GSK Annual Report 2013

GlaxoSmithKline Pakistan Limited
Management Report 2013
Health
for all
Health
for all
At GSK, our passion to cater
to the needs of our customers
lies at the heart of our every
endeavor.
As a socially responsible global

healthcare company, securing
wellness and providing access
to quality products that touch
the lives of millions of people
every day is our primary focus.
This commitment has enabled us
to develop a legacy and deliver
breakthrough products of value
that enable our customers to do
more, feel better, live longer.
Contents
Corporate Information...........................................................................02
Vision................................................................................................................04
Mission............................................................................................................04
Values..............................................................................................................04
Behaviours................................................................................................... 06
Strategic Priorities...................................................................................07
Organogram................................................................................................ 08
Ethical Leadership...................................................................................10
Quality Management System............................................................11
Timeline..........................................................................................................12
Environment, Health & Safety..........................................................14
Global Manufacturing & Supply......................................................16
R&D...................................................................................................................17
Information Technology........................................................................18
Awards for the year 2013..................................................................19
Building Excellence through Human Resources.................20
Medical Affairs and Dermatology..................................................22
Consumer Healthcare...........................................................................23
Vaccines.........................................................................................................24
Corporate Social Responsibility......................................................26
CSR Initiatives by GSK Pakistan...................................................28
GSK Pharma Launches 2013........................................................ 30
Achieving Milestones.............................................................................31
Directors Profile.......................................................................................32
Board & Management Committees..............................................35
Directors Report to Shareholders................................................ 36
Chairman/Chief Executives Review............................................42
Financial Performance at a Glance..............................................45
Key Operating and Financial Data............................................... 46
Statement of Value Added................................................................ 49
Horizontal Analysis..................................................................................50
Vertical Analysis........................................................................................51
Direct Cash flow.......................................................................................52
GSK
Corporate
Information
Board of Directors
Mr. M. Salman Burney
Chairman / Chief Executive
Mr. Rafique Dawood

Non-Executive Director
Mr. Husain Lawai

Mr. Mehmood Mandviwalla

Ms. Fariha Salahuddin

Mr. Shahid Mustafa Qureshi

Legal, Corporate Affairs, Industrial Relations,
Administration & Regulatory Affairs Director /
Company Secretary
Management
Committee

Legal, Corporate Affairs, Industrial Relations,
Administration & Regulatory Affairs Director /
Company Secretary
Mr. Yahya Zakaria

Director Finance
Mr. Maqbool ur Rehman

Sales Director
Mr. Pervaiz I. Awan

Sales Director
Mr. Sohail Matin
Country Manager - Consumer

Healthcare
Ms. Pouruchisty Sidhwa
Ms. Erum S. Rahim
Sales Director
Director Human Resources
Mr. Yahya Zakaria
Dr. Khawar Saeed Khan
Director Finance
Director Medical Affairs
Audit Committee
Company Secretary
Mr. Rafique Dawood

Chairman
Mr. Husain Lawai
Chief Financial Officer
Member
Mr. Yahya Zakaria
Country Compliance
Officer/Chief Internal
Auditor
Member
Human Resource
& Remuneration
Committee
Mr. Husain Lawai
Ms. Ayesha Muharram
Bankers
Chairman
Citibank NA
Mr. Rafique Dawood
Standard Chartered Bank

(Pakistan) Limited
Member
HSBC Bank Middle East Limited
Member
Habib Bank Limited
Deutsche Bank A.G.
Member

Member
Barclays Bank PLC Pakistan
Auditors
A. F. Ferguson & Co.
Chartered Accountants
Legal Advisors
Rizvi, Isa, Afridi & Angell
Mandviwalla & Zafar
Orr, Dignam & Co.
Surridge & Beecheno
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
GSK
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 guidance and
inspiration, which helps us 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 lives, every single day.
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.
GSK
Our
Behaviors
Flexible
Thinking
We explore multiple options for problem-solving.
GSK fosters a dynamic learning

culture, which thrives on
innovation and flexibility. We do
this so that we can provide the
best customer-centric health
solutions by adapting to the
changing needs of the healthcare
market. Therefore, our work is
embodied by six behaviors:
Customer
Driven
Our philosophy of improving the lives of billions
of people is at the heart of everything we do.
Enable & Drive

Change
Developing
People
Our ideas are executed to realize benefit for
Empowered employees take initiatives and
customers and business growth.
provide creative solutions to challenges.
Continuous
Improvement
Building
Relationships
We not only excel in what we do, but find
Trust and openness is inculcated in everything
innovative improvements to current practices.
we do. It helps us to foster long-lasting

partnerships.
Strategic Priorities
We are focused on the delivery of five strategic priorities to achieve our
mission of helping people do more, feel better and live longer.
Everyone at GSK has a role to play in delivering our strategic priorities:
Grow a
diversified, global
business
Deliver more
products of
value
We are creating a more balanced business with
We are investing in innovation to improve
a wider global reach and broad portfolio. This
our ability to create new medicines, vaccines
expands access to our products and produces
and consumer healthcare products that offer
sustainable growth for our shareholders.
valuable improvements in treatment.
Create a culture
of individual
empowerment
Simplify the
operating
model
We are building a culture where employees are
As our business continues to change shape,
empowered, united by our values and able to
we are transforming how we operate so
achieve great things.
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 shareholder returns.
Building trust
We are committed to operating responsibly and
ensuring that our behaviour and actions meet or
exceed the expectations of society.
GSK
Organogram
Vice President &
General Manager
(GLOBAL REPORTING)
Business Unit Head

- Primary Care 1
Legal, Corporate Affairs, Industrial

Relations, Administration &
Regulatory Affairs Director/
Company Secretary
Business Unit Head

- Primary Care 2
Director
Human Resource
Business Unit Head

- Vaccines
Director
Finance
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
Site Director (F/268)
Head of Regulatory Affairs
Site Director (Korangi)
Head of Business Development
Site Director (West Wharf)
General Manager
Consumer Healthcare
(GLOBAL REPORTING)
Head of Sales
Financial Controller
Head of Marketing
Regulatory Affairs &

Quality Manager
Expert Detailing Manager
Senior Demand
Forecasting Manager
Customer Services &

Logistic Manager
10
GSK
Ethical Leadership
At GSK, we are committed to create a strong ethical culture, where being
patient focused is the core principle of being a responsible pharmaceutical
company. We believe in complying with the Code of Corporate Governance
in letter and spirit as this 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.
Code of Conduct Highlights
The main contents of the Code of Conduct are briefed below:
Conducting business with

honesty, integrity, and in a
professional manner.
Building relationships with

customers and fellow employees
that are based on trust.
Treating individuals with respect

and dignity.
Becoming familiar and complying

with legal requirements, company
policies and procedures.
and to respect the confidential

information of other parties.

Where permitted by local

laws, promptly report to the
Company any breach of laws or
regulations, ethical principles
or company policies that come
to attention. Cooperate fully
in any audit, enquiry, review or
investigation by the Company.
Employees to report any

misconduct or violation of
company policies whether
resulting in financial implications
or not, without fear of retaliation or
retribution.
Avoiding any activity that could

involve or lead to involvement in
any unlawful practices.
Avoiding actual or potential

conflicts of interest with the
Company or the appearance
thereof, in all transactions.
Undertaking the Company

business with free and open
competition by complying with the
competition law of the country.
Providing accurate and reliable

information in records submitted
Facilitate External Auditors in

audits and provide required
information in a timely manner.
Managers to ensure that all their

employees receive guidance,
training and communication
on ethical behaviour and legal
compliance relevant to their
duties for the Company.
The company maintains policies

regarding prevention of corrupt
practices & maintenance of
standards of documentation.
The Statement of Compliance with

the Code of Corporate Governance
has been presented on pages 2 to 3
of the Financial Report.
QMS
Quality is
embedded in
everything we do
The Quality Management System

(QMS) at GSK Pakistan is oriented
towards providing safe, effective
and stable products to patients.
GSK continuously strives to improve
and evolve current practices and
procedures by aligning local Standard
Operating Procedures with new
quality requirements. To maintain the
trust of our patients, we focused on
the following in 2013:
A number of workshops were

planned and carried out in-house
and across our locations to
synchronize quality standards
We became the first company in

Pakistan to implement a validated
passive packaging system for
vaccines distribution
Quality measures were

introduced and implemented at
the distribution level which is a
key component of our business
In 2014, we have planned to map out

several additional ventures to sustain
and enhance our current quality
systems in order to deliver quality
products to our patients.
Process controls and QMS

dashboards were developed to
be applied across our multiple
warehouses and facilities
11
12
GSK
Timeline
of Major Events 2013
Pharma-Consumer
(RxCx) collaboration
in Pakistan
Launch of RotarixTM
Liquid
GSK Pakistan
awarded the
Emerging Market &
Asia Pacific (EMAP)
Presidents Award
Launch of
AugmentinTM BD
Suspension 457mg
Jan
Feb
Mar
Apr
May
Jun
GSK Pakistan
awarded Winning
Science in Action
award
Rollout of World
Immunization
Week awareness
campaign
Annual General
Meeting of 2012
Hydrozole
crossed annual
sales of Rs. 100
million
AugmentinTM
Urology Portfolio
becomes first Rs.
revenues cross
4 billion pharma
annual benchmark
brand in Pakistan
of Rs. 100 million

Annual revenues
Launch of Ventolin
earned by
Evohaler
Theragran Ultra
TM
TM
cross Rs. 200

Revenues earned
million
by FixVal cross
Rs. 100 million
Panadol sales
annually
achieve Rs. 2
billion mark
annually
FefolVit surpasses
Rs. 500 million in
annual sales
Jul
Aug
Sep
Oct
Nov
DermovateTM
achieves Rs. 500
million annual
sales
GSK Pakistan
receives
Launch of
Corporate Report
Pharmacist
Award
Academy
programme
Initiation of World
Pneumonia
Day awareness
campaign
Dec
13
14
GSK
Environment,
Health &
Safety
GSK Pakistan is
committed to a safe
and accident free
environment. Safety is
a priority that should
never be compromised.
2013 witnessed major
improvements and
accomplishments in all
Environment Health &
Safety areas:
Environment
Health
Safety
Two of the major improvements to

help support our environment were
installation of water recycling plant
and using the recycled effluent
water for gardening (to reduce our
water consumption), and a reduction
in the generation of hazardous
The health of our employees is

also a major priority, and initiatives
were undertaken to address and
eliminate Occupational Health (OH)
hazards. One of the achievements of
2013 was the identification of high
noise areas and elimination through
engineering controls. Also, a global
initiative of Workstation Safety Plus
program was successfully launched,
which aimed at desktop users to help
reduce Musculoskeletal Disorders.
Ergonomic risk in the Spansules
Department was also mitigated
through appropriate OH and
engineering efforts.
There was a substantial increase

in the number of Zero Accident
Promotion (ZAP) reporting and
closures. This year, focus was given
on both the quality of ZAPs and
closure as well. The increase in ZAPs
resulted in a reduction of on-site
accidents. Another major safety
improvement was the replacement
of a conventional with addressable
fire alarm system. In case of any
fire hazard, the new system will help
waste from our processes.
identify the location of the emergency.
15
16
GSK
Global
Manufacturing
& Supply
Further Application of
Quality Laboratory
High-Speed Filling in the Renovation
The products being delivered to patients and customers
Topical Ointment Line
To fulfill the growing needs of patients at the end of
our supply chain, a new state of the art tube filling and
packaging machine has been installed in the ointment
department. The IWKA is a high speed machine with a
speed of filling up to 300 tubes per minute as compared
to 75 tubes per minute for the previous machine. The main
advantage of this upgrade is that the risk of shortage has
now been mitigated. Other benefits include reduction in
waste, sustainable zero access guarding as per Global
Engineering Standard (GES) 110, reduction in defects and
ergonomic improvement through elimination of manual
feeding in tube cartoner.
must be of the utmost quality. That is why laboratory

operations is a crucial part of the process of delivering
the right products to patients at the right time. Keeping
this in mind, in the last quarter of 2013, lab operations
were renovated and upgraded to incorporate the latest
standards. Some critical changes were made in the
infrastructure which will lead to better compliance, better
visibility and improved workflow, and ultimately to an
improvement in Good Laboratory Practice.
R&D
GSK has a rich pipeline with several drugs in different therapeutic areas, which
have recently been developed (approved in the US, EU or both) or are at the
final stage of development. Some of the more significant achievements are
highlighted below:
Malignant Melanoma
Each year, melanoma is diagnosed in nearly 160,000
people worldwide. A combination treatment from
GSK for this deadliest form of skin cancer has won
accelerated approval from U.S. regulators.
Diabetes Mellitus
In the field of diabetes (type 2), GSK has developed a
long-acting GLP-1 agonist, injected once a week, which
mimics the actions of the natural hormone. GLP-1 agonists
reduce glucose levels and lower the risk of hypoglycemia
and weight gain commonly associated with other
treatments for type 2 diabetes.
Chronic Obstructive Pulmonary

Disease (COPD) and Asthma
We continue to lead in the field of asthma and COPD. A
new combination of two different compounds administered
once daily targets respiratory disease through two different
pathways. By bronchodilation through the long-acting beta2
agonist (LABA) and relief from inflammation of airways
provided by the inhaled corticosteroid (ICS).
Another combined therapy approved in the US as a
combination inhaled anticholinergic/long-acting beta2adrenergic agonist is amongst the first once daily LABA/
LAMA combination treatment indicated for the long term
maintenance treatment of COPD.
To administer both combination treatments, GSK has
developed an innovative inhaler device that delivers the two
medicines in separate strips but at the same time.
17
18
GSK
Information
Technology
At GSK Pakistan, we have aligned Information Technology with the strategic direction
of our business. Information technology and its solutions are all about enabling our
teams to communicate within GSK and externally with health care professionals.
We save time and travel cost by using state-of-the-art IT communication tools and
technologies to keep connected with our local sales and marketing teams. These
tools also help us to interact seamlessly with our teams using technology enabled
communication tools for virtual meetings.
By implementing and upgrading systems as part of our
strategic journey, we deliver life-enhancing healthcare.
As our business continues to change shape, we are
transforming how we operate in order to reduce
complexity and become more efficient in our processes.
As technology trends towards digital enablement, we are
also developing a digital capability framework to engage
HCPs via email, webcasts, websites, learning portals,
mobile applications, social media and e-detailing on
handheld tablet computing devices. Therefore, IT plays a
key role in helping us achieve our goals and connecting
with patients and customers.
Information is one of our most valuable assets, and at GSK,
we are committed to safeguard information pertaining to
our employees, complementary workers, shareholders and

other third parties. For this purpose, GSK has devised a system
to protect the records of the Company, which focuses on
categorizing proprietary information based on its level of risk.
In 2013, the overall IT infrastructure has been enhanced to
provide uninterrupted services to meet changing business
needs, with enhancements in our CRM solution and new
analytical tools to support decision-making at all levels of the
organization. In 2014, we plan to rollout some modules of SAP
in the finance planning and also a new HR system. In addition,
there are plans to enhance the digital capability of our teams
and rollout handheld tablet computing devices to about 30% of
the sales force, which will enable us to engage more effectively
with HCPs and provide information to our customers.
Awards for the

Year 2013
Winning Science in
Action
Consumer Healthcare (CHC) received an award for the
Winning Science in Action category of GSK CHCs
Global Winning Performance awards for innovatively
addressing the dengue epidemic which affected Punjab
in 2011. The lack of public awareness had created
panic across the province when over 10,000 patients
contracted the dengue virus, which resulted in 300
deaths over a 2-month period. GSK CHC proactively
committed itself to help prevent the recurrence of a
similar epidemic by initiating a direct mass contact
campaign, which was used to create awareness amongst
35,000 consumers & healthcare professionals.
CHC Pakistan conducted a series of programs, events
and activities on prevention, protection and treatment
of dengue in which Panadol (Paracetamol) was
highlighted as the top-of-mind drug and first choice of
therapy for shoppers, customers and medical experts.
Best Corporate Report

Award
GSK Pakistan was awarded 5th position for Best
Corporate Report Award 2012 in the Chemical Sector. This
award was presented to GSK by The Joint Committee of
The Institute of Chartered Accountants of Pakistan (ICAP)
and the Institute of Cost and Management Accountants
of Pakistan (ICMAP). This award has been instrumental
in encouraging local companies to follow transparency in
preparing their annual reports according to international
best practices.
Emerging Market & Asia

