans).
Actuarial valuation of these plans is carried out every year and the latest actuarial valuation was carried out as of
December 31, 2014.

18.1.2 Plan assets held in trust are governed by local regulations which mainly include Trust Act, 1882; the Companies
Ordinance, 1984; Income Tax Rules, 2002 and the Rules under the trust deeds. Responsibility for governance of the
Plans, including investment decisions and contribution schedules, lies with the Boards of Trustees of relevant plans /
funds. 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, 2014 was carried out using the Projected Unit Credit
Method. Details of the Plans as per the actuarial valuation are as follows:
18.1 Staff Retirement Benefits
25


Rupees 000
Gratuity plans / funds

Pension plan / fund
2014 2013 2014 2013
18.1.4 Balance sheet reconciliation

Present value of defined benefit obligation
at December 31 - note 18.1.5

Fair value of plan assets at December 31
- note 18.1.6

Deficit / (surplus)

18.1.5 Movement in the present value of

defined benefit obligation

Balance at January 1
Benefits paid by the plan
Current service cost
Interest cost
Remeasurement on obligation

Balance at December 31

18.1.6 Movement in the fair value of plan assets

Balance at January 1

Contributions paid into the plan

Benefits paid by the plan

Interest income

Remeasurement on plan assets

Balance at December 31

18.1.7 Expense recognised in profit and loss account

Current service cost

Net interest cost / (income)

Expense / (income) recognised in profit
and loss account

18.1.8 Remeasurements recognised in Other

Comprehensive Income

(Gain) / loss from changes in
demographic assumptions

Experience losses / (gains)

Remeasurement of fair value
of plan assets
GSK

18.1.9 Net recognised liability / (asset)
26

Net liability / (asset) at the beginning of the year

Expense / (income) recognised in profit and
loss account

Contribution made to the fund during the year

Remeasurements recognised in other
comprehensive income

Recognised liability / (asset)
as at December 31
1,585,653
1,292,228
141,270
105,433
(1,203,400)
(1,041,251)
(147,312)
(136,231)
382,253
250,977
(6,042)
(30,798)
1,292,228
(116,922)
83,494
167,277
159,576
1,108,768
(117,928)
79,131
131,293
90,964
105,433
(5,805)
3,774
13,315
24,553
98,249
(5,729)
3,823
11,461
(2,371)
1,585,653
1,292,228
141,270
105,433
1,041,251
78,358
(116,922)
132,625
68,088
933,488
100,242
(117,928)
114,384
11,065
136,231

(5,805)
17,008
(122)
130,229
(5,729)
15,298
(3,567)
1,203,400
1,041,251
147,312
136,231
83,494
34,652
79,131
16,909
3,774
(3,693)
3,823
(3,837)
118,146
96,040
81
(14)

159,576
(20)
90,984
2,392
22,161
79
(2,450)
(68,088)
(11,065)
122
3,567
91,488
79,899
24,675
1,196
250,977
175,280
(30,798)
(31,980)
118,146
(78,358)
96,040
(100,242)
81

(14)
91,488
79,899
24,675
1,196
382,253
250,977
(6,042)
(30,798)

Pension plan / fund
2014 2013 2014 2013
18.1.10 Plan assets comprise of the following

Plan assets are comprised of the following:

- Equity and mutual funds
- Bonds
- Others

18.1.11 Actuarial Assumptions
17.14
80.57
2.29
13.61
84.57
1.82

96.74
3.26
98.66
1.34
100.00
100.00
100.00
100.00
Discount rate at December 31

10.5
12.75
10.5
12.75
Future salary increases
10.5
12.75
10.5
12.75

18.1.12 Pre-Retirement mortality was assumed to be SLIC (2001-05) rated down one year and Post-Retirement mortality
was assumed to be SLIC (2001-05), but rated down one year. Wives were assumed to be 5 years younger than the
husbands.

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 2014 consists of government bonds and term
deposits. The Company believes that government bond offer the best returns over the long term with an acceptable
level of risk.

The Companys contribution to gratuity and pension plans / funds in 2015 is expected to amount to Rs. 152.48
million.

The actuary conducts separate valuations for calculating contribution rates and the Company contributes to the
pension and gratuity funds according to the actuarys advice. Expense of the defined benefit plan is calculated by the
actuary.

18.2
Sensitivity analysis for actuarial assumptions

The sensitivity of the defined benefit obligation to changes in the weighted principal assumptions is:
Discount rate at December 31

Future salary increases
1%
1%
(126,040)
68,735
144,267
(62,724)
If longevity increases by 1 year, the resultant increase in obligation is insignificant.

The above sensitivity analysis is 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 and pension liability recognised within the balance sheet.

Impact on defined benefit obligation

Change in
Increase in
Decrease in
Rupees 000
assumption
assumption
assumption

27


Rupees 000.
2014 2013 2012 2011 2010
18.3 Historical information


Present value of defined
benefit obligation

Fair value of plan assets

Deficit in the plans / funds
(1,292,228)
1,041,251
(1,108,768)
933,488
(1,057,028)
843,122
(940,478)
635,425
(382,253)
(250,977)
(175,280)
(213,906)
(305,053)
Experience Adjustments

Gain / (loss) on obligation
(as percentage of plan

obligation)

Gain / (loss) on plan assets
(as percentage of

plan assets)

Pension plan / fund

Present value of defined
benefit obligation

Fair value of plan assets

(1,585,653)
1,203,400
Surplus in the plans / funds
(10.06)% (7.04)% 1.95% (0.16)% (2.10)%
5.66% 1.06% 4.07% (1.43)% (1.91)%
(141,270)
147,312
(105,433)
136,231
(98,249)
130,229
(83,544)
118,656
(67,850)
111,558
6,042
30,798
31,980
35,112
43,708
Experience Adjustments

Gain / (loss) on obligation
(as percentage of plan

obligation)
(17.38)% 2.25% (6.45)% (9.60)% (1.84)%

Gain / (loss) on plan assets
(as percentage of

plan assets)
(0.08)% (2.62)% 1.00% (3.50)% (0.54)%

18.4 Company's contributions towards the provident fund for the year ended December 31, 2014 amounted to Rs. 93.51

18.5 The weighted average duration of approved funded gratuity schemes for its permanent employees is 8 years and of
approved funded pension scheme is 12 years.

