DUOPHARMA BIOTECH BERHAD 
REGISTRATION NO.: 200001021664 (524271-W)
DRIVING 
ESG INTO 
THE HEART 
OF OUR 
BUSINESS
SUSTAINABILITY REPORT 2021

At a Glance
About this Report
Message from the 
Chairman and Group 
Managing Director
Our Response to 
COVID-19
Our Commitment to 
Sustainability
Sustainability 
Governance
Stakeholder Engagement
Our Material Matters
SUSTAINABILITY-LED 
BUSINESS COMMITMENT
OUR WORKFORCE & COMMUNITY
PLANET PERFORMANCE
GRI Content Index
SDG Content Index 2021
Assurance Statement
UN Global Compact Network 
Malaysia & Brunei’s Statement
SUS
TAIN
ABI
LITY
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OMM
ITM
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OUR
 WO
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ORC
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COM
MUN
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PLA
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 PE
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RMA
NCE
SMARTER ESG SOLUTIONS FOR A MORE SUSTAINABLE LIFE
COVER RATIONALE
The pandemic has made the world aware that all our lives are inter-related. 
Any material event, no matter how immaterial the location, will sooner or 
later affect everyone. This realisation has resulted in global agendas such as 
the United Nations’ Sustainable Development Goals which today is guiding 
many organisations as they develop their sustainability programmes. 
We at Duopharma Biotech are proud to be one such organisation. We 
realise that challenges such as pandemics and climate change require 
multilevel, multilateral cooperation to manage if not resolve. We 
are therefore taking our Environmental, Social and Governance 
(“ESG”) commitments more seriously, and integrating ESG 
considerations in all our actions. We have outlined some of 
our initiatives in this report, and hope to disclose increasing 
involvement in making this not just a healthier world, but 
one that is more sustainable, in the years to come. 
INSIDE THIS 
REPORT
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Providing Smarter 
Solutions For a 
Healthier Life
Leading Healthcare Group 
Providing Quality and 
Innovative Solutions
Duopharma Biotech conducts our 
business operations in accordance 
with our CORE VALUES
SHARP 
STRATEGY, 
EFFECTIVE 
EXECUTION
P
E
T
I
R
R
PASSION
EXCELLENCE
TEAMWORK
INTEGRITY
RESPONSIBLE
RESPECT
For more information 
please refer to Pg. 12
ABOUT DUOPHARMA  
BIOTECH BERHAD
Duopharma Biotech Berhad Group (“Duopharma 
Biotech” or “the Company”) began with the 
establishment of Duopharma (M) Sendirian Berhad 
in 1978. Duopharma Biotech was incorporated in the 
year 2000 and is today one of Malaysia’s leading 
pharmaceutical companies listed on the Main Market of 
Bursa Malaysia Securities Berhad.
Duopharma Biotech has core competencies in the 
pharmaceutical industry inclusive of Manufacturing, 
Research & Development and Commercialisation & 
Marketing of over 300 generic drugs.
P
E
I
R
R
We inspire and energise everyone to be the best
We consistently deliver outstanding performance 
through innovative solutions
We conduct ourselves with pride in being honest 
and ethical
We honour the trust given to us by being 
accountable for our actions
We value differences and sincere intentions as the 
basis for achieving shared aspirations
We succeed together because we work as one
T
For environmental preservation, we 
encourage the use of online version.
Scan here
This report is available online at https://
duopharmabiotech.com/sustainability-
report/

SUSTAINABILITY REPORT 2021
2
for second 
consecutive year
FTSE4GOOD 
BURSA MALAYSIA 
INDEX 
Listed on 
HR ASIA’S BEST
COMPANIES TO
WORK FOR IN ASIA
Named one of
for the 6th consecutive year;
and was a recipient of the
GRADUATE’S CHOICE
AWARDS 2021
for the 3rd year
Achieved
90%
2 percentage points 
higher than in 2020
An employee 
engagement score of 
34,837
total number of training 
hours; and 24 hours of 
training per employee on 
average
34%
of non-scheduled waste 
produced in Klang was 
recycled, while SCHEDULED 
WASTE PRODUCTION 
DECREASED BY 33.9% 
Achieved
98%
in our Voice of Customer 
feedback survey, from 
90% in 2020
Trained 33 RETAIL 
PHARMACIES under the
DUOPHARMA 
BIOTECH HALAL 
PHARMAPRENEUR 
programme since its 
launch in 2017
SUSTAINABLE 
BUSINESS AWARDS 
MALAYSIA
Won 3 awards at the
including Overall Winner 
for Outstanding and 
Comprehensive Efforts in 
Corporate Sustainability 
2020/2021
Recognised for 
‘ZERO INCIDENCES OF 
BRIBERY’ 
by UNGCMYB during 
Sustainability 
Performance Awards 
2021
AT A  
GLANCE
the FIRST BIOSIMILAR 
to be produced by 
Duopharma Biotech, grew 
by 52%
Sales of
ERYSAA®
Completed technology 
transfer for the production 
of HAPI oncology product 
TREVIVE
by virtual means
NATCO
WITH INDIA PARTNER, 
Committed to becoming 
and Net-Zero emissions 
by 2050
CARBON NEUTRAL 
BY 2030