Pacific (EMAP)
Presidents Award
GSK Pakistan received the 2012 EMAP Presidents
Award (awarded in March 2013) in the Build and Capture
Vaccines category with its Successful Introduction of
Pneumococcal Vaccine in the EPI Programme campaign.
The recipients of the award are Salman Burney, Pervaiz I.
Awan, Erum Rahim, Khurram Hanif, Munir Tahir Sandhu, Dr.
Sanjoy Datta, and Dr. Naved Masoom Ali.
The Presidents Award is designed to acknowledge and
reward exceptional performances that support EMAPs
vision of being a leading, pioneering company that provides
access to medicines for the masses.
19
20
GSK
Building Excellence
through Human
Resources
At GSK we strive to attract and retain the best talent our most valuable
resource that drives the Company towards enhancing and sustaining
performance. In Pakistan, GSK is equipped with a diversified talent pool
that helps the Company maintain its leadership position in the competitive
environment of Pakistans pharmaceutical industry. We endeavor to provide
our people a fulfilling and healthy environment where they can learn, grow
and develop.
Talent
Acquisition
While we continued our efforts to
acquire the best talent at various
levels, the highlight of acquisition
efforts this year was the roll out
of GSK Pakistans Future Leaders
Programme (FLP). The FLP was
launched to the top Business and
Pharmaceutical institutes of the
country using an accelerated
development approach to nurture
GSKs future leaders. These
programmes are a proven way to
strengthen our leadership pipeline
while building breadth and adaptability
to support our organization in a
rapidly changing environment. During
our visits to various universities,
we introduced graduates to GSKs
global and local organization, whilst
highlighting the openness in GSKs
culture, the value added by our people
and the developmental opportunities
available to all our employees.
Employee
Development
GSK continued to provide developmental
opportunities to its employees at all
levels, with the aim of enhancing their
leadership and management skills,
to enable them to maximize their
potential and help achieve individual and
organizational goals.
A variety of workshops were
conducted in 2013 that included
trainings focused on tools to help
achieve Accelerated Delivery &
Performance and Project Management,
as well as those which aim to add
value to the employees personal
development, such as Communication
Skills and IT Essentials.
In 2013, one such training that
focused on developing the managerial

ability of employees at various stages
of their careers was the First Line
Leader Experience (FLLE).
In order to encourage and support
continuous learning, Harvard Manage
Mentor (HMM) was officially launched
at GSKP this year. HMM is a global
web-based tool that compliments GSKs
self-development culture and is now
available to ALL GSK employees. HMM
modules are aligned to the Leadership
Framework, Leadership Expectations
and GSK Strategy. The 38 HMM
modules provide a rich source of video,
podcasts, worksheets, text, content,
business and Harvard Business Review
articles, and special packs to facilitate
group learning sessions.
Employee
Engagement
At GSK Pakistan we value the
feedback provided by our employees
and ensure that the same is
incorporated in the way we work.
GSKs commitment to employee
involvement is evidenced by the
fact that the employee survey is a
regular practice which enables us
to continue doing what we do best
and focus on areas of improvement.
To reinforce that belief, a follow up
to last years global GSK survey was
conducted in 2013 to gauge levels of
employee engagement from across
the organization on 5 key areas
namely GSK Values, Engagement,
Sustainability and Resilience, Change
Management and Empowerment.
Employee
Awareness
In 2013, the HR Services team
conducted policy awareness sessions
in different cities in order to enhance

employees understanding of company
policies and processes. This years
sessions were conducted for permanent
and outsourced staff across all GSK
Karachi sites, as well as for sales teams
in Lahore, Karachi, Faisalabad, Multan,
Peshawar and Islamabad.
New
Performance
Management
System
With the changing competitive
landscape and our continued focus
on patient health and well being, GSK
is determined to motivate employees
who deliver their very best. Thus,
a New Performance Management
System has been launched in 2013,
which will help inculcate enterprise
thinking with effective leadership and
accelerated deployment of strategy.
It also encourages a more proactive
approach to managing performance
and enabling employees by providing:
Clear description of what is
expected from them
Tools to help manage
performance proactively
A new performance measurement
scale
A Bonus Plan which will reward
employees for achievement of
individual objectives, delivered in
line with our Values and the new
Leadership Expectations.
All in all, GSK firmly believes that
the New Performance Management
System will facilitate increased
patient focus and greater access to
its products for all.
21
22
GSK
Medical Affairs
Medical Governance is a system
of principles, policies and
accountabilities which ensure that
we apply the generally recognized
philosophy of good medical science,
medical integrity, ethics and standards
to the development and marketing
of drugs, vaccines and medicinal
products. Under the umbrella of
Medical Governance, GSK Pakistan
has focused on its three domains:
clinical research, pharmacovigilance
and medical affairs. This year, our
primary focus has been on patient
safety and hence interaction with

healthcare professionals was
designed in a manner to enable HCPs
to make evidence based decisions,
ultimately resulting in the benefit
of patients. Complying with global
requirements, GSK Pakistan further
enhanced the local tracking process
for tracking healthcare professional/
organization payments. In order to
provide up-to-date safety information
to healthcare professionals, we
reviewed all our promotional material
as well as our labels and ensured
that they reflect the most up-todate safety information. On the

Research & Development front,
GSK Pakistan has maintained its
leadership position in Pharmaceutical
clinical trials for several years. The
allocation of vaccine trials and other
bioequivalence studies has further
strengthened the Research &
Development portfolio.
Dermatology
With its wide range of products, Stiefel Pakistan
is a global contributor in the Dermatology
segment and adds value to GSKs diversified
global business. Our success lies in the diversity
we provide to patients and consumers, catering
to their needs through a variety of our skincare
products. Our vision is anchored in our ability to
deliver broad spectrum science-led innovative
skincare products. The Stiefel Pakistan team is
highly committed to ensure that our patients and
consumers benefit from healthy and radiant skin
by using quality branded products.
Stiefel Pakistan, a GSK company, continues to enjoy
market leadership in dermatology and has achieved
significant milestones in 2013 that include:
DermovateTM a widely used super potent topical steroid which provides
relief to patients suffering from Psoriasis, achieved the Rs. 500 million mark

Hydrozole a topical antifungal that provides rapid relief for nappy rash,
itching and other fungal disorders, surpassed the Rs. 100 million mark
Featuring in the Stiefel Global Dermatology Academy for Total Dermatology

Solution Best Practice around the world
Consumer
Healthcare
Consumer Healthcare has once again performed consistently in 2013. The
business has heavily invested time and resource in its key brands that include
Horlicks, Sensodyne and Panadol to enable the Company to best cater
to the needs of its customers. Despite economic challenges, the business,
has achieved over 30% increase in sales as compared to 2012. Consumer
Healthcare takes pride in providing quality products to customers to help realize
GSKs mission to enable people to do more, feel better, live longer.
Panadol Project Lullaby

While reaching out to 2 million Pakistani mothers can be considered an achievement
in itself, the Panadol team was driven to do more for its customers. Hence, the
team organized Project Lullaby, a training program exclusively for mothers in rural
and urban areas of Pakistan. Access was achieved through 2,500 vaccinators, who
collaborated closely with the Public Immunization Department to ensure the efficient
and effective execution of this initiative.
This project helped bolster Panadols position as the No.1 Analgesic brand in
Pakistan with the highest prescription share in this category. The Project Lullaby
initiative, which will be extended into 2014 aspires to double its access to patients
while communicating the significance of vaccination to mothers so they can better
cater to the healthcare needs of their children.
Horlicks Success Story

In March 2013, Horlicks launched the Taller, Stronger, Sharper campaign
followed by its innovative Summer Shaitani campaign and both unquestionably
struck a winning chord with customers. The campaign generated excitement around
the brand, acting as a catalyst in tripling its retail coverage footprint and resulting in
104% sales growth in 2013.
23
24
GSK
Vaccines
Leading the way
to prevention
World Pneumonia Day

Aligned with GSKs commitment to increase awareness for life-threatening
diseases and improving the quality of human life, GSK Vaccines utilized
the platform of World Pneumonia Day (WPD) to generate awareness on
pneumonia, a leading cause of death in children under 5 years of age. A
range of activities were conducted during this time which included the airing
of doctor testimonials by leading experts in Paediatrics on prime TV & radio
channels, media seminars, journalist workshops and multiple health programs
with renowned health experts emphasizing the disease burden of pneumonia
and the importance of immunization.
World Immunization Week

As an initiative to raise public awareness about vaccine-preventable diseases
and improve national vaccination coverage, GSK Pakistan utilized the platform
of World Immunization Week in April to increase overall awareness on the
importance of Immunization among healthcare professionals and the public.
Multiple events were conducted which included journalist workshops, media
seminars, radio, and TV programs featuring leading experts in the field of
Paediatrics. Additionally, the entire GSK field force was utilized to extend the
reach of our message, and endorse the importance of immunization by putting
up Immunization Week badges and sharing Immunization awareness materials
with nationwide healthcare professionals.
Flu Vaccine
- Exceeding
Expectations
During winter, GSK actively
conducted disease awareness
activities on influenza targeted to
help protect 90,000 people. The
campaign included activation of
9,000 pharmacies and 300 clinics
across Pakistan through awareness
material which included awareness
banners, educational booklets, and
posters. Awareness sessions were
also conducted simultaneously at
corporate organizations to educate
a wider audience on the benefits
of protecting themselves against
influenza.
Vaccines Digital
Launch
With the advent of the digital era,
the Pakistan Vaccines team is
working towards developing an
innovative online tool to facilitate
parents to keep track of their childs

vaccination schedule and details.
The website, www.vaccination.pk will
offer free information and reminders
about upcoming vaccinations via
email or SMS to registered members.
Additionally, users will also have access
to extensive information via SMS on
diseases and vaccines regardless of
where they are and what mobile device
they use. The website is currently in its
final development stage and a roll out
is planned for early 2014.
Know Hepatitis
A, to Stay
Away!
A disease awareness campaign on
Hepatitis A was conducted in more
than 25 schools around Pakistan in
which presentations were focused
towards teachers, mothers and
students to increase awareness of
Hepatitis A in Pakistan, its severity
and method of prevention.
Value of
Vaccines
2013 witnessed an enhanced
emphasis from the GSKs Vaccines
portfolio on the importance of
prevention through continued
initiatives that aim to broaden the
scope of vaccination in Pakistan.
The launch of the New Mothers
campaign focused to strengthen
child vaccination along with an
aggressive effort towards adult
vaccination that highlighted the
importance of vaccination for all
ages and not just limited to children.
GSK Pakistan took an initiative to
create access to vaccination and
collaborated with Essa Labs to
develop vaccination centres at three
of its major outlets in Karachi. GSK
also collaborated to set up a health
centre at Farids Supermarket, offering
shoppers the additional value of
health check-ups and vaccination
services under one roof for the
convenience of the general public.
25
26
GSK
Corporate Social
Responsibility
GSK is 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 values
and principles form the core of all our
decision making, where we aim to put
patients first in order to enable them to
do more, feel better, live longer.
In accordance with GSKs Corporate

Responsibility principle, we aim to
uplift the community by investing in
health and education programmes
and partnerships with organizations
that aspire to bring value to the
communities they work for, thus
bringing sustainable improvements in
the lives of under-served people of the
developed and under-developed world.
At GSK, corporate citizenship is
amalgamated at every level, where
our work demonstrates ethical
practices across all fronts, from
marketing activities, ethical research
and development, to environmental
protection, community support and
development.
GSK in the
Community
GSK strives to make a difference in
the lives of communities around the
world, by investing in programmes
and collaborating with partners to
solve healthcare challenges via novel
solutions. Our dedication towards
improving the lives of people is
unwavering, and we continue to find
ways to invest in programmes that
make a difference.
Our programmes include:
CARE Initiative
Since 2009, GSK has been a
committed partner in finding
healthcare solutions by investing in
Lesser Developed Countries (LDCs).
In 2011, GSK partnered with CARE
International for their strong regional
presence and expertise in health
programme delivery. CARE is a
leading humanitarian organization
fighting global poverty, where

women are at the heart of CAREs
community-based efforts to improve
healthcare and basic education.
Continued support
against Neglected
Tropical Diseases
(NTDs)
The Fight Against

Malaria
Neglected Tropical Diseases

affect over a billion people globally,
especially those with minimal access
to basic facilities. GSK continues to
support programmes that are trying to
eliminate NTDs and has joined hands
with other pharmaceutical companies,
NGOs and governments across the
globe to defeat these diseases.
Malaria is a devastating disease that

adversely affects people, communities
and economies worldwide. This disease
puts an estimated 3.3 billion people at
risk, affects around 215 million people
annually and causes approximately
660,000 deaths each year.
The fight against this disease needs
to be conducted on several levels
and is currently being fought through
traditional means that include indoor
residual spraying, insecticide-treated
bed nets, effective medicines and
other treatments. GSK is committed
to fight malaria by continuing to invest
in programmes and projects that
share a similar vision. The Company
has focused on improved access of
anti-malarial medicines to people living
in Least Developed Countries and subSaharan Africa and has further invested
in communities through the African
Malaria Partnership (AMP), which
supports programmes that manage and
prevent the spread of malaria.
Another area of focus for GSK is the
development and innovation of Antimalarial medications. Being one of the
only companies investing in research &
development against malaria, we have
the most clinically advanced malaria
vaccine in development. This vaccine is
being developed in partnership with the
PATH Malaria Vaccine Initiative, along
with other prominent African research
centres. GSK is committed to make
this available at a not-for-profit price, so
that it is available to as many people as
possible.
In particular, GSK has extended its

existing donation of albendazole to
treat soil-transmitted helminthes by
providing 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 own
employee volunteer campaign, where
activities are conducted to raise funds
to support programmes that aim to
meet the healthcare needs of the
worlds most vulnerable children and
help save their lives.
Across the globe, various GSK
sites came together during Orange
United Week to support healthcare
programmes for children. Book 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 world.
27
28
GSK
CSR Initiatives
by GSK Pakistan
GSK Pakistan recognizes the importance of corporate citizenship

and supports multiple programmes at the grass root level.
These programmes range from healthcare, education and social
development, to disaster relief efforts and volunteerism.
Flood
Response
In response to the flood of 2012 that
affected millions of people, especially
women and children living in various
districts of Baluchistan, Punjab and
Sindh, GSK Pakistan continued to
donate essential medicines in 2013.
This contribution addressed the
immediate healthcare needs of flood
affectees, who did not have access to
essential healthcare services.
Earthquake
Relief
The devastating earthquake that
struck in Avaran district of Baluchistan
caused loss of human lives and
seriously injured many individuals. GSK
Pakistan helped assess the needs of
these people and donated necessary
medications to the affectees.
The company partnered with agencies
such as the Pakistan Maritime
Security Agency (PMSA) and the
Pakistan Navy, who with their logistical
capability established relief camps for
those affected by the earthquake.
Bone Density
Screening
Programme
A significant population of the Parsi
Community comprises of senior
citizens, who are at high risk of
fractures and Osteoporosis. GSK
Pakistan partnered with BMH
Parsi Medical Relief Association
by donating funds to their cause
so that the elderly could receive
tests, physical examination and
consultation free of cost.
This programme would pre-empt any
mishaps and improve the quality of life
of the elderly community.
As ongoing initiatives, GSK
partners with two charitable
organizations it helped establish:
Trust for Health

and Medical
Sciences
GSK continues its support for Trust
for Health & Medical Sciences, a
charitable clinic set-up in 1983 that
charges a nominal fee for treating
patients suffering from Diabetes,
Asthma & Hypertension. The trust,
which now incorporates several
medical facilities, has treated
over 2.7 million patients since its
inception.
Concern For
Children
Concern for Children is a charitable
trust that was established with
GSKs support in 1997 and
partakes in projects focusing on
the development of communities.
CFCs mission is to plan and execute
projects for sustainable development
in Education, Health and Skills
for Women & Children living in
underserved communities.
With further support from GSK, CFC
established the Mother Child Health
Clinic (MCH) in Mohammadi (Machar)
Colony, which provides fully-staffed,
low-cost medical services to over
65 patients a day. In addition to free
medicines which are provided by
GSK, the clinic offers screenings,
treatments, referrals, access to
primary & preventive health care
at nominal costs. The clinic also
helps raise awareness of hygienic
practices to the community.
GSK also supported CFC in Project
Kitaab, which is a community
driven project that focuses on
the development of schools in
Mohammadi Colony. This project
aims to address problems such as
unqualified teachers, infrastructure
concerns, ventilation, sanitation,
and shortage of school supplies,
so that are these schools become
self-sustainable in the long run,
and are capable of providing quality
education in an environment that is
conducive to learning.
29
30
GSK
GSK Pharma
Launches 2013
Respiratory
(Salbutamol) EvohalerTM
At GSK, we strive to build a legacy of innovative quality products that enable
people to do more, feel better, live longer.
Keeping this in mind, the respiratory portfolio re-launched VentolinTM EvohalerTM
in 2013. This was an important milestone for the Company as VentolinTM has
been the brand of choice for asthmatic patients in Pakistan for over 25 years.
VentolinTM EvohalerTM provides short-acting (4 to 6 hours) bronchodilation with
fast onset (within 5 minutes) in reversible airways obstruction.
An important feature of VentolinTM EvohalerTM is the fact that it now contains
the environmentally friendly propellant called Hydrofluoroalkanes (HFA) 134a,
which replaces Chlorofluorocarbons (CFC), as its excipients. In addition to the
environmental benefits, VentolinTM EvohalerTM also offers other significant benefits
to patients for the management and prevention of attack in mild asthma and for
the treatment of acute exacerbations in moderate and severe asthma.
Anti-Infectives
(Co-amoxiclav)
A line extension of AugmentinTM by the name of AugmentinTM BD Suspension
457mg was launched in May 2013. AugmentinTM BD Suspension 457mg is a
valuable addition to the AugmentinTM family, building upon the strong heritage
of the AugmentinTM brand. The new SKU was introduced for its convenience to
patients, enabling increased patient compliance and resulting in better treatment.
Vaccines
(Oral Rotavirus Vaccine)
GSK Vaccines re-launched RotarixTM (Oral Rotavirus Vaccine) with a new, ready-to-use liquid formulation for the prevention
of Rotavirus gastroenteritis among infants. Aligned with GSKs access pricing initiative, RotarixTM Liquid was introduced at a
lower price compared to the existing SKU. The new liquid formulation facilitates easy administration of the vaccine to infants,
without any compromise on vaccine efficacy and effectiveness.
Achieving Milestones
Anti-Infectives
(Cefixime)
In 2013 FixVal was launched under the Value Health initiative, with the
purpose to provide greater access of quality medicines to patients at
affordable prices. While crossing the Rs.130 million sales mark, FixVal was the
2nd best launch in its category (Systemic Antibacterial), ranked 9th in terms of
value and 6th in terms of prescriptions.
(Co-amoxiclav)
In 2013, GSK Pakistans flagship brand AugmentinTM set a new benchmark
of Rs. 4 billion in sales, making it the only brand in Pakistans Pharmaceutical
history to have achieved this milestone. This classic antibiotic aligns with GSKs
commitment to provide patient focused solutions by delivering the reliability and
quality that the Company is renowned for. It is widely prescribed by doctors in
Pakistan as the first choice of antibiotics.
Multi-Vitamins
Theragran Ultra was launched by GSK Pakistan in 2012 to help people improve
their lifestyle and well-being. This multivitamin, comprises of a unique combination
of vitamins, minerals and electrolytes that benefit both men and women. Sales
crossed the Rs. 200 million sales mark in its first full year in 2013, which gave it
the No. 1 rank for a new product launch in Pakistan Pharma.
Iron Supplements
FefolVit was introduced into the market in 1981 for pregnant women, to help
improve the quality of their lives. Adding to GSKs legacy, sales of FefolVit, an iron,
vitamins and folic acid supplement, achieved the Rs. 500 million milestone in 2013.
Urology Portfolio
GSK Urology, which is one of the fastest growing portfolios in Pakistan, achieved
the Rs. 100 million milestone for sales in 2013. DuodartTM is a treatment for
Benign Prostatic Hyperplasia (BHP) that combines both alpha blockers and 5ARI
agents to provide quick relief from Lower Urinary Tract Symptoms and prevents the
development of long term complications. Moderate to severe BPH Patients now
have access to a therapy which enables them to enjoy a better quality of life.
Analgesics
(Paracetamol)
Aligned with GSKs vision to make a difference to the lives of people, Panadol has
always strived to remain a product of quality and value to its customers. With more
than 5 million prescriptions generated annually and sales crossing Rs. 2 billion
mark in 2013, Panadol has established itself as a household name in Pakistan.
31
32
GSK
Directors Profile
Mr. Salman Burney is the VP/GM for
GSK Pakistan, Iran and Afghanistan. He
joined the Company in 1992 as Director
Marketing & Sales and was appointed
MD, SmithKline Beecham in 1997 with
additional responsibility for Iran and the
Caspian Region. He holds the position of
VP/GM for GSK in Pakistan and is currently
responsible for the GSK pharmaceutical
business in Pakistan, Iran & Afghanistan.
He has a degree in Economics from Trinity
College, University of Cambridge, UK
and 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.
Salman Burney has been the President of
Pakistans Foreign Investors Chamber and
as Chair of the MNC Pharma Association
has led the industry interface with the
government on various issues.
Mr. Husain Lawai

Mr. Husain Lawai is the President & CEO
of Summit Bank Limited, and is a seasoned
banker with vast experience in the banking
and financial services industry. He holds a
Masters Degree in Business Administration
from Institute of Business Administration,
Karachi. Mr. Lawai held the position of
President & Chief Executive Officer at
Muslim Commercial Bank and holds the
distinction of establishing Faysal Islamic
Bank, Pakistan Branches; the first Islamic
Shariah 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.
and GSK Pakistan Ltd.
Mr. Rafique Dawood

Mr. Rafique Dawood is the Chairman of
First Dawood Investment Bank Limited,
B.R.R. Modaraba, Crescent Standard
Modaraba and HydroChina Dawood
Power (Pvt) Ltd. Apart from the group
companies; he is also on the Board of
GSK Pakistan and Pioneer Cement
Limited.