18.6 Expected maturity analysis of undiscounted retirement benefit plans.
GSK
28

Rupees 000.
Less than
a year
Between
1-2 years
177,955
140,635
Retirement benefit plans
Between
2-5 years
Between
5-10 years
Over
10 years
Total
604,300 1,355,881 10,925,953 13,204,724

18.7 Figures in this note are based on the latest actuarial valuation carried out as at December 31, 2014.
Rupees 000
DEFERRED TAXATION

Credit balance arising in respect of accelerated
tax depreciation allowances

Debit balances arising in respect of:

- Provision for retirement benefits

- Provision for doubtful debts and refunds

due from government

- Provision for trade deposits and

doubtful advances

- Provision for slow moving & obsolete stocks

and stores & spares
823,192
767,831
123,702
71,342
23,837
24,536
18,584
63,715
59,941
229,838
155,819
593,354
612,012
1,029,693
459,043
131,241
1,611,548
549,177
76,391
604,108
40,649
3,117,822
139,367
6,678
682,582
57,961
2,041,344
160,692
29,664
64,523

67,291
31,020
53,080
215,846
42,271
45,479
2,129
35,980
18,377
53,895
159,116
37,094
20.
TRADE AND OTHER PAYABLES
Creditors

- Associated companies

- Others

Bills payable

Royalty and technical assistance fee payable

- Associated company

- Others

Accrued liabilities - note 20.1

Advances from customers

Contractors retention money

Taxes deducted at source and payable to

statutory authorities


Workers Welfare Fund

Central Research Fund

Unclaimed dividend

Dividend payable - note 20.2

Others

6,002,632
5,561,429

20.1 This includes liability for share based compensation amounting to Rs. 92.02 million (2013: Rs. 153.08 million).

20.2 This amount pertains to dividend payable to Stiefel Laboratories (Ireland) Limited the application for remittance of which
is pending with the State Bank of Pakistan.
Rupees 000
19.
2014 2013
2014 2013
21. PROVISIONS

Balance as at January 1
Charge for the year
Payments during the year
165,079
30,730
(18,273)
200,716
15,244
(50,881)
Balance as at December 31
177,536
165,079
29

21.1 Provisions include restructuring costs and government levies of Rs. 64.85 million and Rs. 112.69 million (2013: Rs.
55.12 million and Rs. 109.96 million) respectively.

22. CONTINGENCIES AND COMMITMENTS
22.1 Contingencies
(a)

(b)
Claims against the Company not acknowledged as debt amount to Rs. 137.86 million (2013: Rs. 129.11 million) as at
December 31, 2014 for reinstatement of employees and other cases.
Income Tax
(i)

(ii)

(iii)
GSK
(iv)
30
While finalising the Companys assessments for the years 1999-2000 through 2002-2003 (accounting years
ended December 31, 1998 through 2001) the Assessing Officer (AO) had made additions to income raising
tax demands of Rs. 73.6 million. Such additions were made on the contention that the Company had allegedly
paid excessive amount for importing certain raw materials. Upon Companys appeal, the Commissioner of Inland
Revenue (Appeals) (CIRA) had maintained the addition to income for assessment years 1999-2000 and 20002001 (accounting years ended December 31, 1998 and 1999) while the additions made in assessment years
2001-2002 and 2002-2003 (accounting years ended December 31, 2000 and 2001) were deleted. In respect
of assessment years 1999-2000 and 2000-2001 the Company, and in respect of assessment years 20012002 and 2002-2003, the department, filed respective appeals with the Income Tax Appellate Tribunal (ITAT). In
2008, all the above assessments were set aside by ITAT for fresh consideration by the AO. In 2011, AO passed
assessment orders for the above years in which additions of same amount as described above were made. The
Company has filed appeals against the orders of AO with CIRA. In 2014, Companys appeals to Commissioner
Inland Revenue (Appeals) (CIRA) in respect of its income tax assessments for tax years 2000-01 to 2002-03
have been decided whereby additions to income in respect of certain raw materials have been deleted, resulting
in deletion of tax demand to the extent of Rs. 26.8 million. The Company has filed appeal before the Appellate
Tribunal Inland Revenue (ATIR) against the additions to income confirmed by the CIRA whereas the department
has filed appeal before the Appellate Tribunal Inland Revenue against the additions to income deleted by CIRA.
While finalising the assessment of former Smith Kline & French of Pakistan Limited for the assessment year
2002-2003 (accounting year ended December 31, 2001), the Assessing Officer (AO) had made addition to
income raising tax demands of Rs. 4.03 million. Such addition was made on the contention that the Company
had allegedly paid excessive amount for importing certain raw materials. Upon Companys appeal, the CIRA had
maintained the addition to income against which the Company filed an appeal with the ITAT.
In 2008, the above assessment was set aside by ITAT for fresh consideration by the AO. In 2011, AO passed
assessment order for the above year in which addition of same amount as described above was made. The
Company has filed appeal against the order of AO with CIRA who has maintained the aforesaid addition. The
Company has filed appeal against the decision of the CIRA before the Appellate Tribunal Inland Revenue.
While amending the assessments of the Company for the tax years 2005, 2006, 2007 and 2008 (accounting
years ended December 31, 2004, 2005, 2006 and 2007) the Assessing Officer (AO) had made additions to
income raising tax demands totalling Rs. 151.15 million. Such additions were made on the contention that the
Company had allegedly paid excessive amounts for importing certain raw materials and in respect of royalty.
The Company has filed appeals with CIRA in respect of above tax years. In tax years 2005 and 2008, CIRA has
granted relief on certain additions made by AO. The company has filed appeal before Appellate Tribunal Inland
Revenue against remaining additions on which relief has not been granted by CIRA.
While finalising the assessment of former GlaxoSmithKline Pharmaceuticals (Private) Limited (GSKPPL)
formerly Bristol-Myers Squibb Pakistan (Private) Limited for tax year 2006 (accounting year ended December
31, 2005) the Assessing Officer (AO) made additions to income raising tax demands of Rs. 10.04 million on
the contention that the Company had allegedly paid excessive amounts for importing certain raw materials. The
Company has filed an appeal with CIRA in respect of the said matter.
(v)
(c)
In October 2007, the High Court awarded its verdict for the assessment years 1989-1990 and 1990-1991 in
favour of the tax department confirming tax demands of Rs. 11.99 million. However, the decisions in respect
of the departments appeals for the assessment years 1991-1992 through 2002-2003 are still pending in the
High Court for which the net aggregate tax liability, if such cases are decided against the Company, will be Rs.
302.11 million.
The Company had filed an appeal in the Supreme Court of Pakistan against the above decision of the High
Court in respect of assessment years 1989-1990 and 1990-1991 and a leave to appeal had been granted to
the Company. The Company through its legal counsel had also filed review petition before the High Court in this
regard.
(vi)
While finalising the assessments of the Company for tax year 2012 (accounting year ended December 31,
2011) the Additional Commissioner (AC) made additions to income raising tax demands of Rs. 87.15 million on
the contention that the Company had allegedly paid excessive amounts on account of royalty and technical fees
and certain imported raw materials. The Company has filed an appeal with the Commissioner of Inland Revenue
(Appeals) (CIRA) in respect of the said matter. The CIRA has deleted the order passed under section 122(5A)
of the Ordinance.

(vii) During the year, while finalising the assessments of the Company for tax year 2011 (accounting year ended
December 31, 2010) the Deputy Commissioner Inland Revenue (DCIR) made additions to income raising tax
demands of Rs. 98.64 million on the contention that the Company had allegedly paid excessive amounts on
account of royalty, certain imported raw materials and stock written off. The Company filed appeal with the CIRA
against the DCIRs order. The CIRA has maintained the additions made by DCIR, against which the company
has filed appeal before ATIR.

(viii) During the year, as a result of monitoring of withholding tax for the tax year 2012 (accounting year ended
December 31, 2011) Deputy Commissioner Inland Revenue (DCIR) issued an order raising tax demand
amounting to Rs. 80 million. Such demand has been made on the contention that the Company has not deducted
tax @ 20% at the time of making payment on account of meeting and symposia and gifts and giveaways under
section 156 of Income Tax Ordinance 2001. The Company has filed an appeal before CIRA against the order
of DCIR. In addition to this, on the Companys appeal the High Court has granted stay against the recovery until
the case is heard by Sindh High Court.