DUOPHARMA BIOTECH BERHAD
3
ABOUT THIS 
REPORT
Duopharma Biotech has been producing 
Sustainability Reports since 2015 to 
demonstrate our commitment to operating 
in a manner that creates sustainable value 
for our stakeholders. In our reports, we 
describe our approach to sustainability, 
how we determine matters that are 
important to our stakeholders, and what 
we do with regard to these material 
matters. For each material matter, we set 
ourselves either quantitative or qualitative 
objectives, and in our reports, we outline 
our performance based on these.
In preparing our reports, we are guided by the Global Reporting 
Index (“GRI”) Standards – Core Option and Bursa Malaysia’s 
Sustainability Reporting Guide as well as the United Nations’ 
Sustainable Development Goals (“SDGs”). At the end of the 
report, we include indexes of the GRI indicators as well as 
SDG targets for which we have provided disclosure.
Scope & Boundary 
This Sustainability Report covers the economic, environmental, 
social and governance initiatives undertaken by the Malaysian 
operations of Duopharma Biotech, as well as the social 
initiatives of our international entities, namely Duopharma 
(Singapore) Pte Ltd, DB (Philippines) Inc and Representative 
Office of Duopharma Marketing Sdn. Bhd. in Indonesia from 
1 January till 31 December 2021, unless stated otherwise. 
Assurance
Contents of this report have been read and approved by 
our Management and Board of Directors; while our external 
Icons in this Report
Directs the reader to pages or 
supplementary reports  
with more information.
Annual Report 2021
AR
auditors have provided assurance against GRI indicators. 
Further independent assurance has been obtained from Carbon 
Check (l) Pvt.Ltd. which has verified that our disclosure is in 
accordance with the Core Option on selected topic-specific 
GRI indicators. The limited assurance was conducted using 
AA1000 Assurance Standard (AA1000AS v3). 
Feedback
We welcome feedback to the report, and look forward 
to 
receiving 
your 
comments/suggestions 
via 
email 
to 
cs@duopharmabiotech.com.

SUSTAINABILITY REPORT 2021
4
MESSAGE FROM THE CHAIRMAN AND
GROUP MANAGING DIRECTOR
TAN SRI DATIN PADUKA 
SITI SA’DIAH BINTI SH 
BAKIR
Non-Independent 
Non-Executive Chairman
LEONARD ARIFF BIN 
ABDUL SHATAR
Group Managing Director
Left to Right
Dear Stakeholders,
The year 2021 continued to be very 
challenging for everyone as the pandemic 
showed little signs of abating. On a 
positive note, because of the commitment 
of various stakeholders to control the 
virus, and their willingness to collaborate, 
the world witnessed the rollout of 
vaccination programmes which served to 
mitigate the effects of COVID-19. Although 
we are far from being out of the woods, 
with new variants still emerging, there 
is reason to believe that as more and 
more people are vaccinated and boosted, 
their strengthened immunity will prevent 
serious illness even if they are infected by 
the virus.
Duopharma Biotech was very excited about being able 
to play our part in the fight against the pandemic, 
but were thwarted to an extent by delays with 
regard to the Sputnik V vaccine developed by 
Russia's Gamaleya National Research 
Institute 
of 
Epidemiology 
and 
Microbiology 
(“Gamaleya”). Undeterred, 
we 
approached 
China 
National Biotec Group 
Company 
Limited 
for 
its Sinopharm vaccine, 
and obtained approval 
from Malaysia’s Drug 
Control 
Authority 
(“DCA”) to distribute 
it in Malaysia. 
To 
date, 
we 
have brought in 
963,708 
doses 
of this inactivated 
virus vaccine which 
is 
being 
administered 
to adults by the private 
sector. The vaccine could 
also be used as a booster 
and as a primary vaccination 
for children, and we are in 
discussion with the relevant 
authorities on this.