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. He is on the Board of
Directors of the State Bank of Pakistan and
Karachi Garment City. Mr. Mandviwalla is
also a member of the Board of Governors of
the British Overseas School and Trustee of
ICI Pension Fund.

Ms. Fariha Salahuddin has worked in
various capacities at ABN AMRO,
Unilever and Citibank. She is currently
working at GSK, as VP Human
Resources for Middle East and Africa.
Prior to this role, she was leading
a Talent Development project for
Emerging Markets and Asia Pacific
based in Singapore. She has held the
position of Director Human Resources
Pakistan, Iran & Afghanistan and has
worked on the Global GSK Employer
Brand Project in London.

Mr. Shahid Mustafa Qureshi holds a Masters
degree in Law and Public Administration
from renowned universities and is an
Executive Director and Company Secretary
at GSK Pakistan Limited. He is also
responsible for Legal, Corporate Affairs,
Industrial Relations, Administration and
Regulatory functions of the Company. Mr.
Qureshi has over 30 years of experience
in multifunctional areas of business, both
overseas and in Pakistan.
33
34
GSK
Directors Profile
Ms. Erum Shakir Rahim
Ms. Erum Shakir Rahim started her career
in the media and worked in both advertising
and journalism. She joined SmithKline
Beecham in 1992 as Creative Services
Manager and has since held various
roles within the organization across the
Consumer Healthcare and Pharmaceutical
side of the business. In 2006, she was
appointed Director Business Development
and has worked in the capacity of Director
Marketing and Business Development,
GSK Pakistan, a position that she has held
since 2007. Since April 2013, She holds
the position of General Manager for GSK
Pharmaceuticals Malaysia and Brunei. She
is a member of the Board of Directors at
GSK Pakistan and is also a Trustee for
Concern for Children and Trust for Health
and Medical Sciences.
Mr. Yahya Zakaria

Mr. Yahya Zakaria is a fellow member of
the Institute of Chartered Accountants of
Pakistan who has previously served in a
management position under Assurance &
Advisory services at A. F. Ferguson & Co. (a
member firm of the PwC network). Yahya
has been associated with GSK Pakistan for
over nine years and is 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. In order to proactively meet new
initiatives, he has also been extensively
involved with the Companys regional and
corporate teams.

Mr. Maqbool ur Rehman joined the
Company in 1975 and has worked
throughout the country in the capacity
of First Line Sales Manager, Second
Line Sales Manager and subsequently
National Sales Manager followed by
Business Unit Head. Currently, he is
working as Director Sales for Business
Unit II, Afghanistan Business. He has
done his MBA in Marketing and has
been part of teams that have achieved
historical landmarks like Augmentins
first ever billion and Amoxils 1.5 billion
milestone within the industry. This year,
he achieved another historical landmark,
i.e. Augmentins 4 billion milestone. He
has also been the proud recipient of
GSKs Presidential Award. He has in-depth
understanding of industry dynamics and
geo-economic influences along with
expertise in the healthcare business.
Board & Management

Committees
Board
Structure and
Committees
The Board of Directors
The Board of Directors of the Company
is the custodian of governance within
a company. Keeping in view these
requirements, the Company has on its
board extremely capable and dedicated
personnel who have the experience,
expertise, integrity, and strong
sense of responsibility required for
safeguarding of shareholders interest.
The Board reviews the performance
of the business, participates in capital
expenditure appraisals, investments and
disinvestment of funds, determination
and delegation of financial powers and
transactions or contracts with related
parties etc.
Report of the Audit

Committee
ensures adequacy of operational,

administrative and financial controls.
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 &

Compliance Board
The revised Code of Corporate

Governance 2012
Risk Management Processes of

GSK Pakistan Limited
GSKs Anti-Bribery and AntiCorruption Programme
Related party purchase

transactions and the status of Tax
cases
Crisis Management and Business

Continuity
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.
Operational Performance Review
Review of Internal Audit activities
Boards Performance Review

and Continuous Professional
Development
Human Resource
and Remuneration
Committee
All the members of the Board have been

provided with an orientation course upon
their joining to apprise them of their
roles and responsibilities.
Terms of Reference
Membership and Attendance

The names of members of the Board of
Directors, attendance in Board meetings
held during the year and their profiles are
detailed on page 39 of the Directors report.
Audit Committee
Terms of Reference
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 Committee formed in October 2012

met for the first time in April 2013. The
committee is primarily responsible for
recommending human resource policies,
recommending the selection evaluation
and remuneration of 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
Members and Terms of

Reference
Environment Health &

Safety Committee
Members & Terms of
Reference
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.
35
36
GSK
Directors Report
to the Shareholders
The Board of Directors of GlaxoSmithKline
Pakistan Limited is pleased to present
to you the Annual Report along with the
Companys audited financial statements
for the year ended December 31, 2013.
The Directors Report has been prepared in accordance with section 236 of
the Companies Ordinance, 1984 and clause xvi of the Code of Corporate
Governance 2012. This report is to be submitted to the members at the Sixty
Seventh Annual General Meeting of the Company to be held on April 28th, 2014.
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 2012
Cash
Bonus
Un-appropriated profit carried forward
Rs. in million
1,810
(748)
1,062
2,577
(54)
3,585
(1,052)
(263)
2,270
The Board of Directors is pleased to announce a final cash dividend of Rs. 3.5
per share amounting to Rs. 1,013 million and issue of 10 bonus shares for
every 100 shares held (10%), subject to the approval of the share holders in the
Annual General Meeting to be held on April 28th, 2014.
Despite a tough economic environment your company recorded an increase
of 9% over 2012 to post Net sales of Rs. 25.2 billion. Net profitability of the
Company was Rs. 1.1 billion which was adversely affected by factors such as
escalation in cost of goods sold and foreign exchange losses as explained more
fully in the CEO Review on pages 42 to 44.
The Companys shares are traded

on the Karachi Stock Exchange
and Lahore Stock Exchange. The
shareholding information as of
December 31, 2013 and other related
information is set out on pages 43
to 45 of the Financial Report. The
Directors, CEO, Company Secretary
and CFO, their spouses and minor
children did not carry out any trade in
the shares of the Company. However,
the shareholding of Mr. Rafique
Dawood (Non-Executive Director)
increased upon transfer of shares of
his deceased family member.
Performance review of the

Company during the year and
significant changes from the
previous year along with reasons.
Effective cash management

strategy
Significant plans and decisions
Future outlook and challenges
The directors of the Company endorse

the contents of the same.
Basic Earnings per

Share
Basic Earnings per share after
taxation were Rs. 3.67 (2012: Rs.4.58).
37.1
40
35
30
25
16.0
3.7
2008
4.6
4.8
4.4
10
15.5
15
20.0
20.9
20
5.2
Pattern of
Shareholding
The Chairman / Chief Executives

review on pages 42 to 44 deals with:
Economic overview and business
performance analysis, latest
developments and Companys
strategies for achieving its
objectives
Earning per Share & Price Earning Ratio
11.5
As at December 31, 2013, S.R. One

International B.V., Netherlands held
222,891,465 shares of Rs. 10 each.
The ultimate parent of the Company
continues to be GlaxoSmithKline plc, UK.
Chairman / Chief
Executives review
6.6
Holding Company
2009
2010
2011
2012
2013
Rupees
Number of times
Corporate Social
Responsibility
(CSR)
GSK is committed to excellence, and
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 participate
in community support projects at
every level, focusing on Health,
Education and General Medical Relief.
Our employees also participate in a
skills-based volunteering initiative that
enables them to make a sustainable
difference in communities and
patients in need.
37
GSK
Directors Report
2013 witnessed greater development

opportunities for our people in terms
of training as well functional rotations.
Whereas, international trainers were
brought to the country to train our
leaders on critical skills to manage
work and people complexities
better, at the same time the overall
organization started looking into
how we can accelerate our delivery
and performance. One of the key
steps was to focus on providing our
EHS management is given the

highest priority in our operations and
our organization where we constantly
aspire to achieve a Zero Accident,
Zero Waste and Zero Regulatory
Sanctions environment. This is a vital
element in ensuring our production
processes run uninterrupted in order
to enable our customers to have
access to our products whenever they
are needed.
Sales per Employee
Number of times
12
10
2009
2010
11.6
GSK holds high pride in its human

capital believing it to be the corner
stone in the Companys success over
the years. We believe in extending
our talent pool of young vibrant
minds to provide sustainability at all
levels for the future.
GSK Pakistan is committed to

provide excellence and sustainability
in Environment, Health and Safety
(EHS) to ensure that we deliver
quality products to our patients on
time, without compromising the
safety of our employees.
10.6
Human Resource
Development
and Succession
Planning
Environment,
Health and Safety
(EHS)
10.9
Our participation in various

community support initiatives
originate from our mission to help
make a significant difference in the
lives of many, and are mentioned in
further detail from page 26 to 29.
Externally, we created waves with our

global reach in acquisition of fresh and
experienced talent. While we have put
in use excellent Talent Management
tools to help differentiate and grow
leaders at all levels, we are also hiring
the best and most diverse talent as
Future Leaders of GSK.
9.4
GSK further supported programmes

that helped people who were still
displaced by the floods of 2012; and
those communities that were affected
by the 2013 earthquake in Baluchistan,
by donating essential relief items.
employees larger exposure to business

with more gemba exercises and
frequent contact with the customer,
ensuring we all remain patient-focused
in our day-to-day work.
9.6
Our highlights for 2013 included

support of Concerned for
Children (CFC), a community
driven programme focused on the
development and sustainability
of providing quality education to
under-privileged students living in
Mohammadi (Machar) Colony.
7.7
38
6
4
2
0
2008
2011
2012
2013
To help achieve this objective, a

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. These include the
Living Safety initiative, Lock-Out-TagOut program, Chemical Containment
Regime and Stop for Safety program
among others. These programs are
based on the establishment of strong
control measures supported by
employees to ensure no one working
in our organization gets hurt.
Additionally, regular first aid training
programs, emergency response
exercises and occupational health
awareness initiatives are carried
out to help develop employees and
enable them to contribute to the
establishment of a safety conscious
community. This not only develops a
safety oriented culture at work but
also give employees the opportunity
to implement these standards in their
personal lives.
Environmental sustainability, which
lies at the core of all GSK business
operations, also focuses on projects
aimed at reducing waste and energy
consumption. In 2013 Energy Kaizen
events were organised throughout
Karachi sites to reduce the utilization
of energy and water.
GSK Pakistan takes pride in having
set an example where its strategic
approach shows how the EHS
framework aligns with the Companys
vision and business drivers. This helps
ensure our processes are robust and
sustainable in order to keep serving
the needs of our customers.
Business Ethics
and Anti-Corruption
Measures
The values of Integrity and transparency
lie at the heart of what we do at
GSK. The Board of Directors of the
Company has set down the acceptable
business practices and behaviors in a
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 Board and is also
available on the Companys website.
Salient features of the Code of Conduct
are provided in brief on page 10.
Board of Directors
Meetings and
Attendance
The Board of Directors met five
(05) times in 2013; each members
attendance at these meetings is listed
below:
Name
Meetings
attended
5
Mr. Husain Lawai
4
Mr. Rafique Dawood
5
4
Mr. Yahya Zakaria
5
4
Mr. Maqbool-ur-Rehman
4
Ms. Erum S. Rahim
1
1
Mr. Shoaib Pasha*
2
Mr. Muzaffar Iqbal*
Nil
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 Mr.
Muzaffar Iqbal and Mr. Shoaib Pasha
for serving on the board and for their
input and contribution over this period.
During the year, Mr. Maqbool ur
Rehman completed the training
required under the Directors training
program as per clause xi of the Code
of Corporate Governance 2012
during Quarter 2 of 2013.
Audit Committee
The Audit Committee consists of
three 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 page
35). The Committee held five (05)
meetings during the year.
An independent Internal Audit
function headed by the Chief
Internal Auditor and reporting to the
Chairman / 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 examine
company records and operations
to ensure fair financial reporting
processes, compliance with applicable
laws and adherence with internal
control systems. The attendance of
members in the meetings and the
terms of reference of the Committee
are provided on pages 35.
Human Resource
and Remuneration
Committee
A Human Resource & Remuneration
Committee was formed in October
2012 to comply with the requirements
of Code of Corporate Governance
2012. It comprises of 5 members, the
majority of whom are non-executive
directors. The committee is involved in
making recommendations to the board
regarding executives remuneration,
performance evaluation and succession
planning etc. The Committee held its
first meeting in April 2013. The terms
of reference of the Committee are
provided in detail on page 35.
Management
Committee
The Management Committee
comprises of 08 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.
39
40
GSK
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.
GSK has established an Internal
Control Framework to ensure
appropriate risk mitigation
plans, designated accountability,
and mechanisms for upward
communication of any significant
issues and incidents that arise (e.g.,
a compliance failure). The Risk
Management group, in conjunction
with Corporate Ethics & Compliance
uses its system of controls to
protect the Companys assets,
safeguard shareholder investment
and ensure compliance with
applicable legal requirements.
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.
Risks can be largely classified as

follows:
Strategic Risks are those

which pose a significant threat to
meeting the business objectives
and are outside of entitys control.
The major 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. Your Company is
countering this risk through 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 irregularities due to poor
security environment of the country
or otherwise, foreign currency
devaluation / inflation and employee
fraud and turnover. These are being
managed through product rationing,
coordination 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
re-appointment as the Auditors of

the Company for the financial year
ending December 31, 2014, at a
mutually agreed fee.
Value of Investment
d.
The financial statements

are prepared in accordance
with International Financial
Reporting Standards, as
applicable in Pakistan.
e.
The Company maintains a

sound internal control 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.
f.
There are no significant doubts

upon the Companys ability to
continue as a going concern.
g.
There has been no material

departure from the best practices
of Corporate Governance as
detailed in the listing regulations.
3.9 %
30.9%
Subsequent Events
No material changes or commitments
affecting the financial position of the
Company have occurred between
the end of the financial year of the
Company and the date of this report.
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, 2013
(audit in progress) was as follows:
2013

Rs. In millions
Provident fund
Gratuity fund
Pension fund
2,257
1,071
134
65.2%
Provident Funds
Pension Funds
Gratuity Funds
Contribution to
National Exchequer
and Economy
Your Company made a total
contribution of Rs. 3,227 million to the
National Exchequer by way of custom
duties, income tax, sales tax and
employees tax during the year 2013.
Corporate and
Financial Reporting
Framework
a.
The financial statements

prepared by the management
of the Company present fairly
its state of affairs, the result of
its operations, cash flows and
changes in equity.
b.
Proper books of account of the

Company have been maintained.
c.
Appropriate accounting
policies have been consistently
applied in preparation of
financial statements, except for
changes as explained in note
3 of the financial statements,
and accounting estimates
are based on reasonable and
prudent judgment.
h. The key operating and financial

data for the last six years is set
out on pages 46 to 51.
By order of the Board
M. Salman Burney
Yahya Zakaria
Director

Karachi
February 07, 2014
41
GSK
Chairman/Chief
Executive Review
The economic environment in Pakistan

remained challenging for our business
during 2013 due to an adverse
security situation, particularly in Karachi
and continued currency devaluation
which had an inflationary impact on our
costs. The industry has suffered from
an irrational pricing policy freeze over
the last decade, forcing it to internalize
negative cost pressures without an
offsetting price adjustment whilst
all other parts of the health sector
have been allowed to operate under
a market mechanism. Faced with this
difficult situation, having to balance the
requirement of providing affordable
quality medicines to the public
and at the same time sustain itself
commercially, your company has been
striving hard over the years to drive
performance through consistent focus
on diversification, growth simplification,
of our operating model and the
elimination of internal inefficiencies.
Despite many challenges, our efforts

towards delivery of business results
remain constant. The year 2013
also witnessed the achievement
of some significant milestones as
sales of your company recorded
9% growth, and surpassed the Rs.
25 billion mark and the Company
maintained its position as the leading
pharmaceutical Company in Pakistan
in terms of value, prescription and
volume share. Further, out of the

top 20 leading products in the
Pakistan pharmaceutical industry,
6 are manufactured and sold by
your company, which is a singular
achievement.
Net Sales
Rupees in million
30,000
15,000
10,000
25,231
23,150
20,000
21,750
25,000
18,916
Overview of
Economy &
Business
Over the years industry representatives

have held intensive and detailed
deliberations and discussions with
the Ministry of Health and more
recently with the Federal Drug
Regulatory Authority (DRA) on this
issue and the business sustainability
challenges it poses. After considerable
consideration at various fora, the
last quarter of the year finally saw a
notification by the DRA, allowing a
15% price increase on those drugs
which had not seen any price increase
over 11 years since 2001. At the
same time, prices of products for many
ailments were also restrained at the
same levels. However, subsequently
the notification of this modest increase
was withdrawn by the Government
raising serious concerns within the
industry on the governments policy
rationale & framework. This action
has in fact been challenged by
local Industry Association and the
government remains restrained at
present from the cancellation of the
notified increase. As the matter is
subjudice in court, it is not appropriate
to comment further other than to
reiterate the need for a balanced
approach which ensures the availability
of affordable medicines to the country
in the interests of all stakeholders.
16,754
I am pleased
to present the
Annual report of
your Company for
the financial year
ended December
31, 2013.
13,403
42
5,000
0
2008
2009
2010
2011
2012
2013
Business Review
The Net sales of the Company were
recorded at Rs. 25.2 billion with a
growth of 9% during 2013.
Underlying growth in the Pharma
segment was at 9.4%, after adjusting
for the impact of the divestment of
the Animal Health business, product
shortages, due to manufacturing
and regulatory bottlenecks, and
supply constraints in imported
products. Various Oncology,
Respiratory, Anesthetics, Anti-Virals,
Anti-Diarrhoeals and Cough & Cold
products recorded double digit growth
during the year.
The Consumer Health Care segment
continued to perform very well with
strong growth of 38%, achieving
overall sales of Rs. 3.7 billion for
the year. Panadol, Sensodyne and
Horlicks were the main contributors to
this growth, reflecting our focus and
Export sales were recorded at Rs.