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 additional tax demands.
Sales Tax
(i)
Effective July 1 , 2013, Sindh Revenue Board has levied Sindh Sales Tax at the rate of 16 per cent 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 a manufacturing of goods and were taxable within the domain of
Federal 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.
While finalising the assessments of former GlaxoSmithKline Pharmaceuticals (Private) Limited (GSKPPL)
formerly Bristol-Myers Squibb Pakistan (Private) Limited for assessment years 1989-1990 through 20022003 (accounting years ended December 31, 1989 through 2001) the Assessing Officer (AO) made additions
to income raising tax demands of Rs. 314.10 million on the contention that the Company had allegedly paid
excessive amounts for importing certain raw materials. CIRA also maintained the additions. On GSKPPLs
appeals, the additions made by the AO were deleted by ITAT. Later, the department filed appeals against the
decision of ITAT in the High Court of Sindh (the High Court).
31


(ii)
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 Honorable Sindh High Court 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.
The High Court has issued a stay order and restrained Sindh Revenue Board from collection of sales tax on toll
manufacturing charges till the time aforesaid petition is decided by the Court. The management of the Company
on the advice of its legal counsel is confident that the eventual outcome of the petition would be in favour, hence,
no provision is made in the financial statements for sales tax on toll manufacturing charges which estimates to
an amount of Rs. 110.04 million (2013: Rs. 29.96 million).
During the year, Commissioner has raised a demand of Rs. 36.4 million in respect of few products of Company
on the ground that the products are neither medicines nor drugs which are exempt from levy of sales tax (as per
SRO 551(I)/2008) etc. Companys appeal is pending with Income Tax Appellate Tribunal.

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, 2014 amounted to Rs. 1,077.17 million (2013:
Rs. 232.34 million).
Rupees 000
23.
NET SALES
Gross sales
Local
Export

Less: Commissions, returns and discounts

Sales tax
2014 2013
27,762,280
997,647
25,110,902
923,658
28,759,927
585,508
291,532
26,034,560
542,845
260,837

27,882,887
25,230,878

23.1 Sales of major product categories i.e. antibiotics, dermatologicals and consumer during the year amounted to Rs. 10.38
billion, Rs. 3.18 billion and Rs. 4.85 billion (2013: Rs. 9.86 billion, Rs. 2.68 billion and Rs. 4.17 billion) respectively.

23.2 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 (2013: two distributors) exceed 10
percent of the net sales during the year, amounting to Rs. 3.69 billion and Rs. 3.15 billion (2013: Rs. 3.34 billion and
Rs. 2.96 billion).
GSK
32
Rupees 000
COST OF SALES

Raw and packing materials consumed

Manufacturing charges to third parties

Stores and spares consumed

Salaries, wages and other benefits - note 24.1

Fuel and power

Rent, rates and taxes

Royalty and technical assistance fee

Insurance

Publication and subscriptions

Repairs and maintenance

Training expenses

Travelling and entertainment

Vehicle running

Depreciation

(Reversal of) / Charge for Impairment

Provision for slow moving and obsolete stock
and damaged items

Provision for slow moving and obsolete
stores and spares

Provision for doubtful advances

Canteen expenses

Laboratory expenses

Communication and stationery

Security expenses

Stock written off

Other expenses
13,295,361
645,677
53,070
1,453,680
656,388
3,649
246,607
119,425
3,273
203,419
3,185
13,706
25,152
315,288
(34,653)
13,067,837
471,245
44,940
1,331,233
569,759
3,375
212,208
112,957
1,567
203,217
2,821
10,738
23,966
378,114
5,343
61,018
85,158
5,388
27,689
94,131
40,774
9,143
11,915
17,282
48,512
641
91,907
41,938
10,966
11,339
17,771
50,959

Opening stock of work-in-process

Closing stock of work-in-process
17,319,079
583,291
(423,385)
16,749,999
508,555
(583,291)

Opening stock of finished goods

Purchase of finished goods
17,478,985
3,385,581
3,400,399
16,675,263
2,384,664
3,498,279

Closing stock of finished goods

Cost of samples shown under selling, marketing

and distribution expenses - sales promotion
24,264,965
(3,545,291)
22,558,206
(3,385,581)
(182,558)
(170,513)

20,537,116
19,002,112

24.1 Salaries, wages and other benefits include Rs. 52.68 million and Rs. 39.75 million (2013: Rs. 39.31 million and Rs.
34.51 million) in respect of defined benefit plans and contributory provident fund respectively.

24.
2014 2013
33


Rupees 000
25.
SELLING, MARKETING AND DISTRIBUTION EXPENSES

Sales promotion and symposiums
Advertising
Handling, freight and transportation
Depreciation
Vehicle running
Fuel and power
Communication
(Reversal of provision) / provision for doubtful debts
Insurance
Printing and stationery
Security expenses
Canteen expenses
Training expenses
Other expenses
2014 2013
1,063,910
1,039,494
434,178
450,089
304,168
83,003
82,764
37,858
36,428
24,157
(3,229)
34,736
31,895
14,240
16,586
1,415
1,840
5,806
35,344
1,008,810
964,176
570,438
455,308
270,321
69,732
72,523
33,706
19,982
23,888
20,714
25,366
30,833
13,447
12,633
1,089
1,755
1,320
29,348

3,694,682
3,625,389

25.1 Salaries, wages and other benefits include Rs. 40.68 million and Rs. 34.88 million (2013: Rs. 37.96 million and Rs. 31.57
million) in respect of defined benefit plans and contributory provident fund respectively.
Rupees 000

26.
ADMINISTRATIVE EXPENSES

Depreciation
Communication
Training expenses
Legal and professional charges
Donations
Printing and stationery
Auditors remuneration - note 26.2
Vehicle running
Security expenses
Insurance
Canteen expenses
Restructuring cost
Other expenses - note 26.3
GSK
34
2014 2013
606,741
80,361
17,353
6,404
47,150
26,870
48,408
100
13,140
9,141
29,004
29,053
14,832
7,676
18,346
8,512
28,000
29,170
562,145
60,433
21,039
9,860
43,424
28,638
45,412
4,684
13,965
8,942
28,858
21,097
6,962
7,667
18,400
9,696
13,528
31,224
1,020,261
935,974
26.1 Salaries, wages and other benefits include Rs. 24.87 million and Rs. 17.22 million (2013: Rs. 18.76 million and Rs. 15.38
million) in respect of defined benefit plans and contributory provident fund respectively.
Rupees 000
2014 2013
26.2 Auditors remuneration

Audit fee

Fee for review of half yearly financial statements, special
certifications and others

Taxation services

Out-of-pocket expenses
4,675
4,500
3,295
200
971
3,200
500
742

9,141
8,942

26.3 This represents expenses of Rs. 53.66 million (2013: Rs. 55.87 million) net of recovery of Rs. 24.49 million (2013: Rs.
24.65 million) from related parties.
Rupees 000

27.
OTHER OPERATING EXPENSES

Workers Welfare Fund
Central Research Fund
2014 2013
155,100
67,291
31,020
98,160
36,692
18,378
253,411
153,230
Return on Treasury Bills

Income on savings and deposit accounts
20,569
167,352
17,260
141,627

Income from non-financial assets
187,921
158,887
Gain on disposal of operating assets