DUOPHARMA BIOTECH BERHAD
5
MEANWHILE, WE ARE LEVERAGING OUR MANUFACTURING 
CAPABILITIES AND INCREASING EXPERTISE IN BIOLOGICS 
TO DEVELOP A FULLER VACCINE PORTFOLIO – FOCUSING 
NOT ONLY ON COVID-19 – IN ORDER TO MEET THE NEEDS OF 
THE REGION. WE HAVE OUTLINED A VACCINE STRATEGY TO 
GUIDE US IN THIS NEW UNDERTAKING WHICH WE BELIEVE 
WILL SIGNIFICANTLY ENHANCE OUR CONTRIBUTION TO 
SOCIETAL WELL-BEING.
Other than the pandemic, the second most pressing global issue 
today is climate change. With the accumulation of data from experts 
around the world it is becoming increasingly evident that, if we do 
not limit our carbon emissions, the world will experience significant 
weather pattern changes that could be catastrophic. As a responsible 
organisation, we recognise that we need to be part of efforts to 
transition towards a low-carbon environment. Towards this end, we 
have become a participatory member of the United Nations Global 
Compact Network Malaysia & Brunei (“UNGCMYB”) through which 
we are increasing our organisational awareness of the issue in order 
to better manage it.
We are pleased to share that, during the year, UNGCMYB conducted 
training on climate change for the Board and senior management. 
They also worked with our Sustainability Department to assess our 
readiness to sign the UN Global Compact (“UNGC”)’s Business 
Ambition for 1.5°C, which would commit us to reducing our emissions 
in line with science-based targets aimed at limiting global warming to 
1.5°C. As a result of positive results from this assessment, Duopharma 
Biotech recently announced our ambition to become carbon neutral 
by 2030, and to achieving net zero emissions by 2050.
Our response to COVID-19 and climate change issues are just 
two ways in which we are transitioning towards a more sustainable 
organisation focused on creating greater Environmental, Social and 
Governance (“ESG”) value. Through our sustainability platform, we 
have been investing more and more in these areas as we recognise 
the immense value that our actions can bring to people who matter 
to us, namely our shareholders, employees, business partners, 
suppliers, customers and consumers as well as the community. From 
continuous engagement with these stakeholders, we have a clear 
understanding of the issues that are important to them, and make 
a conscious effort to address these via our sustainability initiatives. 
For our shareholders, we acknowledge the need to ensure continued 
yet sustainable profitability in order to protect their investment in 
the company. Towards this end, it pleases us to share that for the 
year 2021 the Board has declared a second interim dividend of 1.8 
sen per share for the financial year ended 31 December 2021, and 
combined with the first interim dividend of 0.5 sen per share paid 
on 15 September 2021, will result in a total dividend of 2.3 sen for 
the year. To add value to our employees, we continue to provide 
ample scope for professional development while also creating an 
engaging and rewarding work culture, which has been recognised 
by graduates and industry alike via awards such as Talentbank’s 
Graduates’ Choice and HR Asia’s Best Companies to Work for in Asia. 
In line with the recently introduced Malaysian Code on Corporate 
Governance (“MCCG”) 2021, we have also developed a Diversity 
Policy for the Board of Directors and Senior Management highlighting 
our commitment to diversity in terms of gender, age, cultural and 
educational background, skills and experience for members of the 
Board and Senior Management.
We believe in creating synergistic, win-win relationships with our 
business partners, who are essential to our continued technological 
development. We also recognise how important our suppliers are, 
and support them in any way we can to help them meet their business 
commitments. Our customers, namely public and private healthcare 
facilities, are key to our business, and we seek to deliver consistently 
high-quality products on time, all the time. To protect consumers, 
we adhere to the most stringent quality management systems in all 
our facilities while also having in place a strong pharmacovigilance 
system to reinforce the safety and efficacy of our products. 
Meanwhile, we look on everyone in the community as a valuable 
potential consumer, and seek to ensure their well-being through 
access to affordable treatments. At the same time, we also have 
community outreach programmes to create greater social equity. This 
year, for example, we were pleased to be able to contribute RM1.5 
million for the purchase of 646 laptops for children from low-income 
families under a new government initiative called CERDIK. The 
programme, initiated by the Ministry of Education and the Ministry of 
Finance, seeks to ensure continuity of education of students impacted 
by the closure of schools during the pandemic. 
The greatest satisfaction derived from our sustainability agenda is 
the knowledge that we are contributing towards a better world for 
everyone. This is what drives us to keep building the platform that we 
have built, and to keep pushing ourselves to do more. While carrying 
out the initiatives mentioned above, and all the others described in 
the following pages, we also spent the year 2021 assessing how we 
can pivot our sustainability platform so it is more in tune with changing 
needs. The result is a new Sustainability Strategy (2022-2026) that 
will be launched shortly. The strategy will include some ambitious 
targets, which we will be sharing soon via an announcement. 
Meanwhile, we hope you enjoy reading this report and, as always, 
welcome your feedback. This can be channelled via email to 
cs@duopharmabiotech.com. 
MESSAGE FROM THE CHAIRMAN AND
GROUP MANAGING DIRECTOR

SUSTAINABILITY REPORT 2021
6
OUR RESPONSE TO COVID-19
Duopharma Biotech’s response to the COVID-19 Pandemic
In 2020, a Group-wide Pandemic Committee was set up to monitor the pandemic and guide our response to it. It was also entrusted 
with ensuring that screening efforts throughout our premises were conducted as per the requirements of the Ministry of Health and other 
regulatory bodies.
The committee continued to meet frequently throughout 2021 to discuss COVID-19 issues. In addition, our management has been 
working closely with various government and regulatory agencies on related matters.
In compliance with all relevant requirements, we observed the following measures in 2021:
●	 Limited our workforce in line with the various Movement Control Order and National Recovery Plan Standard Operating 
Procedures (“SOPs”)
●	 MySejahtera and temperature scanning at the entrance of premises
●	 Visitor and vendor controls
●	 Physical distancing at work
●	 Frequent hand sanitising via the provision of sanitisers throughout premises
●	 Compulsory facemask in all work areas
●	 Regular disinfection of commonly used surfaces 
●	 Provision of closed bins for disposal of masks and used tissues
●	 Strict supervision and spot checks
In addition, Duopharma Biotech worked with agencies such as Program Imunisasi Industri COVID-19 Kerjasama Awam-Swasta 
(PIKAS) to ensure all staff received their COVID-19 vaccinations. By end September 2021, over 90% of our staff had been fully 
vaccinated.