924 million in 2013 reflecting a
growth of 15% over the previous year
and our expansion and penetration in
the regional export markets continued
in line with business objectives.
Due to the issues relating to the lack
of a price adjustment, gross margins
eroded to 24.7% (2012: 26.1%)
reflecting the impact of significant
increases in raw and packing material
prices, higher utilities, fuel and energy
cost and the continuous weakening
of the Pakistan Rupee against
major currencies. These unfavorable
pressures on the cost of goods and
could not be offset despite efforts
at improving the product mix and
initiatives aimed at minimizing supply
chain and working capital costs.
Selling, marketing and distribution
expenses at Rs. 3.6 billion increased
by Rs. 608 million during the current
year. This increase was mainly on
account of significant marketing
investment in the Oral and Nutritional
categories of the Consumer
Healthcare segment in support of
Other operating income increased

by Rs. 125 million over last year to
Rs. 455 million in 2013. This was
primarily the result of the divestment
of the Companys Animal Healthcare
business as part of our global strategy
to focus on core business areas.
Financial charges during 2013
in comparison to 2012 were
significantly higher due to the
volatility and decline in the Rupees
exchange rate seen in the second
half of the year. This resulted in
exchange losses, which increased by
Rs. 112 million over 2012.
Overall, your Company posted
a Net profit after tax of Rs. 1.1
billion for the year showing a
decrease of Rs. 264 million (20%)
over the corresponding last year,
due to the reasons elucidated in
the preceding paragraphs.
Profit after tax

Rupees in million
2,000
1,327
1,062
1,141
1,000
1,057
1,500
1,041
new line introductions for Sensodyne

and Horlicks as evident through
the sales growth of the segment;
coupled with increased freight costs
due to escalating fuel prices and
rising sales volume. Administrative
expenses for the year amounted to
Rs. 920 million increasing by Rs.
136 million over the preceding year
reflecting inflationary pressures and
rising fuel and utility costs.
1,955
investment on these key segments

and brands. The Sensodyne &
Horlicks ranges saw new line
introductions and launches during
the year which should deliver good
results in the future.
43
500
2008
2009
2010
2011
2012
2013
Cash Flows &

Capital Expenditure
The Companys cash requirements
are largely met through internal
cash generation without reliance on
short term borrowings. A 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. Surplus funds are utilized to
avail optimum return by investment in
government securities and deposits
with high credit-rated banks within a
well diversified and secure portfolio.
Cash flows from operations
decreased during the year primarily
due to stock build up required to
support manufacturing capacity
enhancements and upgradation
and maintenance activities at our
local manufacturing sites, as well
GSK
Chairman/Chief Executive Review

as product transfers between sites.
Overall Cash and Cash equivalents
decreased by Rs. 218 million to Rs.
2.1 billion at the end of the year.
Capital Expenditure
Rupees in million
1,498
1,500
1,200
already in line for regulatory approval or

launch to provide innovative healthcare
solution to patients needs in the
future. Also in line with our growth and
diversification strategy the Consumer
Health Care segment continues to
make its mark by expanding on the
market presence, which will further
strengthen and diversify.
300
0
515
2008
2009
2010
2011
725
600
835
790
900
475
44
2012
2013
Dividends
Maintaining a history of good returns
and payouts, the Board of Directors
of the Company, in its meeting held
on February 07, 2014, have proposed
a cash dividend of Rs. 3.5 (2012: Rs.
4.0) per share and also an issue of 10
bonus shares for every 100 shares
held (2012: 10 bonus shares for
every 100 shares held).
Future outlook and

Challenges
Our commitment to meet the
challenge of supplying affordable
healthcare solutions to our wide
consumer base in the country
remains constant, notwithstanding
the many difficulties posed by the
regulatory and economic environment.
Your company has in recent years
undertaken various measures to build
geographic diversity, simplified and
focused processes in core business
areas and sought new avenues for
profitable business growth. We are
also actively investing in scientific
engagement initiatives involving
new and innovative research based
pharmaceutical products that are
The pharmaceutical industry has great

potential for generating economic
value to the country in terms of
domestic value add and growth and
exports, as well as generating revenue
for the exchequer. The industry has
however, as detailed earlier, for the
past decade suffered from an archaic
pricing policy, which has posed an
increasing challenge on the ability of
companies to ensure continued supply
of essential medicines of quality.
It is hoped that the Government will take
necessary steps to approve a pricing
policy that safeguards the interest of
the industry, supports the continuity
of supplies of affordable and quality
medicines and ensure the ongoing
availability of numerous research based
drugs which are now at risk.
Intellectual
property
The use of scientific research and
knowledge and creation of new
innovative healthcare solutions
remains central to our values,
however, the effective legal protection
of our intellectual property in
future of such new research based
therapies is equally important for
ensuring a reasonable return on the
heavy investment required for the
research and introduction of new
groundbreaking treatments.
The IPR laws in Pakistan have
improved over the years in the wake
of increasing awareness and about

global conventions and the concern of
international companies in the market,
however, it is far from the levels
required to discourage and check
both piracy and counterfeiting. The
effective implementation of IPR laws
is required to protect both consumers
and the industry and also lead to a
quality and research-oriented culture
which is vital for the future progress
of this industry.
Acknowledgment
The Companys success is owed to
talented employees, whose passionate
& unwavering commitment and efforts
to excel in what we do have helped
sustain companies operations in
these challenging times.
On behalf of the Board, I would 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
Karachi
February 07, 2014
45
Financial Performance
at a Glance
(Re-stated)
Rupees in million
2013
2012
Net sales
25,231
23,150
Gross profit
6,224
6,045
Operating profit
1,969
2,369
Profit before taxation
1,810
2,322
748
995
1,062
1,327
Taxation

Dividend - cash*
1,013.3
1,052.8
- per share - Rs.
3.5
4.0
289.5
263.2
2,895.2
2,632.0
- Issue of bonus shares

Paid-up Capital

* Represents final cash dividend @ Rs. 3.5 per share (2012: Rs. 4.0) and also issue of bonus shares @ 10% (2012: 10%)
proposed by the Board of Directors subsequent to the year end.
Gross and Operating Profit

Rupees in million
Payout to Shareholders
Rupees in million
2,000
8,000
1,621
2009
2010
1,053
957
290
2008
263
Cash Dividend
Bonus Shares
239
2013
832
853
2012
1,013
6,045
2011
500
312
2010
1,969
2009
2,369
2008
Gross Profit
Operating Profit
1,500
1,000
2,273
4,239
3,856
1,000
1,953
2,000
1,751
3,000
3,078
4,000
4,853
5,000
5,818
6,000
6,224
7,000
2011
2012
2013
46
GSK
Key Operating and

Financial Data
Re-stated Re-stated
Rupees 000
2013 2012 2011 2010 2009 2008
Balance Sheet
Assets employed
Fixed Assets - tangible
- property, plant and equipment
5,973
Assets - intangible
- Goodwill

956
Investments -
Long-term loans and deposits
87
Net current assets
5,196
12,212
Less: Non-Current Liabilities
Staff retirement benefits - Staff gratuity
251
Deferred taxation
612
5,815
4,794
4,190
3,830
2,415
956
-
99
5,231
956
-
94
5,725
956
-
85
6,101
956
169
73
6,057
172
69
6,032
12,101
11,569
11,332
11,085
8,688
175
531
214
367
115
417
73
418
21
312
863
706
581
532
491
333
Net assets employed

Financed by
Issued, subscribed and paid-up capital
Reserves
11,349
11,395
10,988
10,800
10,594
8,355
2,895
8,454
2,632
8,763
2,393
8,595
1,964
8,836
1,707
8,887
1,707
6,648
Shareholders Equity

11,349
11,395
10,988
10,800
10,594
8,355
23,150
6,045
2,369
2,322
995
1,327
2,716
1,316
10,624
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
13,403
3,856
3,078
3,001
1,046
1,955
3,309
1,621
7,659
Turnover and profit
Net sales
Gross profit
Operating profit
Taxation
EBTIDA
Cash Dividend including bonus shares
Sales per employee
Return on Equity
Percentage
2008
2010
Property, Plant and Equipment

Non-current Assets
200
20
1,043
2013
Net Current Assets

Non Current Liabilities
10.3
9.8
9.8
2012
863
1,201
10
706
581
2011
2008
2009
2010
2011
2012
2013
152.1
147.5
136.2
109.3
100
50
5
0
200.0
150
9.4
5,973
5,815
5,196
5,231
5,725
4,794
2,222
2009
532
491
333
241
1,198
2,000
1,041
3,000
250
15
2,415
4,000
1,000
6,101
3,830
5,000
4,190
6,057
6,000
25
6,032
7,000
11.6
8,000
Share Price Sensitivity

Rupees
23.4
Assets & Liabilities

Rupees in million
25,231
6,224
1,969
1,810
748
1,062
2,323
1,303
11,643
75.9
75.9
2008
High
111.0
90.0
88.2
71.8
2009
Closing
67.1
65.0
2010
81.8
73.3
63.1
61.0
2011
2012
Low
68.0
2013
2013 2012 2011 2010 2009 2008
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
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
(402)
572
(1,698)
(1,528)
2,725
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

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
3.5
39,435
1.7
19,300
1.4
16,050
1.7
17,321
2.1
18,649
1.6
12,961
Financial Highlights
5.0
-
109.3
147.5
71.8
9.5
75.9
200.0
75.9
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
7.2
7.6
0.2
0.7
9.4
6.2
24.7
4.2
9.2
(1.9)
10.0
6.9
0.2
0.6
11.6
8.4
26.1
5.7
11.7
0.7
10.3
14.8
0.2
0.6
10.3
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
0.9
10.2
12.8
0.2
0.6
9.8
8.3
25.3
6.2
12.0
(1.7)
22.4
12.8
0.5
0.4
23.4
18.8
28.8
14.6
24.1
0.6
Rupees
Times
Times
%
Times
Times
3.7
37.1
0.0
2.6
1.0
1.1
4.6
16.0
0.0
5.5
0.9
1.2
4.3
15.5
0.0
6.0
0.9
1.1
4.4
20.0
0.0
4.5
0.9
1.1
5.2
20.9
0.0
4.6
1.0
1.0
11.5
6.6
0.0
12.5
0.8
1.2
Rupees
39.2
43.3
45.9
51.9
50.9
49.0
Rupees
39.2
43.3
45.9
51.9
50.9
49.0
Investment/Market Ratios
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
47
48
GSK
Key Operating and

Financial Data

2013 2012 2011 2010 2009 2008
Capital Structure Ratios

Earning assets to total assets ratio
%
Net assets per share
Times
Debt to Equity ratio
Times
Financial leverage ratio Times
Interest Cover ratio
Times
11.7
39.2
0.1
0.6
12.4
14.3
43.3
0.1
0.4
49.9
15.1
45.9
0.0
0.4
62.2
24.9
51.9
0.0
0.4
97.5
19.9
62.1
0.0
0.0
39.2
28.7
49.0
0.0
0.3
40.0
2.1
1.9
0.8
0.3
4.2
2.6
2.3
1.0
0.5
8.9
3.0
2.5
1.0
0.5
0.6
1.5
2.7
1.5
0.8
12.9
0.9
2.8
1.4
0.6
8.0
1.3
4.1
2.3
1.4
(3.0)
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
3.2
115
23.6
15
21.0
17
1.3
5.5
113
Liquidity Ratios
Advances to Deposits ratio
Current ratio
Quick / Acid test ratio
Cash to Current Liabilities
Cash flow from Operations to Sales

Times
Times
Times
Times
%
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
3.3
112
72.1
5
10.5
35
1.4
4.2
82
Debtors Turnover & Inventory Turnover

Number of Days
Current Ratio
Number of Times
2011
2012
2013
2008
Inventory
Debtors
2009
112
117
117
119
2010
2010
2009
5
0
2008
16
30
26
60
15
1.9
2.3
90
2.5
2.7
2.8
115
4.1
120
121
150
3.1
117
66.7
5
12.8
28
1.4
4.0
94
2011
2012
2013
Statement of
Value Added
Re-stated
2013
2012
Rs. 000
%
Rs. 000
Revenue Generated
25,946,631
100.0
23,652,934
100.0
17,679,113
68.1
15,910,501
67.3
2,617,175
10.1
2,160,108
9.1
519,532
2.0
362,609
1.5
Income tax
747,609
2.9
995,243
4.2
Workers funds and Central research fund
153,230
0.6
192,617
0.8
Sales tax
260,837
1.0
172,845
0.7
To Government 1,161,676
4.5
1,360,705
5.7
Total revenue
Revenue distributed
Bought-in -materials and Services
Selling, Marketing and Distribution Expenses
Administrative Expenses and Financial Charges

Salaries,Wages and other benefits
2,902,188
11.2
2,509,496
10.6
To Employees
2,902,188
11.2
2,509,496
10.6
4,684
0.0
23,011
0.1
To Society 4,684
0.0
23,011
0.1
Cash dividend*
1,013,305
3.9
1,052,784
4.5
To Shareholders
1,013,305
3.9
1,052,784
4.5
48,958
0.2
273,720
1.2
25,946,631
100.0
23,652,934
100.0
Donations

Retained in the Business

* Represents final cash dividend @ Rs. 3.5 per share proposed by the Board of Directors subsequent to the year end.
0.0% 3.9% 0.2%

11.2%
Bought-in-materials and Services
4.5%
Selling, Marketing and Distribution Expenses

Administrative Expenses and Financial Charges
2.0%
To Government
To Employees
10.1%
To Society
To Shareholders
68.1%
Retained in the Business
49
50
GSK
Horizontal Analysis

2013 2012 2011 2010 2009 2008
Balance Sheet Analysis (%)

Change from preceding year
Share Capital and Reserves

Current Liabilities
(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
2.9
16.8
10.0
Total Equity and Liabilities
10.4
5.2
3.7
3.2
35.8
4.5
Non Current Assets

Current Assets
2.1
16.4
17.6
(2.3)
11.7
(0.6)
4.0
2.7
89.3
18.0
0.4
6.0
Total Assets

10.4
5.2
3.7
3.2
35.8
4.5
25.0
31.1
10.0
46.7
63.7
(26.9)
(63.8)
(43.1)
(41.6)
(43.2)
(36.4)
(46.8)
26.3
43.4
(2.4)
9.7
6.8
(7.1)
100.0
15.3
541.7
12.9
5.9
17.0
Profit and Loss Account Analysis (%)

Net sales
Cost of sales
Gross profit
Selling, marketing and distribution expenses
Administrative expenses
Other operating expenses
Other operating income
Operating profit
Financial charges
Taxation
Change from preceding year

9.0
11.1
3.0
20.1
17.3
(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
12.9
12.4
14.5
18.1
(2.9)
12.5
(14.2)
11.5
(55.6)
13.2
31.4
1.6
Vertical Analysis

2013 2012 2011 2010 2009 2008
Balance Sheet Analysis (%)

Share Capital and Reserves
Current Liabilities
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
78.6
3.1
18.3
Total Equity and Liabilities
100.0
100.0
100.0
100.0
100.0
100.0
Non Current Assets

Current Assets
39.1
60.9
42.3
57.7
37.8
62.2
35.1
64.9
34.8
65.2
25.0
75.0
Total Assets
100.0
100.0
100.0

100.0
100.0
100.0
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
100.0
71.2
28.8
9.9
3.9
1.6
9.6
23.0
0.6
22.4
7.8
14.6
Profit and Loss Account Analysis (%)

Net sales
Cost of sales
Gross profit
Operating profit
Financial charges
Taxation
100.0
75.3
24.7
14.4
3.6
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
100.0
73.2
26.8
12.8
4.7
0.9
2.1
10.5
0.2
10.3
5.0
5.3
51
52
GSK
Direct Cash Flow

Statement
for the year ended 31 December 2013
Rupees in 000
2013 2012
Cash Flows From Operating Activities

Cash receipts from customers
Cash paid to suppliers / service providers
Cash paid to employees
Payment of indirect taxes and other statutory duties
Payment of royalty and technical services fee
Payment to Retirement Funds
Financial charges paid
Income tax paid
Long term deposits
Net cash from operating activities
25,296,211
23,109,940
(19,893,193)
(17,342,267)
(2,711,605)
(2,353,555)
(206,333)
(227,960)
(20,241)
(58,347)
(181,702)
(140,308)
(16,147)
(16,316)
(1,210,352)
(909,348)
(104)
(4,981)
1,056,534
2,056,858
(725,019)
(1,497,581)

Cash Flows From Investing Activities

Fixed Capital Expenditure
Proceeds from sale of operating assets
91,982
152,891
Investments encashed
186,500
Return on investments
161,339
177,952
Net cash used in investing activities
(285,198)
(1,166,738)
(989,812)
(900,008)
(989,812)
(900,008)
(218,476)
(9,888)
Cash Flows From Financing Activities

Dividends paid
Net cash used in financing activities
Cash and cash equivalents at beginning of the year
2,315,744
2,325,632
Cash and cash equivalents at end of the year
2,097,268
2,315,744

Financial Report 2013
Delivering
sustainable
profitable
growth
Financial
Highlights
2.0+
times
Sales Revenue
25,231 M (2013) | 23,150 M (2012)
9%+
Market Capitalization
39,435 M (2013) | 19,300 M (2012)
Dividend Payout
95.4% (2013) | 87.3% (2012)
12
days
9.3%+
Operating Cycle
82 days (2013) | 94 days (2012)
Price Earnings Ratio