Others
36,896
39,485
44,466
32,951
2,011
48,441
40,387
21,417
1,855
6,385

126,897
11,945
186,500
491,528
454,916

20,363

143,070
16,044
103
20,363
159,217

28. OTHER INCOME
Income from financial assets
Scrap sales
Insurance commission
Service fee on clinical trial studies
Liabilities no longer required written back
Gain on transfer of marketing authorisation rights
and related trademarks of certain products
Exchange gain - net
Insurance claim recovery

29.
FINANCIAL CHARGES
Exchange loss - net

Bank charges
Interest on Workers Profit Participation Fund note 12.3
35


Rupees 000
2014 2013
30. TAXATION

Current

- for the year

- prior years

Deferred
1,141,982

19,529
720,999
(82,143)
108,753

30.1 Relationship between tax expense and accounting profit
1,161,511
747,609


Applicable tax rate

Tax calculated at applicable tax rate

Impact of taxability at different rate
and Final Tax Regime

Prior years adjustment

Effect of tax credits

Effect of change in tax rate

Tax effect of other than temporary differences
2,848,582
1,809,872
33%
34%
940,032
615,356
264,975

(49,814)
(1,066)
7,384
228,958
(82,143)
(15,164)
602

31. EARNINGS PER SHARE
1,161,511
747,609

31.1
1,687,071
1,062,263
Weighted average number of outstanding shares - note 31.1
318,467
318,467
Earnings per share - basic
Rs. 5.30
Rs. 3.34
The weighted average shares at December 31, 2013 have been increased to reflect the bonus shares issued during
the year.
GSK

31.2 A diluted earnings per share has not been presented as the Company did not have any convertible instruments in issue
which would have any effect on the earnings per share if the option to convert is exercised.
36
Rupees 000
32.
CASH GENERATED FROM OPERATIONS
2014 2013
2,848,582
1,809,872
Add / (less): Adjustments for non-cash charges and other items
Depreciation and impairment

Gain on disposal of operating assets
Gain on transfer of marketing authorisation and
related trademarks rights of certain products
Interest income
Provision for staff retirement benefits
Profit before working capital changes
443,999
(36,896)
513,622
(39,485)

(187,921)
118,227
(186,500)
(158,887)
96,026
337,409
224,776
3,185,991
2,034,648
(2,227)
(36,656)
(185,166)
(166,178)
(26,077)
(9,974)
63,801
(15,857)
(1,191,185)
412
(5,393)
(26,050)
(6,192)
52,488
(362,477)
(1,191,777)
385,288
12,457
1,548,118
(35,637)

(Increase) / decrease in current assets
Stores and spares
Stock-in-trade
Trade debts
Loans and advances
Trade deposits and prepayments
Refunds due from government
Other receivables

Increase / (decrease) in current liabilities
Provisions

35,268
320,704
3,221,259
2,355,352
2,060,444
591,667
1,872,999
224,269
2,652,111
2,097,268
33.
CASH AND CASH EQUIVALENTS
Cash and bank balances - note 14

Short term investment - Treasury Bill - note 13
Effect on cash flow due to working capital changes
37


34.
SEGMENT INFORMATION
Management has determined the operating segments based on the information that is presented to the chief operation
decision maker of the Company for allocation of resources and assessment of performance. Based on internal
management reporting structure the Company is organised into the following two operating segments:

- Pharmaceuticals

- Consumer healthcare

Management monitors the operating results of above mentioned segments separately for the purpose of making
decisions about resources to be allocated and for assessing performance.

Segment results and assets include items directly attributable to a segment as well as those that can be allocated on a
reasonable basis.
34.1 The financial information regarding operating segments is as follows:

Segment wise operating results

Pharma- Consumer
Rupees 000
ceuticals healthcare ceuticals healthcare
Revenue note 34.2

Cost of sales

Gross profit

Selling, marketing and
distribution expenses


Segment results
Total
Pharma-
Consumer
Total
23,034,203
4,848,684 27,882,887 21,062,973
4,167,905 25,230,878
(17,167,734) (3,369,382) (20,537,116) (15,974,046) (3,028,066) (19,002,112)
5,866,469
1,479,302
7,345,771
(2,630,054) (1,064,628) (3,694,682)

(936,170)
(84,091) (1,020,261)
2,300,245
330,583
2,630,828
5,088,927
1,139,839
(2,748,133)
(866,093)
1,474,701
6,228,766
(877,256) (3,625,389)
(69,881)
(935,974)
192,702
1,667,403

(253,411)
(153,230)

Other income
491,528
454,916

Financial Charges
(20,363)
(159,217)

2,848,582
1,809,872
34.2 There are no inter-segment sales.

34.3 Analysis of segments assets and liabilities and their reconciliation to total assets and liabilities:

As at December 31, 2014
As at December 31, 2013
Pharma- Consumer
Rupees 000
Segment assets
Total
Pharma-
14,245,520 1,348,368 15,593,888 13,685,915
Consumer
Total
897,421 14,583,336

Unallocated assets
3,506,990
3,355,474

Total Assets
19,100,878
17,938,810

Segment liabilities
5,102,376
801,945
5,904,321
5,122,799
382,144
5,504,943
GSK

Unallocated liabilities
1,251,454
1,084,554
38

Total liabilities
7,155,775
6,589,497
34.4 Other segment information is as follows:

Pharma- Consumer
Rupees 000
Depreciation and impairment

Salaries, wages and other benefits
Sales promotion and advertisement
Handling and freight
433,527
2,960,961
639,715
405,439
10,472
163,370
833,957
44,650
Total
443,999
3,124,331
1,473,672
450,089
Pharma-
504,515
2,796,269
806,140
427,335
Consumer
9,107
105,919
728,474
27,973
Total
513,622
2,902,188
1,534,614
455,308
34.5 The Company has realigned certain brands from Pharmaceuticals segment to Consumer healthcare segment, in line
with group strategy envisaged at helping these products achieve better market penetration. Due to this realignment,
effects on segment analysis relating to prior year have been summarised below:

Rupees 000

Segment revenues

Segment results

Segment assets

Other segment information
Decrease in
Pharam-
ceuticals
Increase in
Consumer
healthcare
512,615
50,408
84,160
60,540
512,615
50,408
84,160
60,540
34.6 Non-current assets classified as held for sale are included in segment assets of Pharmaceuticals segment.
35.
REMUNERATION OF CHIEF EXECUTIVE, DIRECTORS AND EXECUTIVES
The amounts charged in these financial statements for remuneration of the Chief Executive, Directors and Executives
are as follows:
Chief Executive
Rupees 000
2014 2013 2014 2013 2014 2013
Managerial remuneration
Bonus - note 35.1
Retirement benefits *
House rent
Utilities
Medical expenses
Others
Number of person(s)
Executives
19,809
18,491
11,474
25,628
424,965
357,301
24,685
42,524
6,205
12,473
228,126
193,230
6,395
3,548
2,052
7,840
143,280
99,600
8,720
7,564
2,798
11,533
175,320
148,179
1,938 1,681 622 2,563 38,960 32,929
146
111
66
364
15,806
13,572
441
419 1,015 4,194 127,369 94,686
62,134
1
74,338
1
24,232
2
64,595 1,153,826
5
317
939,497
296

* Retirement benefits represent amount contributed towards various retirement benefit plans.