DUOPHARMA BIOTECH BERHAD
7
As the largest pharmaceutical company in Malaysia, Duopharma Biotech recognises that our business 
and operations have an enormous impact on various stakeholders – from our customers to consumers, our 
shareholders, business partners, suppliers, employees and the community. As a responsible organisation, 
we seek to ensure that we conduct our business in manner that is not only respectful of the needs and expectations 
of all these stakeholders, but that creates value for them.
Our ability to do so stems from developing a robust sustainability 
framework that is supported by structured governance and the 
commitment of everyone in Duopharma Biotech. We believe that 
to truly integrate sustainability into our day-to-day operations we 
need to create a culture in which all employees are cognisant of our 
role within the wider context of society, and play their part to create 
positive environmental and social outcomes.
In setting our sustainability priorities, we do not just take into 
consideration the views and perspectives of our stakeholders, but 
also refer to global guidelines such as United Nations’ Sustainable 
Development Goals (“SDGs”). As a measure of our commitment 
to the SDGs, we have identified targets that are relevant to our 
operations and/or our material matters and used these to shape 
our sustainability initiatives. We have also become a participatory 
member of the UNGCMYB, through which we are kept abreast of 
important sustainability developments and best practices. Finally, this 
year we included sustainability-related risks in our Enterprise Risk 
Management Framework (“ERM”). More specifically, we are assessing 
the risks of climate change on our business and have outlined plans to 
manage these risks, such as developing new assets at elevated levels, 
developing a water recycling project and putting in place a water crisis 
management plan.
OUR COMMITMENT TO SUSTAINABILITY
Internal Programmes in 2021
•   On 6 April 2021, the UNGCMYB organised training 
on climate change for our Board of Directors and 
Senior Management
•   During the Halal, Integrity and Sustainability (“HIS”) 
Program, held virtually from 15 to 19 November 
2021, we organised:
   -  Anti-corruption talks to strengthen our corporate
      integrity
   -  Webinar on “Sustainability & Climate Change
      Initiatives: What, How & Why?”
   -  Talk on “Climate Action for Future-Proof Business” 
Recognition
During the year, the quality of our 
sustainability efforts was recognised 
through:
•   Listing in the FTSE4Good Index 
Series for the second year running
•   ‘Zero Incidences of Bribery’ recognition
    by UNGCMYB during Sustainability
    Performance Awards 2021
•  Overall Winner for Outstanding and
   Comprehensive Efforts in Corporate
   Sustainability and three other 
awards at the Sustainable 
Business Awards Malaysia 
2020/2021
Sustainability Thought Leadership
We participate in industry sustainability events 
to share our experiences as well as to learn 
from others. During the year, our Sustainability 
Expert was invited by Sunway Business School 
to give a talk on “Corporate Sustainability and 
Its Responsibilities”.

SUSTAINABILITY REPORT 2021
8
SUSTAINABILITY GOVERNANCE
While we believe that everyone has a role to play in ensuring sustainable operations at Duopharma Biotech, all sustainability 
initiatives are led by our Board of Directors, who are ultimately accountable for the Company’s strategic direction. 
Sustainability oversight is provided by the Risk Management and Sustainability Committee (“RMSC”), which is supported 
by a Sustainability Management Council.
The RMSC supervises the implementation of sustainability 
strategies, which are aligned with our risk management process 
to ensure a common design and purpose in all our actions and 
decisions. The Committee is chaired by a Non-Independent Non-
Executive Director and supported by all other Board members. 
Our Sustainability Management Council who is led by the Chief 
Manufacturing Officer reports to RMSC on a quarterly basis, and 
ensures the Committee’s directions are implemented. The Council 
comprises Heads of Department and process owners from the 
different functions in Duopharma Biotech who meet every two 
(2) months to discuss progress made in all sustainability related 
initiatives. The Sustainability Management Council held quarterly 
meetings in 2021, each attended by a majority of its members.
Only Corporate Sustainability and Safety, Health and Environment 
(“SHE”)-related information are discussed as agenda items by the 
RMSC. Matters on Operational Excellence are reported to the Chief 
Manufacturing Officer and are not included in the Sustainability 
Governance structure due to their operational nature. 
OUR GOVERNANCE STRUCTURE
CORPORATE 
SUSTAINABILITY
SAFETY 
HEALTH AND 
ENVIRONMENT
OPERATIONAL 
EXECELLENCE
BOARD
OF
DIRECTORS
RISK  
MANAGEMENT AND 
SUSTAINABILITY 
COMMITTEE
GROUP 
SUSTAINABILITY 
DEPARTMENT
SUSTAINABILITY 
MANAGEMENT 
COUNCIL

DUOPHARMA BIOTECH BERHAD
9
STAKEHOLDER ENGAGEMENT
We have identified 12 stakeholder groups, i.e., groups of people who are either able to influence our operations and/
or reputation, as well as those who are impacted by what we do. They comprise of our shareholders, customers, 
healthcare professionals, industry associations, government or regulatory authorities, employees, suppliers and 
other business partners, media, non-governmental organisations, the financial community, scientific community 
and our local communities.
Each group is important to us, and we seek to build relationships based on trust with them via open and transparent communication. 
Through established engagement platforms, we keep our stakeholders updated on our operations, performance and direction, while 
obtaining feedback on their needs, interests and expectations. The latter guides our strategies, plans and every-day actions.
Shareholders
Areas of Interest
•	
Duopharma Biotech’s business 
direction and key corporate 
developments
Addressing Their Interests
•	
Announcements on Bursa Malaysia Securities Berhad and our 
corporate website
•	
Investor roadshows, updates and briefings for fund managers
•	
General Meetings
•	
Annual Reports
Local Communities
Areas of Interest
•	
Transparent, quality products and 
services
•	
Community development and 
enrichment
•	
Reaching out to the community
Addressing Their Interests
•	
Reaching out through roadshows, seminars, exhibitions and 
get-together events
•	
Halal workshops and symposiums
•	
Corporate Social Responsibility (“CSR”) programmes
•	
Philanthropy and donations
Customers
Areas of Interest
•	
Safe products and services
•	
Quality management
•	
Compliance status
Addressing Their Interests
•	
Up-to-date safety and quality certifications
•	
Zero product safety non-compliance
•	
Accurate description of our products
•	
Continuous Medical Education (“CME”) sessions for medical 
fraternity
•	
Reaching out through roadshows, seminars, exhibitions and 
get-together events