37.1 Times (2013) | 16.0 Times (2012)
2.3+
times
Contents
Statement of Compliance
with the Code of Corporate Governance............................................... 02
Review Report to the Members on Statement of Compliance
with the Code of Corporate Governance............................................... 04
Auditors Report to the Members..................................................................... 05
Balance Sheet.............................................................................................................. 06
Profit and Loss Account.........................................................................................07
Cash Flow Statement.............................................................................................. 08
Statement of Changes in Equity....................................................................... 09
Notes to and forming part of the Financial Statements................... 10
Pattern of Shareholding......................................................................................... 43
Categories of Shareholders................................................................................. 44
Shareholding Information...................................................................................... 45
Notice of Annual General Meeting................................................................. 46
Factories and Distribution / Sales Offices................................................ 48
Form of Proxy................................................................................................................ 49
Glossary
GSK
Statement of Compliance with the Code of Corporate Governance
year ended 31 December 2013
This statement is being presented to comply with the Code of Corporate Governance (the Code) contained in Regulation No. 35 of
listing regulations of Karachi and Lahore Stock Exchanges 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.
The company has applied the principles contained in the Code in the following manner:
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*
Mr. Rafique Dawood

Mr. Husain Lawai
Non-Executive Directors

Mr. Dave Cooper***
Ms. Erum Shakir**
Executive Directors
Mr.
Mr.
Mr.
Mr.
*The independent directors meet the criteria of independence under clause i (b) of the Code of Corporate Governance 2002.
Requirement of the Code of Corporate Governance 2012 in this respect will be applied from the next election of the Board.
** Executive director till May 2013.
*** w.e.f. February 7, 2014.
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 member of a stock
exchange, has been declared as a defaulter by that stock exchange.
4.
A casual vacancy occurring on the board during the year on April 18, 2013 was filled up by the directors within ninety days.
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. A complete 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
non-executive directors, have been taken by the Board.
8.
The meetings of the Board were presided over by the Chairman 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.
9.
During the year one director obtained certification under the directors training program.
10.
No new appointment of the Chief Financial Officer, Company Secretary or Chief Internal Auditor was made during the year. The
remuneration of Chief Financial Officer, Company Secretary and Chief Internal Auditor was approved by the board.
M. Salman Burney
Shahid Mustafa Qureshi
Maqbool ur Rehman
Yahya Zakaria
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. The Board has set up the threshold for other employees for the purpose of disclosing
trades in the shares of the company.
14.
The company has complied with all the 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 five members, of whom four 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.
22.
Material/price sensitive information has been disseminated among all market participants at once through the 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 07, 2014
On behalf of the Board
M. Salman Burney
GSK
Review Report to the Members
on Statement of Compliance with the Code of Corporate Governance

We have reviewed the Statement of Compliance with the best practices contained in the Code of Corporate Governance
(the Statement) prepared by the Board of Directors of GlaxoSmithKline Pakistan Limited to comply with the Listing
Regulation No. 35 of the Karachi and Lahore Stock Exchanges where the Company is listed.
The responsibility for compliance with the Code of Corporate Governance 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 of Corporate
Governance and report if it does not. 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 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 Boards 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.
Further, Listing Regulations of the Karachi and Lahore Stock Exchanges require the Company to place before the Board
of Directors for their consideration and approval related party transactions distinguishing between transactions carried
out on terms equivalent to those that prevail in arms length transactions and transactions which are not executed at arms
length price recording proper justification for using such alternate pricing mechanism. Further, all such transactions are
also required to be separately placed before the audit committee. We are only required and have ensured compliance
of requirement to the extent of approval of related party transactions by the Board of Directors and placement of such
transactions before the audit committee. We have not carried out any procedures to determine whether the related party
transactions were undertaken at arms length price or not.
Based on our review, nothing has come to our attention which causes us to believe that the Statement does not
appropriately reflect the Companys compliance, in all material respects, with the best practices contained in the Code
of Corporate Governance as applicable to the Company for the year ended 31 December 2013.
A.F. Ferguson & Co.

Karachi
Dated: 20 February 2014
Auditors Report to the Members

We have audited the annexed balance sheet of GlaxoSmithKline Pakistan Limited as at 31 December 2013 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 accounts 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 except for the changes as stated in note 3
to the financial statements with which we concur;
(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 2013 and of the profit, its cash flows and changes in
equity for the year then ended; and
(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.
A.F. Ferguson & Co.

Karachi
Dated: 20 February 2014
Name of Engagement Partner: Mohammad Zulfikar Akhtar
GSK
Balance Sheet
as at December 31, 2013

(Re-stated)

(Re-stated)
January 1,
Rupees 000
Note
2013 2012 2012

NON-CURRENT ASSETS
Fixed assets
4
Intangible - goodwill
5
Long-term loans to employees
6
Long-term deposits
5,973,404
955,742
70,079
16,865
5,814,504
955,742
81,959
16,761
4,793,793
955,742
82,005
11,780
7,016,090
6,868,966
5,843,320
CURRENT ASSETS
Stores and spares
7
Stock-in-trade
8
Trade debts
9
Loans and advances
10
Trade deposits and prepayments
11
Interest accrued
Refunds due from government
12
Other receivables
13
Taxation - payments less provision
Investments
14
Cash and bank balances
15
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
140,691
5,080,220
350,362
243,070
92,542
12,205
40,759
445,872
660,092
198,118
2,117,626
136,650
5,602,526
343,404
163,378
54,657
30,372
17,104
331,498
600,742
196,706
2,128,926
10,922,720
9,381,557
9,605,963

SHARE CAPITAL AND RESERVES
Share capital
16
Reserves
17
17,938,810
16,250,523
15,449,283
2,895,156
8,454,157
2,631,960
8,761,478
2,392,691
8,594,700
11,349,313
11,393,438
10,987,391
18
19
250,977
612,012
175,280
530,750
213,906
366,975

CURRENT LIABILITIES
Trade and other payables
20
Provisions
21
862,989
706,030
580,881
5,561,429
165,079
3,950,339
200,716
3,663,772
217,239
5,726,508
4,151,055
3,881,011

6,589,497
CONTINGENCIES AND COMMITMENTS 22

17,938,810

The annexed notes 1 to 45 form an integral part of these financial statements.
4,857,085
4,461,892
16,250,523
15,449,283
NON-CURRENT LIABILITIES
Staff retirement benefits
Deferred taxation
M. Salman Burney
Yahya Zakaria
Profit and Loss Account

for the year ended December 31, 2013

(Re-stated)
Rupees 000
Note
2013 2012
Net sales
23
25,230,878
23,149,964
Cost of sales
24
(19,007,165)
(17,104,983)
6,223,713
6,044,981
(3,028,364)
Gross profit
25
(3,635,914)
26
(920,396)
(784,866)
27
(153,230)
(192,617)
Other income
28
454,916
330,125
1,969,089
2,369,259
(159,217)
(47,512)
1,809,872
2,321,747
(747,609)
(995,243)
1,062,263
1,326,504
Operating profit
Financial charges
29

Taxation
30

Other comprehensive income
Items that will not be reclassified to Profit and loss
Remeasurements of staff retirement benefits
(81,095)
55,149
Impact on taxation
27,491
(18,529)
(53,604)
36,620
Total comprehensive income
1,008,659
1,363,124
Rs. 3.67
Rs. 4.58
Earnings per share
31

M. Salman Burney
Yahya Zakaria
GSK
Cash Flow Statement

Rupees 000
Note
2013 2012
CASH FLOWS FROM OPERATING ACTIVITIES

Cash generated from operations
32
2,355,352
3,035,934
Staff retirement benefits paid
(100,242)
(64,793)
Income taxes paid
(1,210,352)
(909,348)
Decrease / (increase) in long-term loans to employees and deposits
11,776
(4,935)
Net cash generated from operating activities
1,056,534
2,056,858
Fixed capital expenditure
(725,019)
(1,497,581)
Proceeds from sale of operating assets
91,982

CASH FLOWS FROM INVESTING ACTIVITIES
152,891
Proceeds from transfer of marketing authorisation rights

and related trademarks of certain products
186,500
Interest received
161,339
177,952
Net cash used in investing activities
(285,198)
(1,166,738)
(989,812)
(900,008)

CASH FLOWS FROM FINANCING ACTIVITIES
Dividend paid
Net decrease in cash and cash equivalents
(218,476)
Cash and cash equivalents at beginning of the year
2,315,744
2,325,632
Cash and cash equivalents at end of the year
2,097,268
2,315,744
33
(9,888)

M. Salman Burney
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, 2012 -

as previously reported
Effect of re-statement as referred in note - 3.1

Balance as at January 1, 2012 - as restated
2,392,691
-
2,392,691
2,184,238
2,184,238
3,999,970
-
3,999,970
2,531,673
(121,181)
2,410,492
11,108,572
(121,181)
10,987,391

Final dividend for the year ended

December 31, 2011 @ Rs. 4 per share
-
-
(957,077)
239,269
(239,269)
(239,269)
(957,077)
Transferred to reserve for

issue of bonus shares
Bonus shares issued during the period

in the ratio of 10 shares for every 100 shares held
239,269
Profit after taxation for the year ended

December 31, 2012
1,326,504
1,326,504
36,620
36,620
1,363,124
1,363,124
2,577,270
11,393,438

- net of tax
Total comprehensive income for the year

ended December 31, 2012
Balance as at December 31, 2012
2,631,960
2,184,238
3,999,970

Final dividend for the year ended

December 31, 2012 @ Rs. 4 per share
-
-
(1,052,784)
263,196
(263,196)
(263,196)
(1,052,784)
Transferred to reserve for

issue of bonus shares
Bonus shares issued during the period

in the ratio of 10 shares for every 100 shares held
263,196
Profit after taxation for the year ended

December 31, 2013
1,062,263
1,062,263
(53,604)
1,008,659
1,008,659
2,269,949
11,349,313

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

ended December 31, 2013
Balance as at December 31, 2013
2,895,156
2,184,238
3,999,970

M. Salman Burney
Yahya Zakaria
10
GSK
Notes to and forming part of the Financial Statement

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.
The Company is a subsidiary of S.R. One International B.V., Netherlands, whereas its ultimate parent company is
GlaxoSmithKline plc, UK.

2.
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
The principal accounting policies applied in the preparation of these financial statements are set out below.
2.1
Basis of preparation
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.
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

2.2
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
The amendments to following standards have been adopted by the Company for the first time for the financial
year beginning on January 1, 2013:
Amendment to IAS 1 - Presentation of Financial Statements. The main change resulting from these amendments
is a requirement for entities to group items presented in other comprehensive income (OCI) on the basis of
whether they are potentially reclassifiable to profit or loss subsequently (reclassification adjustments). There is
no effect on the amounts recognised in these financial statements other than such classification that has been
disclosed in the other comprehensive income.

Amendment to IAS 19 - Employee benefits. The changes on the Companys accounting policies has been as
follows: to immediately recognise all past service costs; and to replace interest cost and expected return on
plan assets with a net interest amount that is calculated by applying the discount rate to the net defined benefit
liability / (asset). Impacts on the financial statements due to these changes have been disclosed in note 3 of
these financial statements.
(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, 2013 are considered not to be relevant for the Companys financial statements and hence have not
been detailed in these financial statements.
(c)
Standards, interpretations and amendments to published approved accounting standards that are not
yet effective
There are amendments to existing approved accounting standards and new interpretations that are not yet
effective and are considered not to be relevant for the Companys financial statements and hence have not been
detailed in these financial statements.
2.3
Overall valuation policy
These financial statements have been prepared under the historical cost convention except as otherwise disclosed in
the accounting policies below.

2.4
Staff retirement benefits
2.4.1 The Company operates following defined benefit plans:

-
-
Approved funded gratuity schemes for its permanent employees; and

Approved funded pension scheme for management employees of former GlaxoSmithKline Pharmaceuticals
(Private) Limited.
Contributions to the gratuity and pension schemes are based on actuarial recommendations. The latest actuarial
valuations of the schemes were carried out as at December 31, 2013 using the Projected Unit Credit Method.
Retirement benefits are payable to employees on completion of prescribed qualifying period of service under the
schemes.

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
12
GSK

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

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.
2.8
Fixed assets - property, plant and equipment
Property, plant and equipment are stated at cost less accumulated depreciation / amortisation and accumulated
impairment.
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 lands 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.

2.9 Impairment

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 valued at the invoice 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 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, maturing within three
months of the balance sheet date.
2.16 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.
13
14
GSK

2.17 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.
2.18 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.
2.19 Dividend

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

2.20 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.

2.21 Segment reporting

3.
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.
CHANGES IN ACCOUNTING POLICIES AND DISCLOSURES
3.1
IAS 19 (revised) - Employee Benefits effective for annual periods beginning on or after January 1, 2013 amends the
accounting for employee benefits. The standard requires immediate recognition of past service cost and also replaces
the interest cost on the defined benefit obligation and the expected return on plan assets with a net interest cost /
(income) based on the net defined benefit liability / (asset) at the discount rate measured at the beginning of the
year.
Further, a new term remeasurements has been introduced. This is made up of actuarial gains and losses, the difference
between actual investment returns and the return implied by the net interest cost / (income). The standard requires
remeasurements to be recognised in the Balance Sheet immediately, with a charge or credit to other comprehensive
income in the periods in which they occur, which are not later reclassified to profit and loss account.
Following the application of IAS 19 (revised), the Companys policy for Staff Retirement Benefits - Defined Benefit
Plans stands amended as follows:
-
The amount arising as a result of remeasurements are recognised in the Balance Sheet immediately, with a
charge or credit to other comprehensive income in the periods in which they occur, which are not later reclassified
to profit and loss account.
The change in accounting policy has been accounted for retrospectively in accordance with the requirements
of IAS 8 Accounting Policies, Changes in Accounting Estimates and Errors and comparative figures have been
restated.
15
The Companys financial statements are affected by the remeasurements relating to prior years. The effects have been
summarised below:

Rupees 000

Impact on Balance Sheet
Increase in deferred liability
Increase in other receivables
Decrease in deferred tax liabilities
Decrease in unappropriated profit

Impact on Statement of Changes in Equity
Decrease in unappropriated profit cumulative effect from prior years
Impact on total comprehensive income for the year ended

Impact on Profit and Loss
Decrease in cost of sales

Decrease in selling, marketing and distribution expenses
Decrease in administrative expenses
Increase in taxation expense
December 31,
January 1,
2012 2012
124,899
7,197
39,548
78,153
194,200
11,698
61,321
121,181
121,181
43,028
4,884
3,564
1,203
3,243

Impact on Other Comprehensive Income
Items that will not be reclassified to profit and loss account - net of tax
36,620

The effect of change in accounting policy, due to adoption of IAS 19 (Revised), on earnings per share for the year
ended December 31, 2012 is Re. 0.02. There is no cash flow impact as a result of the retrospective application of
change in accounting policy.
3.2
During the year the Securities and Exchange Commission of Pakistan has notified certain amendments in the Fourth
Schedule to the Companies Ordinance, 1984, which specifically classifies major spare parts and stand-by equipment
into property, plant and equipment.

Rupees 000
Reclassification from
Stores and spares
Reclassification to
Fixed assets - property, plant and equipment
December 31,
2012
January 1,
2012
29,810
22,618
The change in the requirement is considered to be a change in accounting policy and has been applied retrospectively
to all prior periods presented.

(Re-stated)
Rupees 000
Note
2013 2012
4.

FIXED ASSETS
Operating assets
Major spare parts and stand-by equipments
Capital work-in-progress
4.1
4.5
4.6
5,075,833
42,722
854,849
4,624,418
29,810
1,160,276
5,973,404
5,814,504
16
GSK


Land
Building

Freehold Leasehold On freehold On leasehold
Rupees 000
land
land

4.1
Operating assets
Net carrying value basis
Plant &
machinery
Furniture
Vehicles
& fixtures
Office
equipment
Total
142,064 314,215
242,609 4,624,418
20,545 161,044
67,110 1,001,169
Year ended December 31, 2013
Opening net book value (NBV)
Additions (at cost)
174
356,970
1,335 1,285,819 2,281,232
70,060
682,410
Disposals

- Cost
- (27,040) (102,429)
- Accumulated depreciation
9,539
77,504
5,702
68,780
- Accumulated impairment
16,571
24,443
10
(930)
(482)
(168)
(48,740)
- (36,532) (292,956)
(16,053)
(85,977)
Depreciation charge
Impairment charge
Closing net book value
(5,251)
-
174
351,719
174
382,676
(5,343)
(5,880) (117,529) (276,223) (529,101)
274,046
-
(2,177)
435,571
41,033
(52,497)
(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
At December 31, 2013
Cost
Accumulated depreciation
- (30,957)
Impairment loss - net
Net book value
Net carrying value basis
(31,166) (315,662) (1,741,508) (101,835) (207,683) (278,991) (2,707,802)
- (31,916)
- (27,084)
(222)
- (59,222)
174
351,719
1,335 1,318,417 2,664,861
146,388 340,542
252,397 5,075,833
174
364,055
2,680 899,808 1,681,512
105,184 281,664
168,234 3,503,311
50,678 145,167
120,846 1,565,327
Opening net book value (NBV)
Additions (at cost)
- 414,537
834,099
Disposals

- Cost
(2,776)
(2,181)
- Accumulated depreciation
1,039
836
- Accumulated impairment
Disposals (at NBV)
(1,737)
Depreciation charge
(5,348)
Impairment charge
Closing net book value
(7,116)
(80,320)
943
101,006
5,978
51,231
4,281
34,052
712
160
(17,913)
(426)
(29,089)
- (28,686) (208,684)
(13,372)
(83,527)
-
(1,345)
-
(5,064) (152,971)
(7,782)
174
356,970
1,335 1,285,819 2,281,232
174
382,676
64,417 1,591,058 3,853,472
(25,706)
(31,166) (288,668) (1,526,056)
(12,504) (262,932)
11,203
172,236
1,873
40,918
572
(49,778)
(47,043) (386,660)
-
(7,782)
142,064 314,215
242,609 4,624,418
233,780
740,501 7,370,788
Gross carrying value basis
Cost
Accumulated depreciation
Impairment loss - net
Net book value
174
- (31,916)
356,970
(16,571)
(46,184)
1,335 1,285,819 2,281,232
504,710
(91,484) (190,486) (497,892) (2,651,458)