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. 21.57 million (2013: Rs. 72.25 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. Accruals made for bonus during the year are actualised subsequent
to the year end when performance evaluations are finalised; and comparative figures are adjusted accordingly.
Directors
39


36.
In addition to the above, fee to three (2013: three) non-executive Directors during the year amounted to Rs. 675
thousand (2013: Rs. 900 thousand).

Chief Executive, Executive Directors and certain executives are also provided with free use of Company maintained cars
in accordance with the Company policy.
TRANSACTIONS WITH RELATED PARTIES

Rupees 000
2014 2013
Relationship
Nature of transactions
Holding Company:
Dividend paid
780,183
810,580

Associated companies /
undertakings:

a. Purchase of goods
b. Purchase of property, plant and equipment
c. Sale of property, plant and equipment
d. Sale of goods
e. Royalty expense charged
f. Recovery of expenses
g. Service fee on clinical trial studies
h. Services received
i. Legal/professional fee
j. Donations
k. Payment on behalf of associated company

Staff retirement funds:

a. Expense charged for retirement benefit plans 206,831 177,490

b. Payments to retirement benefit plans
171,871
181,702

Key management personnel: a. Salaries and other employee benefits

b. Post employment benefits

c. Sale of assets - sales proceeds

Fee for attending meetings
to non-executive directors
4,944,001
5,446

116,345
232,976
24,494
2,011
2,031
2,725

5,338,218
156
120,059
198,010
24,077
1,855
1,859
888
575
175,218
20,776
11,805
192,482
18,210
5,484
675
900
36.1 Balances of related parties as at December 31, 2014 are included in the respective notes to the financial statements.
These are settled in the ordinary course of business. The receivables and payables are mainly unsecured in nature and
bear no interest.
37.
RUNNING FINANCE UNDER MARK-UP ARRANGEMENTS
The facility for running finance available from a bank amounted to Rs. 100 million (2013: Rs. 100 million). Rate of
mark-up is three month KIBOR plus 1.25% (2013: three month KIBOR plus 1.25%) per annum. The arrangements are
secured by Intra Group Guarantee.
GSK
40
The facilities for opening letters of credit and guarantees as at December 31, 2014 amounted to Rs. 2.17 billion (2013:
Rs. 2.82 billion) of which unutilised balances at the year end amounted to Rs. 1.13 billion (2013: Rs. 2.27 billion).
38.
FINANCIAL INSTRUMENTS AND RELATED DISCLOSURES
38.1 Financial assets and liabilities

All the financial assets of the Company, except treasury bills classified as held to maturity, are categorised as loans and
receivables and all the financial liabilities are categorised as financial liabilities measured at amortised cost. The carrying
values of all financial assets and liabilities approximate their fair values.
Interest bearing

Rupees 000
Non-interest bearing
Total
Maturity
Maturity Total
Maturity
Maturity Total
up to one
after one
up to one
after one
year
year
year
year

Financial assets

Loans to employees
Trade deposits
Trade debts
Interest accrued
Other receivables

Short term investments

Cash and bank balances
1,873
1,797
3,670
46,720
63,925
110,645
114,315

120,716
120,716 120,716

535,116
535,116 535,116

5,793
5,793 5,793

280,200
280,200 280,200
591,667

591,667

591,667
1,689,928
1,689,928
370,516

370,516 2,060,444
December 31, 2014
2,283,468
1,797
2,285,265
1,359,061
63,925
1,422,986
3,708,251
December 31, 2013
1,827,596
4,581
1,832,177
1,127,775
65,498
1,193,273
3,025,450
5,700,431
5,700,431
5,700,431
December 31, 2014
5,700,431
5,700,431 5,700,431
December 31, 2013
5,298,772
5,298,772 5,298,772
December 31, 2014
2,283,468
1,797
2,285,265 (4,341,370)
63,925
December 31, 2013
1,827,596
4,581
1,832,177 (4,170,997)
65,498 (4,105,499) (2,273,322)
Financial liabilities
On balance sheet gap

(4,277,445) (1,992,180)
The effective mark-up rates for the financial assets and liabilities are mentioned in respective notes to the financial
statements.

38.2 Financial Risk Management
Market risk
(i)
Interest rate risk
Interest rate risk is the risk that the value of a financial instrument will fluctuate due to changes in the market
interest rates. As at December 31, 2014 the Company does not have any borrowings. Further, the entire interest
bearing financial assets of Rs. 2.28 billion (2013: Rs. 1.83 billion) are on fixed interest rates, hence management
believes that the Company is not exposed to interest rate changes.
(ii)
Currency risk
Foreign currency risk arises mainly where receivables and payables exist in foreign currency due to transactions
with foreign undertakings. Net payables exposed to foreign currency risk as at December 31, 2014 amount to
Rs. 906.22 million (2013: Rs. 1,178.86 million). The liability is mainly denominated in US Dollars. At December
31, 2014, if the Pakistan Rupee had weakened / strengthened by 5% against the US Dollar with all other
variables held constant, post-tax profit for the year would have been lower / higher by Rs. 45.31 million (2013:
Rs. 58.94 million).
(a)
41


(b)
Credit risk
Credit risk represents the accounting loss that would be recognised at the reporting date if counterparts failed to
perform as contracted. The analysis of maximum exposure to credit risk resulting from each class of financial assets is
as follows:
Rupees 000
Trade debts
Loans to employees, trade deposits, interest accrued and other receivables
Bank balances

(c)
349,950
578,232
1,856,309
3,112,768
2,784,491
Bank balances represent low credit risk as these are placed with banks having good credit rating assigned by credit
rating agencies.
Liquidity risk
Liquidity risk reflects the Company's inability in raising funds to meet commitments. The Company manages liquidity risk
by maintaining sufficient cash and balances with banks in deposit accounts and arranging financing through banking
facilities and managing timing of payments to associated undertakings.
39.
PROVIDENT FUND RELATED DISCLOSURES
The following information is based on un-audited financial statements of the Fund:

39.1
GSK
535,116
521,024
2,056,628
Trade debts of the Company are not exposed to significant credit risk as the Company trades with credit worthy
third parties. Trade debts of Rs. 268.47 million (2013: Rs. 106.71 million) are past due of which Rs. 54.03 million
(2013: Rs. 57.26 million) have been impaired. Past due but not impaired balances include Rs. 35.95 million (2013: Rs.
10.35 million) outstanding for more than three months.

Loans to employees are secured against their retirement benefits.
Rupees 000
42
2014 2013
Size of the fund - Total assets

Fair value of investments
Percentage of investments made
2014 2013
2,778,607
2,656,590
95.61%
2,371,642
2,256,860
95.16%
The cost of the above investments amounted to Rs. 2,434.3 million (2013: Rs. 2,097.7 million)
39.2 The break-up of the fair value of investments is as follows:

Percentage (%)
2014 2013 2014 2013
Government securities
Debt securities
Equity securities
Mutual funds
Bank deposits
76.40

15.83
2.65
5.12
Rupees 000
75.67
1.89
16.02
6.20
0.22
2,029,677

420,536
70,431
135,946
1,707,606
42,717
361,648
139,889
5,000
39.3 The investments out of provident funds have been made in accordance with the provisions of Section 227 of the
Companies Ordinance, 1984 and the rules formulated for this purpose.