SUSTAINABILITY REPORT 2021
10
Healthcare Professionals
Areas of Interest
•	
Quality management
•	
Compliance status
•	
Safe products and services
Addressing Their Interests
•	
In-house Pharmacovigilance unit
•	
CME sessions for medical fraternity
•	
Reaching out through roadshows, seminars, exhibitions and 
get-together events
Industry Associations
Areas of Interest
•	
Industry developments
•	
Relevant laws and regulations
Addressing Their Interests
•	
Participation in industry forums, conferences, dialogues, 
exhibitions and local and international networking events
•	
Membership in Malaysian Organisation of Pharmaceutical 
Industries (“MOPI”)
Government/Regulatory Authorities
Areas of Interest
•	
Compliance
•	
Nation building
•	
Helping the government achieve its 
goals
Addressing Their Interests
•	
Supporting national agendas such as the Halal Agenda and 
the Bumiputera Agenda
•	
Meetings, dialogues and updates
•	
Good representation in trade councils and associations
Employees
Areas of Interest
•	
Career development
•	
Competitive remuneration
•	
Work-life balance
Addressing Their Interests
•	
Regular communication through email, townhalls, company 
intranet, up-to-date Berita Farma Facebook and in person
•	
Structured and customised training programme that meet 
individuals’ needs
•	
Regular benefits benchmarking exercise by Group Human 
Resources
•	
Activities such as family days, festive celebrations, sports and 
CSR
STAKEHOLDER ENGAGEMENT

DUOPHARMA BIOTECH BERHAD
11
STAKEHOLDER ENGAGEMENT
Suppliers and other Business Partners
Areas of Interest
•	
Fair procurement
•	
Transparency
•	
Supplier development
Addressing Their Interests
•	
Bumiputera Vendor Development Programme
•	
Group procurement policy and procurement system
•	
Implementation of e-bidding system
Media
Areas of Interest
•	
Public-private partnerships
•	
Transparency in communication
•	
Responsible innovation
Addressing Their Interests
•	
Media releases
•	
Press conferences and events
Non-Governmental Organisations (NGOs)
Areas of Interest
•	
Access to healthcare
•	
Healthcare infrastructure strength
Addressing Their Interests
•	
Programmes and events partnering NGOs
•	
Supporting well-being via donations
Financial Community
Areas of Interest
•	
Access to finance
•	
Business stability
Addressing Their Interests
•	
Financial negotiations
•	
General Meetings
•	
Financial statements
Scientific Community
Areas of Interest
•	
Access to knowledge
•	
Future business growth based on  
Research & Development (“R&D”)
Addressing Their Interests
•	
Research collaboration based on medicines, vaccines and 
halal pharmaceutical
•	
Talks/events on pharmaceutical research

SUSTAINABILITY REPORT 2021
12
OUR MATERIAL MATTERS
Our performance and ability to create stakeholder value are impacted by various economic, social and environmental 
factors. These factors comprise our material matters. We seek to understand what our material matters are in order to 
better define our strategies and develop plans that focus on issues that are most important to us. Knowledge of our 
material matters would also enable us to allocate our resources more effectively in order to manage emerging issues 
and meet our stakeholders’ expectations.
In 2018, we conducted a comprehensive materiality assessment, guided by the GRI’s process of identification, prioritisation and 
validation, which outlined 20 material matters.
These matters have subsequently been reviewed annually and are seen by management as well as the Board to continue to be 
relevant. We therefore focus our disclosure on these 20 matters in this report.
Significance of Material Matter to Duopharma Biotech’s Stakeholders
High
Low
Significance of Material Matter to Duopharma Biotech’s Business
High
Low
Clinical Studies & 
Pharmacovigilance
Manufacturing 
and Supply 
Chain 
Management
Occupational 
Safety & Health
Employee Learning & 
Development 
Ethics and Integrity
Compliance
Waste Reduction and Management
Counterfeit Medicines and Adulteration
Energy Consumption
Fair Employment Practices
Accessibility of Medicines
Water Scarcity
Competitive Pricing
Carbon Footprint
Community Outreach
Business Innovation and Model
Product Portfolio
Research and Development
Talent Recruitment & Retention
Halal Commitment
Clinical Studies & Pharmacovigilance
Manufacturing and Supply Chain Management
Occupational Safety & Health
Employee Learning & Development 
Ethics and Integrity
Compliance
Waste Reduction and Management
DUOPHARMA BIOTECH’S MATERIALITY MATRIX

DUOPHARMA BIOTECH BERHAD
13
In the table below, we describe why each matter is important and how Duopharma Biotech seeks to manage the matter in order to 
optimise value.
MATERIAL MATTER
WHY IT IS IMPORTANT
OUR RESPONSE
SUSTAINABILITY-LED BUSINESS COMMITMENT
Compliance
Regulation alignment based on 
pharmaceutical standards
•	 Internal and external audits
•	 Competence assessment
•	 Standard operating procedures
Ethics & Integrity
To be transparent throughout the 
business operations; and ensure 
compliance to the Guidelines on 
Adequate Procedures pursuant to 
subsection (5) of section 17A under 
the MACC Act 2009
•	 Sign compliance pledge
•	 Audits
•	 Policies compliance
Clinical Studies & 
Pharmacovigilance
Maintain safety and efficacy of drugs
•	 Maintain complaints line
•	 Internal and external awareness programmes
•	 Monitoring from Pharmacovigilance Department
Manufacturing 
& Supply Chain 
Management
Maintain optimal operational and 
distribution efficiencies
•	 Procurement vendor assessment
•	 Embed Lean manufacturing processes
•	 Customer satisfaction feedback
Halal Commitment
To cater to needs of all consumers
•	 Awareness sessions
•	 Audit inspection
Research & 
Development
To maintain formulation strength and 
move up the value chain
•	 Incorporated Quality by Design (“QbD”) in R&D
•	 In-licensing and out-sourcing
Product Portfolio
To cater according to diseases
•	 Continuous expansion of product portfolio
Business Innovation & 
Model
To ensure relevance of business and 
growth based on efficient strategy
•	 Continuous market analysis
•	 Assessment and revision of strategy
•	 Partnerships to stay ahead of the game
Counterfeit Medicines 
& Adulteration
To protect consumers
•	 Work with industry organisations such as MOPI
•	 Use of proper labelling
•	 Adoption of new 2D barcodes
Accessibility of 
Medicines
To universalise access to medicines 
for different needs
•	 Conduct market study and feedback analysis
•	 Analyse data from research firms on accessibility
•	 Obtain healthcare professionals’ input
Competitive Pricing
To ensure affordability of healthcare
•	 Work with industry organisations such as MOPI
•	 Collaborate with governmental agencies
OUR MATERIAL MATTERS