(232)
(9)
- (94,912)
142,064 314,215
242,609 4,624,418
Depreciation rate % per annum
- 2.5 to 10
2.5
2.5
5 to 10
10
25 10 to 33.33
4.2
Details of assets sold, having net book value in excess of Rs. 50,000 each are as follows:

Description
Cost Accumulated
depreciation
and
impairment
Rupees 000
loss
Book
value
Sale
proceeds
Mode of
disposal
Particulars of purchaser
Buildings
Plant & machinery
Items sold with the tenders
300
95
205
4,407
2,317
2,090
having individual book values
less than Rs 50,000
- Buildings
96
96
- Plant & machinery
20,044
19,953
91
- Office equipment
9,984
9,613
371
- Furniture & Fixture
4,810
4,701
109
39,641
36,775
2,866
4,846
Tender
M/s Ganatra Salvaging,
B-37, S.I.T.E., Karachi
GSK Exports Limited
Office equipment
182
35
147
156
Intercompany

Sale

Motor vehicles
1,524
595
929
1,450
Tender
720
540
180
710
900
675
225
700
3,852
2,225
1,627
3,677
M/s Anjum Motors, Sind Engineering (Pvt) Limited

151-B,Block 2, PECHS, Karachi
M/s Honda Quaideen
233-A-2, PECHS, Karachi
M/s Suzuki South (Al-Saeed Motors)
Korangi Industrial Area, Karachi
Mr. Abdul Hameed, Hameed Autos
Shop No.11-A-3E-2-4A, Sohail Centre
Nazimabad, Karachi
Mr. Adnan Ahmed Khan
720
540
180
617
Mr. Ajmal Khan, Dhedhi Business Avenue
Plot # E/2, Office 214-A, S.I.T.E., Karachi
490
900
368
675
122
225
425
L-94, Sector 11/L, North Karachi, Karachi
635
Mr. Ameer Rehman, Ghaura Banda,

Sammar Bagh, Tehsil Sammar Bagh,
Distt. Lower Deer
Mr. Atif Usman Nagi
1,043
619
424
1,001
490
368
122
562
2,753
1,715
1,038
2,752
1,423
1,067
356
1,333
637
418
219
627
2,715
1,609
1,106
2,302
655
491
164
580
655
491
164
580
900
675
225
677
150K, Block 2, PECHS, Prime Motors, Karachi

Mr. Fahim Uddin
A/4, Block A, North Nazimabad, Karachi
Mr. Farrukh Amjad Shah, R-20
Sector 5/L, North Karachi, Karachi
Mr. Humair uddin
D-64/4, F. B. Area, Karachi
Mr. Huzaifa Arif
E-11, Block 8, Gulshan-e-Iqbal, Karachi
Mr. Javed Muhammad Khan
A/2/2, Maymar Terrace, Gulshan-e-Iqbal, Karachi
Mr. Liaqat Ali Khan
C-23/6, Pathan Colony, Karachi
Mr. Majid Ali Khan
C-23/7, Pathan Colony, Karachi
Mr. Muhammad Ashraf
150-151, Sector 9, Block E-1
Saeedabad, Baldia Town, Karachi
963
722
241
1,067
Balance carried forward
61,163
50,603
10,560
24,697
Mr. Muhammad Islam Khan

E-92, Block R, North Nazimabad, Karachi
17
18
GSK


Description
Cost Accumulated
depreciation
and
impairment
Rupees 000
loss
Book
value
Sale
proceeds
Mode of
disposal
Balance brought forward
Motor vehicles
61,163
50,603
10,560
24,697
2,431
984
1,447
2,515
Tender
2,183
1,241
942
2,088
Mr. Numeri Abrar

A-50, Block 3, Gulistan e Johar, Karachi
Mr. S. M. Waseemuddin
A-1/419, Harmain Towers
Gulistan e Johar, Block 9, Karachi
Mr. Shehreyar
720
540
180
685
08 Qismat Colony, Orangi Town Sector 2, Karachi
Mr. Syed Hassan Ali Warsi
637
398
239
622
4,179
2,609
1,570
3,585
A-162/12, Gulberg, F.B.Area, Karachi

Mr. Syed Mohammad Haider Saleem
Suzuki Riaz Motors, 273/1
Korangi Creek Road, Karachi
2,834
1,068
1,766
2,728
Mr. Syed Riaz Ahmed
B-109, Ground Floor,
Block-6, Gulshan-e-Iqbal, Karachi
Mr. Syed Sarmad Raza
662
403
259
662
A-780/12, F.B.Area, Gulberg, Karachi
Mr. Usman Shahid
647
485
162
677
3,318
2,160
1,158
3,047
835
626
209
790
B-6, Sector 11-B, North Karachi, Karachi

Mr. Wasim Mirza
A-32, Block 10-A, Gulshan-e-Iqbal, Karachi
Mr. Zahid Jamil,
F-14, United Centre, Block L
North Nazimabad, Karachi
Mr. Zahid Qadri
1,043
505
538
980
1,800
R-536, 15A/4, Buffer Zone, Karachi
1,895
947
948
Company policy Dr. Jawwad Gill, Ex-Executive
1,775
1,331
444
710
Dr. Khawar S Khan, Director
1,043
521
522
900
Dr. Waseem Memon, Ex-Executive
1,389
1,042
347
556
Dr. Yousuf H Khan, Executive
1,760
220
1,540
1,425
Dr. Zainab Chagla, Ex-Executive
1,800
1,238
562
1,233
Mr. Abdul Samad, Ex-Executive
1,389
1,042
347
347
Mr. Abdur Rehman Khan, Executive
2,023
818
1,205
1,750
Mr. Ahmed Nadeem, Ex-Executive
1,414
862
552
440
Mr. Amir Ather, Ex-Executive
1,725
1,294
431
431
Mr. Anwar Ayaz, Executive
835
626
209
209
Mr. Anwar Rasheed, Ex-Executive
1,389
1,042
347
347
Mr. Aqeel Ahmed, Executive
1,098
463
635
974
Mr. Arij Jamil - Executive
929
279
650
232
Mr. Asad Saeed Zaidi, Executive
1,775
1,331
444
444
Mr. Azam Burney, Executive
905
679
226
362
Mr. Faisal Bin Suleman, Executive
1,524
405
1,119
1,363
Mr. Farhan Haroon, Executive
647
485
162
162
Mr. Fazal Durrani, Executive
2,057
350
1,707
1,825
Mr. Frayan Mama, Ex-Executive
2,810
2,108
702
702
Mr. Haji Hanif, Executive
1,000
609
391
786
Mr. Imran Haider Raza, Ex-Executive
1,462
777
685
1,080
Mr. Imtiaz Hussain, Executive
1,049
590
459
540
Mr. Jamaluddin, Ex-Executive
Balance carried forward
114,345
80,681
33,664
61,694

Description
Cost Accumulated
depreciation
and
impairment
Rupees 000
loss
Book
value
Sale
proceeds
61,694
Mode of
disposal
19
Balance brought forward
Motor vehicles
114,345
80,681
33,664
666
499
167
167
1,148
269
879
1,045
Mr. Jamil Saifi, Executive
1,875
699
1,176
902
Mr. Javed I Mirza, Ex-Executive
1,043
505
538
529
652
489
163
163
1,389
1,042
347
347
1,664
1,248
416
416
Mr. Maqbool Ur Rehman, Ex-Director
1,014
754
260
260
Mr. Mohammad Ali Zahed, Executive
1,462
754
708
731
Mr. Muhammad Saeed, Ex-Executive
1,524
524
1,000
1,215
Mr. Muzammil Munawwar, Ex-Executive
1,319
989
330
330
Mr. Najibuddin Ahmed, Executive
1,068
434
634
656
Mr. Noel U Chong, Ex-Executive
2,039
795
1,244
1,663
Mr. Rizwan Ahmed Khokhar, Executive
Company policy Mr. Jamil Ahmed Syed, Ex-Executive
Mr. Kaleem Ahmed, Ex-Executive

Mr. Khalil Ur Rehman, Executive
Mr. Khawaja A Hameed, Executive
855
641
214
342
Mr. Sajjad Rana, Executive
1,526
1,144
382
382
Mr. Shabbir Gadriwala, Executive
1,148
359
789
669
Mr. Shahab Mansoor Jalali, Ex-Executive
1,462
594
868
1,350
Mr. Shakeel Abbas, Ex-Executive
1,039
520
519
900
Mr. Syed Kamran, Ex-Executive
4,316
2,967
1,349
2,848
Mr. Tariq Rasheed Dar, Ex-Executive
855
641
214
342
Mr. Waqar Ahmed, Executive
7,371
3,549
3,822
4,358
Ms. Erum Shakir Rahim, Director
1,098
343
755
925
Ms. Farheen Ali, Ex-Executive
1,849
1,185
664
1,233
Ms. Shehzana Ikram, Ex-Executive
999
609
390
599
Ms. Sonia Malik, Executive
969
727
242
242
Ms. Zeenat Azhar, Ex-Executive
Total
154,695
102,961
51,734
84,308
4.3
Leasehold land includes land at Sundar Industrial Estate, Lahore, with a net book value of Rs. 17.99 million (2012:
Rs. 18.45 million) for which lease from Punjab Industrial Estates Development and Management Company is not
finalised.
4.4
Disposals include items written-off during the year costing Rs. 339.53 million (2012: Rs. 2.85 million) having carrying
value of Rs. 0.81 million (2012: Rs. 1.49 million) in respect of closure of Landhi Factory.
Rupees 000
2013 2012

4.5
Major spare parts and standby equipments
Gross carrying value

Balance at beginning of the year
Additions during the year
Transfers made during the year
29,810
21,486
(8,574)
22,618
11,227
(4,035)
Balance at end of the year
42,722
29,810
20
GSK

Rupees 000
2013 2012

4.6
Capital work-in-progress
Civil work
Plant and machinery
Furniture and fixtures
Office equipments
Advances to suppliers
170,970
556,822
18,167
44,694
113,140
177,738
868,757
20,387
47,899
78,074

Provision for impairment
903,793
(48,944)
1,192,855
(32,579)

5. INTANGIBLE
854,849
1,160,276
955,742
955,742
Goodwill
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.
Rupees 000
2013 2012
6.
LONG-TERM LOANS TO EMPLOYEES
To executives
To other employees
4,685
116,038
7,402
125,663

Recoverable within one year - note 10

Executives

Other employees
120,723
133,065
(4,082)
(46,562)
(2,412)
(48,694)
(50,644)
(51,106)
70,079
81,959
7,402
5,955
(8,672)
3,922
8,319
(4,839)
4,685
7,402
Reconciliation of carrying amount of loans to executives:

Opening balance
Disbursements including promotions
Recoveries and amortisation
6.1
21
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 (2012: 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. 9.99
million (2012: Rs. 9.67 million).

(Re-stated)
Rupees 000
2013 2012
7.
STORES AND SPARES
Stores and spares

Provision for slow moving and obsolete items
167,775
(11,227)
151,277
(10,586)
156,548
140,691
Rupees 000
2013 2012

8. STOCK-IN-TRADE

Raw and packing materials including in transit Rs. 938.19 million
(2012: Rs. 491.53 million)

Work-in-progress

Finished goods including in transit Rs. 481.39 million
(2012: Rs. 221.43 million)
2,455,476
586,481
2,240,928
518,042
3,594,402
2,635,166

Less: Provision for slow moving, obsolete and damaged items - note 8.3
6,636,359
(364,954)
5,394,136
(313,916)
6,271,405
5,080,220
8.1 Stock-in-trade held with the third parties include the following:

For use in third party manufacturing
Roomi Enterprises (Private) Limited
128,383
61,362
Akhai Pharmaceuticals (Private) Limited
48,395
94,150
Pharmatec Pakistan (Private) Limited
43,494
157,498

Stock held with distributors and at third party warehouses
Expeditors International Pakistan (Private) Limited
176,756
148,277
DHL Global Forwarding (Private) Limited
142,553
26,312
Vikor Enterprises (Private) Limited
65,630
73,791
Muller & Phipps Pakistan (Private) Limited
48,597
185,415
Chemitex (Private) Limited
27,836

8.2 Stock-in-trade includes items costing Rs. 2.18 billion (2012: Rs. 1.74 billion) valued at net realisable value of Rs. 1.93
billion (2012: Rs. 1.58 billion).

8.3 Stocks of Rs. 34.12 million (2012: Rs. 107.35 million) have been written off against provision during the year.

22
GSK

Rupees 000
9.
2013 2012
TRADE DEBTS

Considered good

GlaxoSmithKline Trading Services Limited
- Associated company

Others
-
349,950
33,804
316,558
Considered doubtful
57,261
36,547

Provision for doubtful debts
407,211
(57,261)
386,909
(36,547)

349,950
350,362

9.1 The maximum aggregate amount due from the related party at the end of any month during the year was Rs. 58.71

Rupees 000
2013 2012

10.
LOANS AND ADVANCES - considered good
Loans due from employees - note 6

Advances to employees
Advances to suppliers
50,644
39,684
158,135
51,106
40,435
151,529

11. TRADE DEPOSITS AND PREPAYMENTS
248,463
243,070
Trade deposits
Prepayments
86,352
32,240
79,002
13,540

12. REFUNDS DUE FROM GOVERNMENT
118,592
92,542

Custom duty and sales tax
- considered good
- considered doubtful
46,951
18,464
40,759
18,464

Provision for doubtful receivables
65,415
(18,464)
59,223
(18,464)
46,951
40,759

(Re-stated)
Rupees 000
2013 2012
13.
OTHER RECEIVABLES

Due from related parties
- Associated companies - note 13.1
- BMS Pakistan (Private) Limited

Management Staff Pension Fund - note 18.1
342,984
382,797
30,798
31,980

Claims recoverable from suppliers
- Associated companies
- Others

Receivable against sale of assets

Others
373,782
414,777
392,202
-
1,742
3,318
13,360
8,135
2,042
3,318
17,600
445,872
23

(Re-stated)
Rupees 000
2013 2012
13.1 Due from associated companies

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 13.1.1
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
GlaxoSmithKline (Pte) Limited, Singapore
15,157
140,647
8,377
8,234
17
488
142,192
1,064
6,668
4,440
13,190
42,357
80,528
10,932
103,008
15
443
134,242
964
6,042
4,030
-
2,297
213
236

342,984
382,797

13.1.1 The company also has Rs. 142.19 million (2012: Rs. 134.24 million) payable to the same entity that has been classified
in trade and other payables.

13.2 The maximum aggregate amount due from related parties at the end of any month during the year was Rs. 365.48

14. INVESTMENTS - Held-to-maturity

Investments represent two treasury bills (2012: one treasury bill) which is held with companys banker for safe custody
yielding 9.41% and 9.79% per annum (2012: 9.23% per annum) with maturity in January 2014.

Rupees 000
15.
2013 2012
CASH AND BANK BALANCES

With banks
on deposit accounts
on PLS savings accounts
on current accounts

[including foreign currency account

Rs. 166.09 million (2012: Rs. 79.14 million)]

Cash and cheques in hand
[including foreign currency in hand of
Rs. 3.31 million (2012: Rs. 1.98 million)]
1,375,000
228,310
1,740,000
176,720
252,999
167,231
16,690
33,675

1,872,999
2,117,626

15.1 At December 31, 2013 the rates of mark-up on PLS savings accounts and on term deposit accounts were 6.5% to
6.8% (2012: 6% to 6.5%) per annum and 8.5% to 9.2% (2012: 8% to 8.5%) per annum respectively.
24
GSK


Rupees 000
16.
SHARE CAPITAL
Authorised share capital
2013 2012
500,000,000
500,000,000
Ordinary shares of Rs. 10 each

Issued, subscribed and paid-up capital

2013 2012
5,000,000
5,000,000
53,868
53,868
643,398
2,197,890
643,398
1,934,694
Ordinary shares of Rs. 10 each

2013 2012

5,386,825
5,386,825

64,339,835
64,339,835

219,789,047
193,469,437
Shares allotted for

consideration paid in cash
Shares allotted for
consideration other than cash
Shares allotted as bonus shares
289,515,707
263,196,097
2,895,156
2,631,960

16.1 As at December 31, 2013 S.R. One International B.V., Netherlands and its nominees held 222,891,465 shares
(2012: 202,628,606 shares).

Rupees 000
(Re-stated)
2013 2012
17. RESERVES

Capital reserve - reserve arising on amalgamation

General reserve
Unappropriated profit

18.
2,184,238
3,999,970
2,269,949
2,184,238
3,999,970
2,577,270
8,454,157
8,761,478
STAFF RETIREMENT BENEFITS
18.1 Staff Retirement benefits

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 at
December 31, 2013.

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 Board of Trustees. 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, 2013 was carried out using the Projected Unit Credit
Method. Details of the Fund as per the actuarial valuation are as follows:

Gratuity funds
Pension fund
(Re-stated) (Re-stated)
Rupees 000
2013 2012 2013 2012
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
1,292,228
1,108,768
105,433
98,249
(1,041,251)
(933,488)
(136,231)
(130,229)
250,977
175,280
(30,798)
(31,980)
Balance at January 1
Benefits paid by the plan
Current service cost
Interest cost
Remeasurement on obligation
1,108,768
(117,928)
79,131
131,293
90,964
1,057,028
(124,427)
64,506
133,294
(21,633)
98,249
(5,729)
3,823
11,461
(2,371)
83,544
(5,375)
3,001
10,740
6,339
Balance at December 31
1,292,228
1,108,768
105,433
98,249
933,488
100,242
(117,928)
114,384
11,065
843,122
64,793
(124,427)
111,983
38,017
130,229
-
(5,729)
15,298
(3,567)
118,656
(5,375)
15,110
1,838
1,041,251
933,488
136,231
130,229

Current service cost

Net interest cost / (income)

Expense / (income) recognised in profit
and loss account

18.1.8 Remeasurement recognised in Other
Comprehensive Income
79,131
16,909
64,506
21,311
3,823
(3,837)
3,001
(4,370)
96,040
85,817
(14)
(1,369)
(Gain) / loss from changes in demographic assumptions

Experience losses / (gain)

Remeasurement of fair value of plan assets
(20)
90,984
(11,065)
-
(21,633)
(38,017)
79
(2,450)
3,567
6,339
(1,838)
79,899
(59,650)
1,196
4,501
175,280
213,906
(31,980)
96,040
(100,242)
85,817
(64,793)
79,899
(59,650)
1,196
250,977
175,280
(30,798)
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

Remeasurements

18.1.9 Net recognised liability / (asset)

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
(14)
-
(35,112)
(1,369)
4,501
(31,980)
25
26
GSK


Gratuity funds
Pension fund
(Re-stated) (Re-stated)
Percentage
2013 2012 2013 2012
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

Discount rate at December 31

Future salary increases
13.61
84.57
1.82
15.90
80.01
4.09
-
98.66
1.34
96.77
3.23
100.00
100.00
100.00
100.00
12.75
12.75
12.00
12.00
12.75
12.75
12.00
12.00
18.1.12 Pre-Retirement mortality was assumed to be SLIC (2001-05) and Post-Retirement mortality was assumed to be PA
(90) for males and females, as the case may be, but rated up one year. Wives were assumed to be 7 years younger than
the husbands.