40.
NUMBER OF EMPLOYEES

Number of employees including contractual
employees at the end of year

2014 2013
2,514
2,540
2,548
2,570
Average number of employees including contractual
employees during the year

41.
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.
42.
CAPACITY AND PRODUCTION
The capacity and production of the Companys plants are indeterminable as these are multi-product and involve varying
processes of manufacture.
MAJOR GLOBAL THREE-PART INTER-CONDITIONAL TRANSACTION BETWEEN GLAXOSMITHKLINE PLC,
UK AND NOVARTIS AG, SWITZERLAND
GlaxoSmithKline plc, UK (GSK plc) announced a major global three-part inter-conditional transaction with Novartis
AG, Switzerland (Novartis) on April 22, 2014, whereas GSK plc and Novartis will work to create a new world-leading
Consumer healthcare business with GSK plc holding a controlling equity interest of 63.5%. Further, GSK plc will also
acquire Novartiss global vaccines business (excluding influenza vaccines) whereas GSK plc will divest its marketed
Oncology portfolio and Research and Development activities related to it, as well as rights to GSK plcs AKT inhibitor to
Novartis.
Pursuant to the global transaction the Company will have its distribution rights terminated for the Oncology portfolio,
which portfolio contributed to less than 1% in the revenue and gross profit of the Company.

43.
43


In respect of Consumer healthcare business, the Board of Directors of the Company in their meeting held on February
25, 2015 considered various options and in principle decided for its demerger. The Board has also approved the
appointment of financial and legal consultants for advising in respect of structuring of the transaction and scheme of
arrangements.
The above transactions are subject to the receipt of all applicable legal and regulatory approvals, consents, permissions
and sanctions as may be necessary.

44.

45.

46.

SUBSEQUENT EVENTS
The Board of Directors in their meeting held on February 25, 2015 proposed a cash dividend of Rs. 5 per share (2013:
Rs. 3.50 per share) amounting to Rs. 1.59 billion (2013: Rs. 1.01 billion) subject to the approval of the members in the
forthcoming annual general meeting of the Company.
CORRESPONDING FIGURES
Corresponding figures have been re-arranged and reclassified, wherever necessary for purpose of comparison. There
were no significant reclassifications in these financial statements.
DATE OF AUTHORISATION FOR ISSUE
These financial statements were approved and authorised for issue by the Board of Directors of the Company on
February 25, 2015.
GSK
44
M. Salman Burney
Chief Executive
Yahya Zakaria
PATTERN OF SHAREHOLDING
FORM 34
2,039
1,528
1,221
1,397
336
140
77
49
34
17
16
9
7
11
4
8
4
6
1
1
5
4
3
2
4
2
2
1
3
1
2
1
2
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
From
1
101
501
1001
5001
10001
15001
20001
25001
30001
35001
40001
45001
50001
55001
60001
65001
70001
75001
80001
85001
90001
95001
100001
105001
120001
125001
140001
145001
165001
175001
180001
190001
195001
235001
240001
285001
300001
305001
325001
365001
680001
845001
1020001
1125001
1850001
2165001
2190001
4085001
9175001
9800001
17825001
39375001
205800001
SHARES HOLDING
To
100
500
1000
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
55000
60000
65000
70000
75000
80000
85000
90000
95000
100000
105000
110000
125000
130000
145000
150000
170000
180000
185000
195000
200000
240000
245000
290000
305000
310000
330000
370000
685000
850000
1025000
1130000
1855000
2170000
2195000
4090000
9180000
9805000
17830000
39380000
205805000
6,958
TOTAL SHARES HELD

59,742
436,119
894,088
3,321,951
2,431,996
1,730,879
1,330,324
1,107,271
937,240
550,976
612,512
382,945
330,976
581,049
229,273
491,557
270,874
440,037
77,000
83,000
440,784
371,589
293,632
203,179
436,276
244,770
251,252
140,002
446,490
170,000
359,411
180,060
383,522
197,300
238,528
244,538
288,200
302,580
305,793
330,000
369,050
683,661
846,818
1,021,540
1,125,200
1,854,050
2,170,000
2,193,000
4,087,708
9,176,686
9,801,754
17,829,486
39,379,228
205,801,382
318,467,278
NUMBER OF
HAREHOLDERS
S
45
CATEGORIES OF
SHAREHOLDERS
a)
Sr. No. Categories of Shareholders
1
2
3
4
5
6
7
8
Number of Shareholders
Individuals
Investment Companies
Insurance Companies
Joint Stock Companies
Financial Institutions
Associated Companies
Central Depository Company (b)
Others (see below)

Others:
i
Mohsin Trust
ii
The Al-Malik Charitable Trust
iii
Punjabi Saudagar Multipurpose Co-operative Society
iv
The Anjuman Wazifa Sadat-o-Momineen Pakistan

(b)

Individuals
Insurance Companies
Modarabas
Foreign Shareholders
Others (see below)

GSK
2,149
5
1
10
2
4
4,783
4
4,853,474
2,757
1
21,980
6,038
263,029,794
50,509,990
43,244
1.53
0.00
0.00
0.01
0.00
82.59
15.86
0.01
6,958
318,467,278
100.00
1
1
1
1
26,452
936
332
15,524
0.01
0.00
0.00
0.00
43,244
0.01
Number of Shareholders

Others:

i
The Aga Khan University Foundation
ii
The Pakistan Memon Educational & Welfare Society
iii
Trustees Kandawala Trust
iv
Trustees Saeeda Amin WAKF
v
Trustees Mohammad Amin WAKF ESTATE
vi
Managing Committee Karachi Zarthosti Banu Mandal
vii
Trustees of Aminia Muslim Girls School
viii
Trustees of Zafa Phar Lab. Staff P. Fund
ix
Trustees Mrs. Khorshed H. Dinshaw & Mr. Hoshang N.E. Dinshaw C.T
x
Trustees D.N.E. Dinshaw Charity Trust
xi
Trustee A. Saadat & Co. Employees Gratuity Fund
xii
Trustee National Bank of Pakistan Employees Pension Fund
xiii
Trustees of EA Consulting (Pvt.) Ltd Employee P.F.
xiv
Trustee National Bank of Pakistan Employee Benevolent Fund Trust
xv
The Al-Malik Charitable Trust
xvi
Trustees Saeeda Amin WAKF
xvii
Trustee Abdul Shakoor Haji Hussain
xviii
Trustee Avanceon Ltd. Employees Provident Fund
46
Percentage (%)
Categories of Account holders and Sub-Account holders as per

Central Depository Company of Pakistan as at December 31, 2014
Sr. No. Categories of Shareholders
1
2
3
4
5
6
7
8
Shares held
Shares held
Percentage (%)
4,660
16
9
59
10
3
8
18
13,655,874
13,865,669
10,535,121
545,334
6,789,833
40,530
3,561,099
1,516,530
4.29
4.35
3.31
0.17
2.13
0.01
1.12
0.48
4,783
50,509,990
15.86
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
35,510
30,125
68,352
87,500
180,000
29,012
33,000
16,738
54,239
73,610
6,122
846,818
11,000
29,713
3,221
5,000
1,070
5,500
0.01
0.01
0.02
0.03
0.06
0.01
0.01
0.01
0.02
0.02
0.00
0.27
0.00
0.01
0.00
0.00
0.00
0.00
18
1,516,530
0.48
SHAREHOLDING
INFORMATION

Categories of Shareholders
Number of
Shareholders
Number of
Shares Held
Percentage
(%)
Mr. Husain Lawai

Mr. Muhammad Salman Burney

Associated Companies, undertakings and related parties
2
1
3,873
8,281
0.00
0.00
S. R. One International B.V. Netherlands

SmithKline Beecham Nominee Ltd.
Stiefel Laboratories (Ireland) Ltd.