SUSTAINABILITY REPORT 2021
14
OUR MATERIAL MATTERS
MATERIAL MATTER
WHY IT IS IMPORTANT
OUR RESPONSE
OUR WORKFORCE & COMMUNITY
Occupational Safety 
& Health
To ensure safety & health of  
our employees
•	 Actively review hazards (checks/inspection)  
in all activities and implement controls
•	 Create safety culture via training and briefings
Employee Learning & 
Development
To provide our employees with 
necessary knowledge and skills for 
continuous growth
•	 Structured in-house training
•	 Support employees to attend public trainings when 
required
Talent Recruitment & 
Retention
To always have the best people in 
the company for our success and 
growth
•	 Structured recruitment and selection process
•	 Talent management framework to develop internal 
talents
Fair Employment 
Practices
To treat our employees fairly, without 
discrimination
•	 Employee contract packages are based on merit, 
experience and competence
•	 Practices aligned with statutory Human Resource 
(“HR”) regulations
Community Outreach
To do our part in ensuring more 
equitable social well-being
•	 Constantly engage relevant stakeholders via  
CSR projects and activities
PLANET PERFORMANCE
Waste Reduction & 
Management
To minimise our environmental 
impact
•	 Encourage recycling at all sites
•	 Programmes to create awareness of recycling (such 
as waste oil collection)
•	 Training and briefings
Energy Consumption
To minimise greenhouse gas 
emissions thus help mitigate climate 
change
•	 Look at ways to reduce electricity consumption
•	 Solar energy generation
•	 Preventive maintenance to ensure optimal 
equipment operations
•	 Replacement of old inefficient equipment
Carbon Footprint
To track carbon and move towards 
carbon neutral pathway
•	 Review of supply chain mechanism
•	 Team formed to sell our products online
•	 Consolidate delivery to reduce number of trips 
needed to ship to customers
Water Scarcity
To prevent depletion of water as 
water is becoming scarce
•	 Implement rain water harvesting in new buildings
•	 Re-use waste water from our water purification 
process

DUOPHARMA BIOTECH BERHAD
15
In order to contribute to our 
stakeholders, 
we 
need 
to 
ensure 
our 
own 
business 
sustainability. This is underlined 
by our commitment to regulatory 
compliance, building high quality 
products that are affordable and 
that meet the needs of society, 
and treating all our partners 
as well as vendors/suppliers 
with 
respect 
and 
integrity. 
We also believe in delivering 
halal pharmaceutical to serve 
the needs of growing Muslim 
populations across the world. 
Poisons Act 1952 and Regulations
Dangerous Drugs Act 1952
Patent Act 1983
Sale of Drugs Act 1952
Medicines Advertisements and 
Sales Act 1956
Control of Drugs and Cosmetics 
Regulations 1984
SUSTAINABILITY-LED BUSINESS 
COMMITMENT
COMPLIANCE
Because of the nature of pharmaceutical products, the industry is highly governed along the 
entire value chain, from research and development to manufacturing, sales and marketing. 
The objective is to ensure pharmaceutical products meet stringent quality controls. In Malaysia, 
pharmaceutical companies are governed by the following regulations:

SUSTAINABILITY REPORT 2021
16
SUSTAINABILITY-LED BUSINESS COMMITMENT
In order to comply with all these legal requirements (which is also necessary for the annual renewal of our Manufacturing, Wholesale, Import 
and Pharmacist Type A Poison Licenses), Duopharma Biotech is guided by the current Good Manufacturing Practice (“cGMP”) and Good 
Distribution Practice (“GDP”) under the Pharmaceutical Inspection Co-operation Scheme (“PIC/S”) in Malaysia. Additionally, we adhere to the 
International Council for Harmonization of Technical Requirement for Pharmaceuticals for Human Use (“ICH”) Guidelines, NPRA GMP/GDP 
Guideline, Eudralex, GDPMD Guideline, and Medical Device Act 2012 (Act 737). We also actively seek cGMP certification by the relevant 
authorities in our international markets. 
In addition, all our operations have been certified with the relevant ISO standards:
Company
Certification
Initial Date of 
Certification
Validity
Duopharma Innovation Sdn 
Bhd
MS ISO/IEC 17025 General Requirements for the 
competence of testing and calibration laboratories
18 January 2010
18 January 2022
Duopharma (M) Sendirian 
Berhad
ISO 9001:2015 Quality Management System
2 May 2014
1 May 2023
ISO 13485:2016 Quality Management System for 
Manufacture of Medical Device 
1 July 2014
9 July 2023
Good Distribution Practice for Medical Devices 
(“GDPMD”)
6 October 2020
5 October 2023
MS ISO/IEC 17025 General Requirements for the 
competence of testing and calibration laboratories 
15 September 2020
15 September 2023
Duopharma Manufacturing
(Bangi) Sdn Bhd
ISO 9001:2015 Quality Management System 
22 April 2015
21 April 2024
Duopharma Marketing Sdn 
Bhd
Good Distribution Practice for Medical Devices 
(“GDPMD”)
29 April 2015
28 April 2024
Duopharma Consumer 
Healthcare Sdn Bhd
Good Distribution Practice for Medical Devices 
(“GDPMD”)
16 June 2021
15 June 2024
Duopharma HAPI Sdn Bhd
Certificate of GMP Compliance of a Manufacturer
21 August 2019
2 December 2022
As with 2020, the annual routine inspection by NPRA was not conducted in 2021 for Duopharma HAPI as notified by NPRA and the Certificate 
of GMP Compliance remains valid. Duopharma HAPI has continued our production activities with full compliance to the pandemic SOPs 
since the COVID-19 pandemic that began late Q1 of 2020, in addition to GMP requirements. An EU GMP gap analysis was planned to 
be conducted for the manufacturing site.  Unfortunately, due to the COVID-19 travel restrictions, a document gap analysis was conducted 
instead and the site gap analysis was deferred to 2022 to prepare for the certification in the same year.  Additionally, the QC Laboratory 
at Duopharma HAPI underwent several training sessions throughout 2021 in preparation for the ISO/IEC 17025 accreditation, which is 
targeted to be obtained in 2022.
Our Quality Policy 
requires us to:
1
Understand and fulfil our customers' 
requirements
2
Provide a high standard of service to 
internal and external customers, with 
teamwork being the essence of our 
success
3
Nurture a culture of excellence, 
resourcefulness and innovation
4
Adopt the concept of prevention by 
Doing It Right First Time, Every Time
5
Continuously engage and delight our 
customers and stakeholders
6
Continuously improve our processes, 
products and services
7
Ensure that our suppliers are similarly 
committed to quality improvement
Quality Policy
Our Quality Policy outlines our 
commitment to building trust by 
offering products and services 
that not only satisfy customers’ 
expectations but that also comply 
with local and overseas regulatory 
and quality requirements.

DUOPHARMA BIOTECH BERHAD
17
In line with GMP and ISO compliance, we test our drugs and medicines rigorously before launching them in the market. Quarterly GMP 
Management Meetings are held while quality updates are reported to senior management every month. We also audit our plants and marketing 
operations on a regular basis.
Audits conducted at our subsidiaries by regulators and ISO 9000 certification bodies in 2021
Company
Date
Type of Audit 
Audited by 
Duopharma Innovation Sdn Bhd
(Analytical Laboratory)
28 September
MS ISO/IEC 17025
Skim Akreditasi 
Makmal Malaysia 
(“SAMM”)
Duopharma (M) Sendirian Berhad
21-23 April
ISO 9001:2015
TUV SUD
21 May 
GDPMD
TUV SUD
26-27 July 
ISO 13485:2016
TUV SUD
18 August
MS ISO/IEC 17025
SAMM
Duopharma Manufacturing (Bangi) Sdn Bhd
1-3 March 
ISO 9001:2015
TUV SUD
Duopharma Marketing Sdn Bhd
23-24 February
GDPMD
TUV SUD
Duopharma Consumer Healthcare Sdn Bhd
2-3 March
GDPMD
TUV SUD
As a result of strict internal controls, none of our subsidiaries has been fined by the National Pharmaceutical Regulatory Agency (“NPRA”), 
GMP or any other regulatory body for non-compliance between 2019 and 2021.
Halal Certification
We comply with the MS2424:2019, Halal Pharmaceuticals – 
General requirements (First revision) and adopt the Malaysian 
Halal Management System issued by the Department of Islamic 
Development, Malaysia (“JAKIM”) as well as Lembaga Pengkajian 
Pangan Obat-obatan dan Kosmetika Majelis Ulama Indonesia 
(“LPPOM MUI”). The Halal Management System covers internal halal 
audits, evaluation of new sources of materials, vendor audits and 
training. A total of 335 out of 346 (or 96.8%) of our active products 
(96.6% in Bangi and 97% in Klang) were halal certified as at 31 
December 2021. The certification process for the remaining 3.2% 
products is ongoing.  
A key development has been the establishment of a Halal Committee 
at our Highly Potent Active Pharmaceutical Ingredients (“HAPI”) plant 
in Glenmarie, which will work towards halal certification from JAKIM 
in 2022.
 
Vendor GMP Audits
To ensure quality across our supply chain, we ensure our vendors/
suppliers also meet GMP standards. Audits are conducted every 
year for different vendors/suppliers under our Vendor Management 
Programme. In 2021, we audited 64 out of 770 vendors that supply 
our manufacturing plants in Bangi, Klang and Glenmarie. Vendors 
that do not meet GMP criteria are given the opportunity to rectify 
existing gaps, failing which their contracts are terminated. We were 
able to manage vendor GMP inspections with travel limitations due 
to the pandemic. Vendor inspections continued to be conducted by 
desktop audit in 2021 after the commencement of the Movement 
Control Order.
SUSTAINABILITY-LED BUSINESS COMMITMENT