18.1.13 In case of the funded plans, the Company ensures that the 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 Companys 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 and in the appropriate currency. 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 has not changed the processes used to manage its risks from previous periods. 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 2013 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.

18.1.14 The expected return on plan assets has been determined by considering the expected returns available on the assets
underlying the current investment policy. Expected yields on fixed interest investments are based on gross redemption
yields as at the balance sheet date.

The Companys contribution to gratuity and pension funds in 2014 is expected to amount to Rs. 118.23 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:

Impact on defined benefit obligation

Change in
Increase in
Decrease in
Rupees 000
assumption
assumption
assumption

Discount rate at December 31

Future salary increases
1%
1%
If longevity increases by 1 year, the resultant increase in obligation is insignificant.
(98,958)
107,350
112,696
(96,422)
The above sensitivity analyses are based on a change in an assumption while holding all other assumptions constant.
In practice, this is unlikely to occur, and changes in some of the assumptions may be correlated. When calculating the
sensitivity of the defined benefit obligation to significant actuarial assumptions the same method (present value of the
defined benefit obligation calculated with the projected unit credit method at the end of the reporting period) has been
applied as when calculating the gratuity and pension liability recognised within the balance sheet.
The methods and types of assumptions used in preparing the sensitivity analysis did not change compared to the
previous period.
Rupees 000.
2013 2012 2011 2010 2009
18.3 Historical information

Gratuity funds

Present value of defined
benefit obligation

Fair value of plan assets

Deficit in the plan
Experience Adjustments

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

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

Pension fund

Present value of defined
benefit obligation

Fair value of plan assets

Surplus in the plan
Experience Adjustments

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

Gain / (loss) on plan assets
(as percentage of plan assets)
(1,292,228)
1,041,251
(1,108,768)
933,488
(1,057,028)
843,122
(940,478)
635,425
(883,550)
641,827
(250,977)
(175,280)
(213,906)
(305,053)
(241,723)
(7.04)%
1.95%
(0.16)%
(2.10)%
0.79%
1.06%
4.07%
(1.43)%
(1.91)%
0.84%
(58,593)
100,610
(105,433)
136,231
(98,249)
130,229
(83,544)
118,656
(67,850)
111,558
30,798
31,980
35,112
43,708
42,017
2.25%
(6.45)%
(9.60)%
(1.84)%
(8.21)%
(2.62)%
1%
(3.50)%
(0.54)%
(6.45)%
18.4 The Companys contributions towards the provident fund for the year ended December 31, 2013 amounted to Rs.
81.46 million (2012: Rs. 75.52 million).

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

18.6 Expected maturity analysis of undiscounted retirement benefit plans.

Less than
Rupees 000.
a year
Retirement benefit plans
116,158

Between
Between
Between
1-2 years
2-5 years
5-10 years
169,366
Over
10 years
Total
488,354 1,278,587 13,529,161 15,581,626
18.7 Figures in this note are based on the latest actuarial valuation carried out as at December 31, 2013.
27
28
GSK


(Re-stated)
Rupees 000
2013 2012
19.
DEFERRED TAXATION

Credit balance arising in respect of accelerated
tax depreciation allowances
767,831
650,260
71,342
24,536
59,941
56,702
18,730
44,078
155,819
119,510
612,012
530,750

Debit balances arising in respect of:
- Provision for retirement benefits
- Provision for doubtful debts and refunds due from government
- Provision for slow moving & obsolete stock and stores & spares
Rupees 000
20.
2013 2012
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 Profits Participation Fund - note 20.2

Workers Welfare Fund

Central Research Fund

Unclaimed dividend

Dividend payable - note 20.3

Others
1,611,548
549,177
76,391
950,892
389,899
47,518
682,582
57,961
2,041,344
160,692
29,664
502,398
46,178
1,561,316
95,771
28,614
45,479
2,129
35,980
18,377
53,895
159,116
37,094
25,514
11,205
45,530
66,627
49,864
100,175
28,838

5,561,429
3,950,339

20.1 This includes liability for share based compensation amounting to Rs. 153.08 million (2012: Rs. 118.34 million).
Rupees 000
2013 2012
20.2 Workers Profits Participation Fund

Opening liability
Allocation for the year note 27
Interest on funds utilised in Companys business note 29

Amount paid to the Fund
11,205
98,160
12,557
125,236
109,365
137,793
103
221
109,468
(107,339)
138,014
(126,809)

Closing liability
2,129
11,205

20.3 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
2013 2012
21. PROVISIONS

Balance as at January 1
Charge for the year
Payments during the year
200,716
15,244
(50,881)
217,239
29,897
(46,420)

Balance as at December 31
165,079
200,716

21.1 Provisions include restructuring costs and government levies of Rs. 55.12 million and Rs. 109.96 million (2012: Rs.
92.47 million and Rs. 108.24 million) respectively.
22.
29
CONTINGENCIES AND COMMITMENTS
22.1 Contingencies
(a)
Claims against the Company not acknowledged as debt amount to Rs. 129.11 million (2012: Rs. 118.03 million) as at
December 31, 2013 for reinstatement of employees and other cases.
(b)
Income Tax
(i) In prior years, 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 2000-2001 (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 2001-2002 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.

(ii)
In prior years, 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.
(iii)
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.
(iv)
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.
30
GSK

(c)
(v)
In prior years, while finalising the assessments of former GlaxoSmithKline Pharmaceuticals (Private) Limited
(GSKPPL) formerly Bristol-Myers Squibb Pakistan (Private) Limited for assessment years 1989-1990 through
2002-2003 (accounting years ended December 31, 1989 through 2002) 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).
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)
During the year, while finalising the assessments of the Company for tax year 2012
December 31, 2011) the Additional Commissioner (AC) made additions to income
Rs. 87.15 million on the contention that the Company had allegedly paid excessive
royalty and technical fees and for importing certain raw materials. The Company has
Commissioner of Inland Revenue (Appeals) (CIRA) in respect of the said matter.
(accounting year ended

raising tax demands of
amounts on account of
filed an appeal with the
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.
In view of above, the Company has jointly filed a constitutional petition with M/s Pharmatec Pakistan (Pvt.) Limited
(toll manufacturer of the Company) before the Honable 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 accounts for sales tax on toll manufacturing charges which estimates to an amount of Rs. 29.96
million.
(ii)
Through the Finance Act, 2013, section 2(22-A) of the Sales Act, 1990 has been amended on which the
Federal Board of Revenue (FBR) contends that unless the Federal Government through a notification in the
official gazette declares any tax levied under the provincial laws to be the provincial sales tax for the purpose of
input tax, no adjustment can be taken for any provincial sales tax paid on services.
31
In this regard constitution petition has been filed by the Company in the High Court of Sindh praying either
to declare aforementioned section 2(22-A) amended through the Finance Act, 2013 to be completely
unconstitutional, without jurisdiction, illegal, void ab-initio and of no legal effect; or hold and declare that the
aforementioned section 2(22-A) amended through the Finance Act, 2013 does not have any bearing on
the definition of the input tax as stated in section 2(14)(d) of the Sales Tax Act, 1990. The constitutional
petition is pending before the High Court of Sindh, however, an interim relief has been granted that no action
whatsoever should be initiated against the petitioner who have filed sales tax returns manually or electronically
after adjustment of provincial sales tax on services. Accordingly, the sales tax on services aggregating Rs. 17.26
million paid by the Company from July 1, 2013 to December 31, 2013 has been adjusted as input tax by the
Company while filing monthly sales tax return.
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, 2013 amounted to Rs. 232.34 million (2012: Rs.
598.69 million).
Rupees 000
23.
2013 2012
NET SALES

Gross sales
Local
Export
25,110,902
923,658
23,015,492
802,022

Less: Commissions, returns and discounts

Sales tax
26,034,560
542,845
260,837
23,817,514
494,705
172,845

25,230,878
23,149,964

23.1 Sales of major product categories i.e. antibiotics, dermatologicals and consumer during the year amounted to Rs. 9.86
billion, Rs. 3.19 billion and Rs. 3.66 billion (2012: Rs. 9.33 billion, Rs. 3.01 billion and Rs. 2.65 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 (2012: two distributor) exceed 10
percent of the net sales during the year, amounting to Rs. 3.34 billion and Rs. 2.96 billion (2012: Rs. 3.06 billion and
Rs. 2.53 billion).
32
GSK


(Re-stated)
Rupees 000
2013 2012
24.
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 and impairment
Provision for slow moving and obsolete stock and damaged items
Provision for slow moving and obsolete stores and spares
Canteen expenses
Laboratory expenses
Communication and stationery
Security expenses
Stock written off
Stores and spares written off
Other expenses
13,067,837
471,245
53,174
1,328,052
569,759
3,375
212,208
112,957
1,567
203,217
2,821
10,738
23,966
383,457
85,158
641
91,907
41,938
10,966
11,339
17,771
-
50,959
10,606,560
395,908
41,296
1,194,482
426,436
5,211
230,884
93,916
359
166,139
1,769
22,049
20,888
274,192
48,099
4,428
82,035
39,146
10,189
11,759
15,410
4,714
42,565

Opening stock of work-in-process

Closing stock of work-in-process
16,755,052
508,555
(583,291)
13,738,434
577,804
(508,555)

Opening stock of finished goods

Purchase of finished goods
16,680,316
2,384,664
3,498,279
13,807,683
2,979,902
2,817,775

Closing stock of finished goods

Cost of samples shown under selling, marketing
and distribution expenses - sales promotion
22,563,259
(3,385,581)
19,605,360
(2,384,664)
(170,513)
(115,713)

19,007,165
17,104,983

24.1 Salaries, wages and other benefits include Rs. 39.31 million and Rs. 34.51 million (2012: Rs. 42.74 million and Rs.
39.14 million) in respect of defined benefit plans and contributory provident fund respectively.
33

(Re-stated)
Rupees 000
2013 2012
25.
SELLING, MARKETING AND DISTRIBUTION EXPENSES

Sales promotion and symposiums
Advertising
Handling, freight and transportation
Depreciation
Vehicle running
Fuel and power
Communication
Provision / (reversal of provision) for doubtful debts
Insurance
Printing and stationery
Security expenses
Canteen expenses
Training expenses
Other expenses
1,018,739
959,263
575,947
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
868,256
867,763
333,870
392,688
250,833
59,978
68,124
31,579
20,293
26,347
(11,001)
24,792
21,585
15,075
11,280
9,721
1,530
8,201
27,450

3,635,914
3,028,364


(Re-stated)
Rupees 000
2013 2012
26.
ADMINISTRATIVE EXPENSES

Depreciation
Communication
Training expenses
Legal and professional charges
Donations - note 26.2
Printing and stationery
Auditors remuneration - note 26.3
Vehicle running
Security expenses
Insurance
Canteen expenses
Restructuring cost
Other expenses - note 26.4
555,397
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
22,394
446,758
60,272
28,320
8,047
44,254
22,864
34,204
23,011
9,917
10,689
23,992
18,285
11,571
6,702
9,830
8,306
5,700
12,144
920,396
784,866
34
GSK

26.2 Donations include a sum of Rs. 341 thousand (2012: Rs. 330 thousand) paid to Concern for Children Trust, B/63,
Estate Avenue, S.I.T.E, Karachi. Mr. Muhammad Salman Burney, Chairman / Chief Executive, Mr. Shahid Mustafa Qureshi,
Director, Ms. Erum Shakir Rahim, Director, Ms. Pouru Chisty Sidwa, Executive, and Ayesha Muharram, Executive are
trustees for the fund.

Rupees 000
2013 2012
26.3 Auditors remuneration

Audit fee
Fee for review of half yearly financial statements, special certifications and others
Taxation services
Out-of-pocket expenses
4,500
3,200
500
742
4,500
4,005
1,500
684

8,942
10,689

26.4 These represent expenses of Rs. 47.05 million (2012: Rs. 214.10 million) net of recovery of Rs. 24.65 million (2012:
Rs. 201.96 million) from related parties.

Rupees 000
27.
OTHER OPERATING EXPENSES
Workers Profits Participation Fund - note 20.2

Workers Welfare Fund
Central Research Fund
2013 2012
98,160
36,692
18,378
125,236
42,334
25,047
153,230
192,617
Return on Treasury Bills

Income on savings and deposit accounts
17,260
141,627
19,004
140,781

Income from non-financial assets
158,887
159,785
Gain on disposal of operating assets

Others
39,485
101,455
40,387
21,417
1,855
6,385
36,459
20,424
9,046
2,493

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
Others
186,500
-
454,916
463
330,125
Rupees 000
29.
FINANCIAL CHARGES
Exchange loss - net

Bank charges
Interest on Workers Profit Participation Fund note 20.2
35
2013 2012
143,070
16,044
103
31,196
16,095
221
159,217
47,512

(Re-stated)
Rupees 000
2013 2012
30. TAXATION

Current
- for the year
- prior years

Deferred

30.1 Relationship between tax expense and accounting profit


Applicable tax rate
Tax calculated at applicable tax rate
Impact of taxability at different rate and Final Tax Regime
Prior years adjustment
Effect of change in tax rate
Tax effect of other than temporary differences
867,000
(17,002)
145,245
747,609
995,243
1,809,872
2,321,747
34%
35%
615,356
228,958
(82,143)
(15,164)
602
812,611
191,156
(17,002)
8,478
747,609
995,243
1,062,263
1,326,504
Weighted average number of outstanding shares - note 31.1
289,516
289,516
Earnings per share - basic
Rs. 3.67
Rs. 4.58

31. EARNINGS PER SHARE

31.1
720,999
(82,143)
108,753
The weighted average shares at December 31, 2012 have been increased to reflect the bonus shares issued during
the year.

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
GSK


(Re-stated)
Rupees 000
2013 2012
32.
CASH GENERATED FROM OPERATIONS
Add / (less): Adjustments for non-cash charges and other items

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
Effect on cash flow due to working capital changes

(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
1,809,872
2,321,747
513,622
(39,485)
394,442
(101,455)
(186,500)
(158,887)
96,026
(159,785)
84,448
224,776
217,650
2,034,648
2,539,397
(15,857)
(1,191,185)
412
(5,393)
(26,050)
(6,192)
52,488
(11,233)
522,306
(6,958)
(79,692)
(37,885)
(23,655)
(119,164)
(1,191,777)
243,719
1,548,118
(35,637)
269,341
(16,523)
320,704
496,537
2,355,352
3,035,934
Rupees 000
33.
CASH AND CASH EQUIVALENTS
Cash and bank balances - note 15

Short term investment - Treasury bill - note 14
2013 2012
1,872,999
224,269
2,117,626
198,118
2,097,268
2,315,744
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

Rupees 000.
Revenue note 34.2

Cost of sales

Year ended December 31, 2012 (Re-stated)
Pharma- Consumer
Total
Pharma-
Consumer
Total
ceuticals healthcare ceuticals healthcare
21,575,588
(16,380,191)
3,655,290 25,230,878 20,497,499 2,652,465 23,149,964

(2,626,974) (19,007,165) (15,084,172) (2,020,811) (17,104,983)

Gross profit

Selling, marketing and
distribution expenses

5,195,397 1,028,316 6,223,713 5,413,327 631,654 6,044,981

(2,819,950)
(850,338)
Segment results
1,525,109

Financial Charges
(153,230)
454,916
(159,217)
(192,617)
330,125
(47,512)
1,809,872
2,321,747
(815,964) (3,635,914) (2,459,307)

(70,058)
(920,396)
(728,598)
142,294
1,667,403
2,225,422
(569,057) (3,028,364)
(56,268)
(784,866)
6,329
2,231,751
34.2 There are no inter-segment sales.

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

Rupees 000.
Segment assets
As at December 31, 2013

As at December 31, 2012 (Re-stated)
Pharma- Consumer
Total
Pharma-
Consumer
Total
13,770,075
813,261 14,583,336 12,628,145
617,576
13,245,721

Unallocated assets
3,355,474
3,004,802

Total Assets
17,938,810
16,250,523

Segments liabilities
5,122,799 382,144 5,504,943 3,708,848 118,127 3,826,975

Unallocated liabilities
1,084,554
1,030,110

Total liabilities
6,589,497
4,857,085
37
38
GSK

34.4 Other segment information is as follows:

Rupees 000.

Year ended December 31, 2012 (Re-stated)
Pharma- Consumer
Total
Pharma-
Consumer
Total

Salaries, wages and other benefits
Sales promotion and advertisement
504,515
2,796,269
867,276
9,107
105,919
667,934
513,622
2,902,188
1,535,210
387,274
2,424,135
784,672
7,168
85,361
416,961
394,442
2,509,496
1,201,633
Handling and freight
427,335
27,973
455,308
380,359
12,329
392,688
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
Directors
Executives
(Restated) (Restated)
(Restated)
Rupees 000.
2013 2012 2013 2012 2013 2012
Managerial remuneration
Bonus - note 35.1
Retirement benefits *
House rent
Utilities
Medical expenses
Others
Number of person(s)
18,491
16,590
25,628
25,772
357,301
288,370
40,028
32,856
24,990
25,316
196,548
133,745
3,548
2,746
7,840
4,975
99,600
49,311
7,564
6,787
11,533
11,597
148,179
119,803
1,681 1,508 2,563 2,577 32,929 26,647
111
78
364
470
13,572
12,455
419 562 2,289 3,179 38,029 30,557
71,842
1
61,127
1
75,207
5
73,886
5
886,158
296
660,888
228
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. 72.25 million (2012: Rs. 62.54 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.

* Retirement benefits represent amount contributed towards various retirement benefit plans.
In addition to the above, fee to three (2012: three) non-executive Directors during the year amounted to Rs. 900
thousand (2012: Rs. 275 thousand).