Executives
2
1
1
245,180,610
19,698
17,829,486
76.99
0.01
5.60
11,321
0.00
Public Sector Companies and Corporations
13,562,659
4.26
26
4,706,468
1.48
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1,125,200
2,170,000
369,050
11,483
3,520
52,000
150,000
95,632
7,000
10,000
7,000
9,801,754
57,400
2
0.35
0.68
0.12
0.00
0.00
0.02
0.05
0.03
0.00
0.00
0.00
3.08
0.02
0.00
Directors and their spouse(s) and minor children
Banks, development finance institutions,

non-banking finance companies, insurance companies,
takaful, modarabas and pension funds

Mutual Funds
CDC - Trustee PICIC Investment Fund
CDC - Trustee PICIC Growth Fund
CDC - Trustee First Dawood Mutual Fund
CDC - Trustee AKD Index Tracker Fund
CDC - Trustee Meezan Islamic Fund
CDC - Trustee NAFA Stock Fund
CDC - Trustee PICIC Stock Fund
CDC - Trustee KSE Meezan Index Fund
CDC - Trustee PIML Strategic Multi Asset Fund
CDC - Trustee First Capital Mutual Fund
CDC - Trustee PIML Islamic Equity Fund
CDC - Trustee National Investment (Unit) Trust
CDC - Trustee PICIC Islamic Stock Fund
CDC - Trustee National Investment (Unit) Trust

General Public
a. Local
6799
18,440,289
5.79
b. Foreign
374,657
0.12

Foreign Companies
3,186,442
1.00

Others
91
1,283,453
0.40
Totals
6,958
318,467,278
100.00
S.R. One International B.V. Netherlands

Stiefel Laboratories (Ireland) Limited
245,180,610
17,829,486
76.99
5.60

Share holders holding 5% or more
82.6%
5.8%
Associated Companies
4.4%
3.3%
0.2%
2.1%
0.5%
1.1%
Individuals
Insurance Companies
Foreign Shareholders
Others
Distribution of Shares
47
NOTICE OF ANNUAL
GENERAL MEETING
Notice is hereby given that the SIXTY-EIGHTH Annual General Meeting of the Shareholders of the Company will be held at
Beach Luxury Hotel, Karachi at 11:00 a.m. on Thursday, April 23, 2015 to transact the following business:
1.
To receive, consider and adopt the audited Accounts together with the Director's and Auditors Report thereon for the
year ended December 31, 2014
2.
To approve cash dividend
3.
To appoint Auditors of the Company upto the next Annual General Meeting and to authorize the Directors to fix their
remuneration.
Karachi
April 02, 2015
By Order of the Board
SYED AZEEM ABBAS NAQVI

Company Secretary
GSK
Notes:
48
1.
The individual Members who have not yet submitted photostat copy of their valid Computerized National Identity Card
(CNIC) to the Company are once again requested to send their CNIC (copy) at the earliest directly to the Companys
Share Registrar at Central Depository Company of Pakistan Limited, CDC House, 99-B, Block B, S.M.C.H.S., Main
Shahra-e-Faisal, Karachi. The Corporate Entities are requested to provide their National Tax Number (NTN) and Folio
Number along with copy of the CNIC. Reference in this connection be made to the Securities and Exchange Commission
of Pakistan (SECP) Notification dated August 18, 2011, SRO 779(I) 2011, which mandates that the dividend warrants
should bear CNIC number of the registered member or the authorized person, except in case of minor(s) and corporate
members.
2.
The Share Transfer Books of the Company will be closed for the purpose of determining the entitlement for the
payment of Final Dividend from April 16, 2015 to April 23, 2015 (both days inclusive). Transfers received at the Office
of the Share Registrar of the Company at Central Depository Company of Pakistan Limited, CDC House, 99-B, Block
B, S.M.C.H. Society, Main Shahrah-e-Faisal, Karachi at the close of business on April 15, 2015 (Wednesday) will be
treated in time for the purposes of 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. Instrument appointing Proxy must be deposited at the Office of the Share
Registrar of the Company at Central Depository Company of Pakistan Limited, CDC House, 99-B, Block B, S.M.C.H.S.,
Main Shahra-e-Faisal, Karachi not less than 48 hours before the time of the Meeting.
4.
The shareholders are requested to notify the Company if there is any change in their address.
5.
CDC Account Holders will further have to follow the under mentioned guidelines as laid down in Circular No. 1 of 2000
dated January 26, 2000 issued by the Securities and Exchange Commission of Pakistan.
A.
For Attending the Meeting:
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 authenticate his/her identity
by showing his/her original Computerized National Identity Card (CNIC) or original passport at the time of
attending the meeting.
ii)
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 proxy form to the Company.
6.
The shareholders holding physical shares are also required to bring their original CNIC and/or copy of CNIC of
shareholder(s) of whom he/she/they hold Proxy(ies) without CNIC such shareholder(s) shall not be allowed to attend
and/or sign the Register of Shareholders/Members at the AGM.
7.
Transmission of Annual Financial Statements through Email:
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 which is available
at the Company's website i.e. www.gsk.com.pk and send the said form duly filled in and signed along with copy of his /
her / its CNIC / Passport to the Company's Share Registrar.
Please note that giving email address for receiving of Annual Financial Statements instead of receiving the same by
post is optional, in case you do not wish to avail this facility please ignore this notice. Annual Financial Statements will
be sent at your registered address, as per normal practice.
8.
Revision of Withholding Tax on Dividend Income under Section 150 of Finance Act 2014:
Please further note that under Section 150 of the Income Tax Ordinance, 2001 and pursuant to Finance Act 2014
withholding tax on dividend income will be deducted for Filer and Non-Filer shareholders @ 10% and 15% respectively.
According to clarification received from Federal Board of Revenue (FBR) withholding tax will be determined separately
on Filer/Non-Filer status of Principal shareholder as well as Joint Holder(s) based on their shareholding proportions,
in case of joint accounts.
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:
Total Shares
Name and CNIC #
Shareholding
Proportion
(No. of Shares)
Joint Shareholder
Name and CNIC #
Shareholding
Proportion
(No. of Shares)
Notes: The required information must be reached to our Share Registrar by April 15, 2015, otherwise it will be assumed that
the shares are equally held by Principal shareholder and Joint Holder(s).
Shareholders are therefore requested to please check and ensure Filer status from Active Taxpayers List (ATL) available
at FBR website http://www.fbr.gov.pk/ as well as ensure that their CNIC / Passport number has been recorded by the
Participant / Investor Account Services or by Share Registrar (in case of physical shareholding). Corporate bodies (nonIndividual shareholders) should ensure that their names and National Tax Numbers (NTN) are available in ATL at FBR website
and recorded by respective Participant / Investor Account Services or in case of physical shareholding by Company's Share
Registrar.
Principal Shareholder
Folio /
CDS Account #
49
FACTORIES AND
DISTRIBUTION / SALES
OFFICES
FACTORIES
DISTRIBUTION / SALES OFFICE
35, Dockyard Road,