Chief Executive, Executive Directors and certain executives are also provided with free use of company maintained cars
in accordance with the Company policy.
36.
39
TRANSACTIONS WITH RELATED PARTIES

Rupees 000
2013 2012
Relationship
Nature of transactions
Holding Company:
Dividend paid
810,580

Associated companies:

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. Donations
i. Payment on behalf of associated company

Staff retirement funds:

a. Expense charged for retirement benefit plans

b. Payments to retirement benefit plans
177,490
181,702
159,972
140,308

Key management personnel:

a.
b.
c.
d.
189,042
17,708
5,484
-
204,765
14,049
8,154
127
Salaries and other employee benefits

Post employment benefits
Sale of assets - sales proceeds
Legal / professional fee
5,338,218
-
156
120,059
198,010
24,077
1,855
341
575
736,942
3,930,896
191,320
110,754
216,909
100,505
9,045
330
109,609
36.1 Balances of related parties as at December 31, 2013 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 (2012: Rs. 100 million). Rate of
mark-up is three month KIBOR plus 1.25% (2012: three month KIBOR plus 1.25%) per annum. The arrangements are
secured by Intra Group Guarantee.
The facilities for opening letters of credit and guarantees as at December 31, 2013 amounted to Rs. 2.82 billion (2012:
Rs. 2.43 billion) of which unutilised balances at the year end amounted to Rs. 2.27 billion (2012: Rs. 1.80 billion).
40
GSK

38.
FINANCIAL INSTRUMENTS AND RELATED DISCLOSURES
38.1 Financial assets and liabilities

All the financial assets of the company, except treasury bill 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.

Rupees 000
Interest bearing
Non-interest bearing
Maturity
Maturity Total
Maturity
Maturity Total
up to one
after one
up to one
after one
year
year
year
year
Total
Financial assets
Loans to employees
Trade deposits
17
-
86,352
86,352
86,352
Trade debts
349,950
349,950
349,950
Interest accrued
9,753
9,753
9,753
361,404
4,581
4,598
50,627
65,498
116,125
120,723
Other receivables
Cash and bank balances
Treasury bill
December 31, 2013
1,827,596
4,581 1,832,177
1,127,775
65,498 1,193,273 3,025,450
December 31, 2012
2,116,654
1,838 2,118,492 1,105,656
96,882 1,202,538 3,321,030
1,603,310
224,269
- 1,603,310
-
224,269
361,404
361,404
269,689
269,689 1,872,999
224,269
Financial liabilities
- 5,298,772
- 5,298,772
5,298,772
December 31, 2013
- 5,298,772
- 5,298,772
5,298,772
December 31, 2012
- 3,705,692
- 3,705,692
3,705,692
On balance sheet gap
December 31, 2013
1,827,596
4,581 1,832,177 (4,170,997)
65,498 (4,105,499) (2,273,322)
December 31, 2012
2,116,654
1,838 2,118,492 (2,600,036)
96,882 (2,503,154)
(384,662)
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
(a)
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, 2013 the company does not have any borrowings. Further, the entire interest
bearing financial assets of Rs. 1.83 billion (2012: Rs. 2.12 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, 2013 amount to
Rs. 1,178.86 million (2012: Rs. 536.47 million). The liability is mainly denominated in US Dollars. At December
31, 2013, 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. 58.94 million (2012:
Rs. 26.82 million).
(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
2013 2012
Trade debts
Loans to employees, trade deposits, interest accrued and other receivables
Bank balances
349,950
578,232
1,856,309
350,362
654,924
2,083,951
2,784,491
3,089,237
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. 106.71 million (2012: Rs. 114.44 million) are past due of which Rs. 57.26 million (2012:
36.55 million) have been impaired. Past due but not impaired balances include Rs. 10.35 million (2012: Rs. 22.35
million) outstanding for more than three months.
Loans to employees are secured against their retirement benefits.

(c)
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 companys 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:
Rupees 000

39.1

39.2
2013 2012
Size of the fund - Total assets

Fair value of investments
Percentage of investments made
2,371,642
2,256,860
95.16%
2,037,634
1,921,633
94.31%
The cost of the above investments amounted to Rs. 2,097.72 million (2012: Rs. 2,037.63 million)
The break-up of the fair value of investments is as follows:
Percentage (%)
2013 2012 2013 2012
41
Government securities
Debt securities
Equity securities
Mutual funds
Bank deposits
75.66
1.89
16.02
6.20
0.22
Rupees 000
71.33
4.74
14.96
5.01
3.95
1,707,606
42,717
361,648
139,889
5,000
1,370,774
91,177
287,485
96,197
76,000
42
GSK

39.3 The investments out of provident fund have been made in accordance with the provisions of Section 227 of the
Companies Ordinance, 1984 and the rules formulated for this purpose.
No. of Employees
2013 2012
40.
NUMBER OF EMPLOYEES

41.
Number of employees including contractual employees at the end of year

2,540
2,536
Average number of employees including contractual employees at the end of year 2,570 2,555
CAPITAL RISK MANAGEMENT
The companys objectives when managing capital are to safeguard the companys 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.
43.
SUBSEQUENT EVENTS
The Board of Directors in its meeting held on February 7, 2014 proposed a cash dividend of Rs. 3.50 per share (2012:
Rs. 4 per share) amounting to Rs. 1.01 billion (2012: Rs. 1.05 billion) and proposed a transfer of Rs. 289.52 million
(2012: Rs. 263.20 million) from unappropriated profit to reserve for issue of bonus shares for issuance of 10 bonus
shares for every 100 shares held subject to the approval of the members in the forthcoming annual general meeting of
the Company.
44.
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.

45.

DATE OF AUTHORISATION FOR ISSUE

These financial statements were approved and authorised for issue by the Board of Directors of the Company on
February 7, 2014.
M. Salman Burney
Yahya Zakaria
Pattern of Shareholding
Form 34
NUMBER OF
SHARES HOLDING
HAREHOLDERS
S
From
To
1538
1
100
1,317
101
500
976
501
1000
1,335
1001
5000
368
5001
10000
143
10001
15000
66
15001
20000
54
20001
25000
35
25001
30000
22
30001
35000
13
35001
40000
6
40001
45000
19
45001
50000
9
50001
55000
6
55001
60000
7
60001
65000
6
65001
70000
1
70001
75000
3
75001
80000
6
80001
85000
5
85001
90000
2
90001
95000
5
95001
100000
1
100001
105000
1
105001
110000
2
110001
115000
2
130001
135000
3
145001
150000
1
150001
155000
2
160001
165000
2
170001
175000
1
195001
200000
2
215001
220000
2
220001
225000
1
250001
255000
2
275001
280000
1
295001
300000
1
335001
340000
1
345001
350000
1
420001
425000
2
435001
440000
1
470001
475000
1
535001
540000
1
765001
770000
1
985001
990000
1
1685001
1690000
1
4395001
4400000
1
8340001
8345000
1
8930001
8935000
1
16205001
16210000
1
35795001
35800000
1
187090001
187095000
5,981
TOTAL SHARES HELD

35,521
411,688
740,443
3,217,162
2,647,923
1,755,045
1,171,196
1,216,774
962,346
728,930
499,865
258,430
918,738
472,759
340,218
444,869
404,740
73,617
236,567
493,931
437,384
185,436
493,707
100,014
110,000
225,617
264,173
442,132
154,212
326,792
348,657
200,000
433,344
445,808
252,800
553,067
300,000
335,500
350,000
425,000
880,000
470,085
539,692
769,835
985,147
1,685,500
4,395,099
8,342,442
8,933,413
16,208,624
35,799,299
187,092,166
289,515,707
43
44
GSK
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
Securities Exchange Commission of Pakistan
iv
Punjabi Saudagar Multipurpose Co-operative Society
v
The Anjuman Wazifa Sadat-o-Momineen Pakistan

(b)
Categories of Account holders and Sub-Account holders as per

Central Depository Company of Pakistan as at December 31, 2013

Sr. No. Categories of Shareholders
1
2
3
4
5
6
7
8

Others:
i
Trustee Iqbal Adamjee Trust
ii
The Aga Khan University Foundation
iii
The Pakistan Memon Educational & Welfare Society
iv
Trustees Kandawala Trust
v
Trustees Saeeda Amin WAKF
vi
Trustees Mohammad Amin WAKF ESTATE
vii
Managing Committee Karachi Zarthosti Banu Mandal
viii
Trustees of Aminia Muslim Girls School
ix
Trustees of Zafa Phar Lab. Staff P. Fund
x
Trustee Gul Ahmed Textile Mills Ltd.
xi
Trustees Mrs Khorshed H Dinshaw & Mr Hoshang N.E Dinshaw C.T
xii
Trustees D.N.E. Dinshaw Charity Trust
xiii
Trustee A. Saadat & Co. Employees Gratuity Fund
xiv
Trustee of E & A Consulting (Pvt.) Ltd. Employee P.F.
xv
Trustee National Bank of Pakistan Emp Benevolent Fund Trust
xvi
Trustee of Pakistan Mobile Communication Ltd. Provident Fund
xvii
The Al-Malik Charitable Trust
xviii
Trustee National Bank of Pakistan Employees Pension Fund

Percentage (%)
2,127
4
1
10
2
4
3,828
5
4,778,631
2,610
1
20,658
5,490
239,117,997
45,551,005
39,315
1.65
0.00
0.00
0.01
0.00
82.59
15.74
0.01
5,981
289,515,707
100.00
1
1
1
1
1
24,048
851
1
302
14,113
0.01
0.00
0.00
0.00
0.00
39,315
0.01
Number of Shareholders
Individuals
Investment Companies
Insurance Companies
Joint Stock Companies
Modarabas
Foreign Shareholders
Others (see below)
Shares held
Shares held
Percentage (%)
3,705
14
9
59
12
2
9
18
13,708,279
594,383
10,462,794
1,434,046
14,483,418
41,937
3,247,858
1,578,290
4.74
0.21
3.61
0.50
5.00
0.01
1.12
0.55
3,828
45,551,005
15.74
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2,500
32,282
41,023
62,139
73,617
145,362
26,375
30,000
15,217
1,705
49,309
66,919
5,566
10,000
27,012
216,500
2,929
769,835
0.00
0.01
0.02
0.02
0.03
0.05
0.01
0.01
0.01
0.00
0.02
0.02
0.00
0.00
0.01
0.07
0.00
0.27
18
1,578,290
0.55
Shareholding Information

Categories of Shareholders
Number of
Shareholders
Number of
Shares Held
Percentage
(%)
Mr. Rafique Dawood

Mr. Husain Lawai
Mr. Maqbool-ur-Rehman
Mr. Muhammad Salman Burney

Associated Companies, undertakings and related parties
2
1
1
1
1
1,565
3,521
3
2,367
4,347
0.00
0.00
0.00
0.00
0.00
S. R. One International B.V. Netherlands

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

Executives

Public Sector Companies and Corporations

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

Mutual Funds
2
1
1
222,891,465
17,908
16,208,624
76.99
0.01
5.60
10,293
0.00
10
13,108,759
4.53
22
3,751,921
1.30
1
1
1
1
1
1
1
1
1
1
1
1
1
8,933,413
335,500
10,712
35,000
8,895
5,187
50,000
81,048
12,000
30,000
15,000
1,500
7,000
3.09
0.12
0.00
0.01
0.00
0.00
0.02
0.03
0.00
0.01
0.01
0.00
0.00
5822
3
18,464,814
345,401
6.38
0.12
2,902,457
1.00
Directors and their spouse(s) and minor children
National Bank of Pakistan - Trustee Department NI(U)T Fund

CDC - Trustee First Dawood Mutual Fund
CDC - Trustee AKD Index Tracker Fund
CDC - Trustee First Habib Stock Fund
MCBFSL - Trustee URSF - Equity Sub Fund
MCBFSL - Trustee UIRSF - Equity Sub Fund
MCBFSL - Trustee Namco Balanced Fund
CDC - Trustee KSE Meezan Index Fund
CDC - Trustee First Habib Islamic Balanced Fund
CDC - Trustee PIML Strategic Multi Asset Fund
CDC - Trustee First Capital Mutual Fund
JS Global Capital Limited - MF
Standard Capital Securities (Pvt) Limited - MF

General Public
a.
b.
Local
Foreign
Foreign Companies

Others
91
2,277,007
0.78
5,981
289,515,707
100.00
S.R. One International B.V. Netherlands

Stiefel Laboratories (Ireland) Limited

222,891,465
16,208,624
76.99
5.60
Totals
Share holders holding 5% or more
Distribution of Shares
83%
6%
4%
Holding Company
Individuals
Insurance Companies
7%
45
46
GSK
Notice of Annual General Meeting

Notice is hereby given that the SIXTY-SEVENTH Annual General Meeting of the Shareholders of the Company will be held at
the Beach Luxury Hotel, Karachi at 12:00 noon on Monday, April 28, 2014 to transact the following business:
A.
ORDINARY BUSINESS
1.
(a) To receive and adopt the Report of the Directors and the Accounts for the year ended December 31, 2013

and the Auditors Report thereon;
B.
(b) to approve the payment of a dividend.
2.
To appoint Auditors and fix their remuneration.
3.
To elect seven (07) Directors of the Company as fixed by the Board for a term of three years commencing from
May 7, 2014 in accordance with the provisions of Section 178(1) of the Companies Ordinance, 1984. The ten
(10) retiring Directors are Mr. M. Salman Burney, Mr. Shahid Mustafa Qureshi, Mr. Yahya Zakaria, Mr. Maqboolur-Rehman, Mr. Dave Cooper, Mr. Rafique Dawood, Mr. Husain Lawai, Mr. Mehmood Mandviwalla, Ms. Erum S.
Rahim and Ms. Fariha Salahuddin.
The retiring Directors are eligible for re-election.
SPECIAL BUSINESS
To consider and if thought fit to capitalize a sum of Rs. 289.52 million out of the Unappropriated profit of the Company
for the issuance of 28,951,571 bonus shares in the proportion of ten ordinary shares for every one hundred ordinary
shares held by the Members of the Company as on April 21, 2014.

By Order of the Board
Karachi
SHAHID MUSTAFA QURESHI
April 07, 2014
Director / Company Secretary

[Notice of the AGM and Statement as required by Section 160(1) (b) of the Companies Ordinance, 1984, in respect of
the special business to be considered at the meeting is being sent to the Members with the Annual Report and Financial
Statements 2013].
Notes:
1.
The individual Members who have not yet submitted photostate 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 and for determining the entitlement for the issuance of bonus shares from April 21, 2014 to
April 28, 2014 (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 18, 2014 (Friday) 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.
6.
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.
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.
47
48
GSK
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
D Souza House, Nasirpur,
Near Abid Flour Mills,
G.T. Road
Tel: (92 -91) 2261451 52
Fax: (92-91) 2261457
Form of Proxy
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 Monday, April 28, 2014 and at any adjournment thereof.
As witness my/our hand(s) this _____ day of _______________ 2014.

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
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.
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.
49
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
AMP
African Malaria Partnership
AO
Assessing Officer
BPH
Benign Prostatic Hyperplasia
CFC Chlorofluorocarbon
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
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
FLP
Future Leaders Programme
FLLE
First Line Leader Experience
GLP
Glucagon-like Peptide
GMS
Global Manufacturing and Supply
GSK GlaxoSmithKline
GSKP
GlaxoSmithKline Pakistan
HCP
Healthcare Professional
HFA Hydrofluoroalkanes
HMM
Harvard Manage Mentor
HR
Human Resources
IAS
International Accounting Standards
ICAP
Institute of Chartered Accountants Pakistan
ICMAP
Institute of Cost and Management Accountants Pakistan
ICS
Inhaled Corticosteroid
IFAC
International Federation of Accountants
IFRS
International Financial Reporting Standards
IPR
Intellectual Property Rights
IT
Information Technology
ITAT
Income Tax Appellate Tribunal
KIBOR
Karachi Interbank Offer Rate
LABA
Long-acting beta-adrenoceptor agonist
LDC
Lesser Developed Countries
MCH
Mother-Child Health Center
NBFC
Non-Bank Financial Companies
NBV
Net Book Value
NGO
Non Government Organization
NTD
Neglected Tropical Diseases
OH
Occupational Health
OCI
Other Comprehensive Income
PMSA
Pakistan Maritime Security Agency
QMS
Quality Management System
R&D
Research and Development
Rx Pharma
SLIC
State life Insurance Corporation
SKU
Stock Keeping Unit
T-Bill
Treasury Bill
WPD
World Pneumonia Day
ZAP
Zero-Accident Promotion

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

GSK Annual Report 2013

Uploaded by

Copyright:

Available Formats

GSK Annual Report 2013

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

GSK Annual Report 2013

Uploaded by

Copyright:

Available Formats

GlaxoSmithKline Pakistan Limited

Management Report 2013

As a socially responsible global

Management Report 2013

Management Report 2013

Mr. Rafique Dawood

Mr. Husain Lawai

Mr. Mehmood Mandviwalla

Ms. Fariha Salahuddin

Mr. Shahid Mustafa Qureshi

Mr. Shahid Mustafa Qureshi

Mr. Yahya Zakaria

Mr. Maqbool ur Rehman

Mr. Pervaiz I. Awan

Mr. Sohail Matin

Country Manager - Consumer

Mr. Maqbool ur Rehman

Ms. Pouruchisty Sidhwa

Ms. Erum S. Rahim

Director Human Resources

Mr. Yahya Zakaria

Dr. Khawar Saeed Khan

Director Medical Affairs

Mr. Rafique Dawood

Mr. Husain Lawai

Mr. Shahid Mustafa Qureshi

Chief Financial Officer

Mr. Yahya Zakaria

Mr. Mehmood Mandviwalla

Ms. Ayesha Muharram

Mr. Rafique Dawood

Standard Chartered Bank

Mr. Mehmood Mandviwalla

HSBC Bank Middle East Limited

Habib Bank Limited

Mr. M. Salman Burney

Deutsche Bank A.G.

Ms. Fariha Salahuddin

Barclays Bank PLC Pakistan

Management Report 2013

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 strong value

do more, feel better, live longer

We explore multiple options for problem-solving.

GSK fosters a dynamic learning

Enable & Drive

Our ideas are executed to realize benefit for

Empowered employees take initiatives and

customers and business growth.

provide creative solutions to challenges.

We not only excel in what we do, but find

Trust and openness is inculcated in everything

innovative improvements to current practices.

we do. It helps us to foster long-lasting

Management Report 2013

We are creating a more balanced business with

We are investing in innovation to improve