West Wharf, Karachi 74000
Tel: (92 -21) 32315478 82
Fax: (92-21) 32311120
UAN: 111 475 725
Karachi
F 268, S.I.T.E.,
Near Labour Square,
Karachi 75700
Tel: (92 -21) 32570665 69
Fax: (92-21) 32572613
Plot # 5, Sector 21,
Korangi Industrial Area,
Karachi 74900
Fax: (92 21) 35015800
UAN: 111 000 267
B 63, 65,
Estate Avenue,
S.I.T.E.,
Karachi
Tel: (92 -21) 32561200 07
Fax: (92-21) 32564908
Sukkur
Plot No. 77/80, Block B,
Friends Cooperative Housing Society,
Akhuwut Nagar, Airport Road
Tel: (92 -71) 5630668, 5630144
Fax: (92-71) 5631665
Multan
Islam-ud-din House, Mehmood Kot,
Bosan Road,
Tel: (92 -61) 6222061 63
Fax: (92-61) 6222064
Lahore
Cordeiro House,
Plot No. 27, Kot Lakhpat Industrial Estate,
Kot Lakhpat
Tel: (92 42) 35111061 64
Fax: (92 42) 35111065
Islamabad
Aleem House, Plot No. 409,
Sector I 9, Industrial Area
Tel: (92 51) 4433589, 4433598
Fax: (92 51) 4433706
Peshawar
GSK
D Souza House, Nasirpur,

Near Abid Flour Mills,
G.T. Road
Tel: (92 -91) 2261451 52
Fax: (92-91) 2261457
50
FORM OF PROXY
GLAXOSMITHKLINE PAKISTAN LIMITED

I/We _____________________________________ of __________________________________________________, being a
Member of GlaxoSmithKline Pakistan Limited holding __________________________ ordinary shares, 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 the Beach Luxury Hotel, Karachi on Thursday, April 23, 2015 and at any adjournment thereof.
As witness my/our hand(s) this _____ day of _______________ 2015.

Ten Rupees
Revenue
Stamp
Signed in the presence of:
(Signature of Witness 1)
(Signature of Witness 2)
Name of Witness:
Name of Witness:
CNIC No.:
CNIC No.:
Address:
Address:
(Name in Block letters)

Folio No.
Signature of the Shareholder
2.
For the appointment of the above proxy to be valid, this instrument of proxy must be received at the Office of the Share Registrar of the Company at Share
Registrar Department, Central Depository Company of Pakistan Limited, 99-B, Block B, S.M.C.H.S., Main Shahra-e-Faisal, Karachi, at least 48 hours
before the time fixed for the Meeting.
3.
Any alteration made in this instrument of proxy should be initialed 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.
The Proxy must be a Member of the Company.
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) alongwith proxy forms to the Share Registrars.
Notes:
1.
The Member is requested:
(a) to affix Revenue Stamp of Rs. 10/- 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.
51
Affix
Correct
Postage
Share Registrar Department:

Central Depository Company of Pakistan Limited
CDC House, 99-B, Block B
S.M.C.H.S., Main Shahra-e-Faisal,
Karachi 74400, Pakistan
GLOSSARY
TERM DEFINITION
AC
Additional Commissioner
AMP
African Malaria Partnership
AO
Assessing Officer
ATIR
Apellate Tribunal Inland Revenue
BMS
Britol Myers Squibb
CFC
Concern for Children
CHC
Consumer Health Care
CIRA
Commissioner of Inland Revenue (Appeals)
COPD
Chronic Obstructive Pulmonary Disease
CRM
Customer Relationship Management
CSR
Corporate Social Responsibility
Cx Consumer
DCIR
Deputy Commissioner Inland Revenue
EBIT
Earnings Before Interest and Taxation
EBITDA
Earnings Before Interest, Taxation, Depreciation and Amortization
EHS
Environment, Health and Safety
EMAP
Emerging Markets & Asia Pacific
EPS
Earnings Per Share
ERP
Enterprise Resource Planning
FLP
Future Leaders Programme
GMS
Global Manufacturing and Supply
GSK GlaxoSmithKline
GSKP
GlaxoSmithKline Pakistan
HCP
Healthcare Professional
HR
Human Resources
IAS
International Accounting Standards
ICAP
Institute of Chartered Accountants Pakistan
ICMAP
Institute of Cost and Management Accountants Pakistan
IFAC
International Federation of Accountants
IFRIC
Internal Financial Reporting Interpretation Committee
IFRS
International Financial Reporting Standards
IPR
Intellectual Property Rights
IR
Industrial Relations
IT
Information Technology
ITAT
Income Tax Appellate Tribunal
KIBOR
Karachi Interbank Offer Rate
KSE
Karachi Stock Exchange
LDC
Lesser Developed Countries
LSE
Lahore Stock Exchange
NBFC
Non-Bank Financial Companies
NBV
Net Book Value
NFEH
National Forum for Environmental Health
NGO
Non Government Organization
NTD
Neglected Tropical Diseases
OCI
Other Comprehensive Income
PMA
Pakistan Medical Association
QMS
Quality Management System
R&D
Research and Development
Rx Pharma
SKU
Stock Keeping Unit
SLIC
State life Insurance Corporation
UACC
United Against Cervical Cancer
WHO
World Health Organization
ZAP
Zero-Accident Promotion

35 - Dockyard Road, West Wharf, Karachi - 74000
GlaxoSmithKline Pakistan Limited is a member of
GlaxoSmithKline group of Companies.

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GlaxoSmithKline Pakistan Limited

Management Report 2014

Mr. M. Salman Burney

Mr. Husain Lawai

Mr. Mehmood Mandviwalla

Mr. Dave Cooper

Mr. Yahya Zakaria

Mr. Mehmood Mandviwalla

Mr. Dave Cooper

Mr. Azeem A. Naqvi

Mr. Sohail Matin

Ms. Pouruchisty Sidhwa

Dr. Khawar Saeed Khan

Dr. Naved Masoom Ali

Mr. Khalid Mehmood Sethi

Ms. Zainab Hameed

Mr. Syed Salman Haider

Director Commercial Excellence

Mr. Husain Lawai

Mr. Yahya Zakaria

Mr. Mehmood Mandviwalla

Mr. M. Salman Burney

Mr. Renaud Savary

Chief Internal Auditor

Standard Chartered Bank (Pakistan) Ltd

A. F. Ferguson & Co.

management report twenty fourteen

GSKs vision is inspiring:

Respect for People

The opportunity to make a

We believe that respecting each other is the key to

At GSK we perform in unison by following our

Do more, feel better, live

lives, every single day.

management report twenty fourteen

set a clear &

and building the

is in line with our

that shows your

people how their

the best outcome

strategy, now and

with others and

the skills and

goals and the

beyond your team

is in line with our

great work, now

and in the future,

Grow a diversified, global business

Deliver more products of value

Create a culture of individual empowerment

Simplify the operating model

management report twenty fourteen

Today GSK Pakistan is highly successful business with

GMS, West Wharf,

GMS, F-268, SITE

management report twenty fourteen

This site is located in the Sindh Industrial Trading Estate

BUSINESS UNIT HEAD