SUSTAINABILITY REPORT 2021
18
KLANG
295
Total Number
Approved Vendors
25
Number Vendors
that passed GMP audit
2021
2020
2019
Numbers vendors audited
2021
2020
2019
Vendor Corrective Action Reports 
raised due to non-conformance
BANGI
456
Total Number
Approved Vendors
35
Number Vendors
that passed GMP audit
2021
2020
2019
Numbers vendors audited
2021
2020
2019
Vendor Corrective Action Reports 
raised due to non-conformance
SUSTAINABILITY-LED BUSINESS COMMITMENT
25
19
17
39
76
90
35
17
17
12
40
32

DUOPHARMA BIOTECH BERHAD
19
GLENMARIE
Suppliers
Service Providers
2021
2020
2019
2021
2020
2019
Approved
Audited
Audited
Passed
Passed
2021
2020
2019
19
10
9
2021
2020
2019
2021
2020
2019
5
2
*	
Includes two suppliers that had been approved previously. 
**	
Two more audited vendors were awaiting desktop audit evaluation results.
***	 Including the two vendors audited in 2020. 
COUNTERFEIT AND ADULTERATION
Counterfeit or adulterated products are not effective at best; and 
dangerous at worst. We believe it is our duty to protect consumers 
from counterfeits, therefore place holograms on our tamper-proof 
packaging. Consumers who come across counterfeits or adulterated 
products supposedly manufactured by Duopharma Biotech are urged 
to lodge a report through our product complaints channel. No such 
complaints were received between 2019 and 2021.
ETHICS & INTEGRITY
Integrity is one of Duopharma Biotech’s core values, and is reflected in 
zero tolerance for fraud, bribery or corruption. The Board is responsible 
for the governance and integrity of the organisation, and sets the 
tone from the top with clearly articulated policies and procedures. 
The Board is assisted by the Audit and Integrity Committee (“AIC”) 
in ensuring that everyone in Duopharma Biotech upholds the highest 
integrity in everything we do. The AIC oversees the implementation 
and effectiveness of our governance, ethics, integrity and anti-
corruption programmes. It also receives all whistleblowing reports, 
and deliberates on the findings. If required, the findings are shared 
with the Board level and subsequently at the respective subsidiary 
boards for their information. Besides that, the Governing Body will 
receive and review information about the content and operation of the 
organisation's Anti-Bribery Management System on a quarterly basis.
SUSTAINABILITY-LED BUSINESS COMMITMENT
19
13*
12
4
4
2
5***
2**
2
4
o
1
o
1
1

SUSTAINABILITY REPORT 2021
20
Anti-Bribery and Anti-Corruption 
The Board oversees the Anti-Bribery Management System and 
ensures its continuous enhancement via reviews and approving 
newly-developed policies. The Group’s Anti-Bribery and Anti-
Corruption (“ABAC”) policy serves as the central pillar upholding our 
conduct in dealings with business associates, and is supported by the 
following policies:
The implementation and adherence to the policy will be audited by the 
ISO37001 Internal Auditors selected from the steering committee and 
also an external review conducted annually by the ISO37001 internal 
auditors.  The oversight of the implementation and adherence will 
ultimately be presented to the Board and the AIC periodically. Integrity 
matters is a fixed agenda in the quarterly AIC Meeting. The AIC has 
direct oversight of the policies and initiatives related to anti-corruption 
and integrity matters.  Further, as part of the ISO37001 requirements, 
governing body review and top management review on Integrity and 
Anti-Corruption matters are conducted on an annual basis, including 
governing board reviews at the subsidiary companies.
During the year, the Whistleblowing Policy (and Investigation 
Procedures), Declaration of Interest Policy, and Integrity Pact Policy 
were revised in line with the introduction of our Management & 
Monitoring Framework. At the same time, the Grants, Charitable 
Donations and External Sponsorship Policy was introduced to ensure 
all sponsorships and/or donations are transparent and comply with 
our CSR Policy, the Company’s Code of Conduct and ABAC. All 
charitable donations and sponsorships have to be evaluated by a 
committee comprising the Head of Corporate Communication, the 
Chief Legal Officer and Group Company Secretary, and the Head 
of Group Internal Audit and Integrity before being approved. The 
compliance to the above policies is to be done quarterly and this 
will match the key corruption risk identified in the Corruption Risk 
Register.  The report will be presented quarterly to the AIC.
All key policies and guidelines are communicated to employees 
by way of briefings, refreshers, reminder cards, buntings, posters 
and computer screen savers. They are also made available on our 
The following policies:
•	 Whistleblowing Policy & Investigation Procedures 
•	 Declaration of Interest Policy 
•	 Integrity Pact Policy 
•	 Grants, Charitable Donations and External Sponsorship 
Policy 
•	 Gift & Hospitality Policy 
•	 Sponsorship Policy
•	 Anti-Money Laundering and Counter Financing 
Terrorism Policy 
•	 Anti-Bribery Management System (“ABMS”) Policy (a 
subset of ABAC Policy) 
•	 Business Ethics Policy (a subset of ABAC Policy)
corporate website and intranet in English and Bahasa Malaysia. In 
addition, they are constantly reinforced via communication by our 
Integrity Champions in local languages. Furthermore, our Integrity 
Champions conducted a briefing in Mandarin for our Sales personnel 
who are predominantly Chinese educated. The Integrity Office also 
engaged the MACC to conduct training on the MACC Act in general 
and stressing Section 17A and the Guidelines on Adequate Procedures 
in the Mandarin language.  A series of briefings were also conducted 
with our Business Associates, including the forum on Sustainability 
during the Halal-Integrity-Sustainability (“HIS”) Program 2021.
Moving forward, the Board has approved the Duopharma Biotech 
Organisational Integrity and Anti-Corruption Plan 2021 – 2023 
(“OIACP”) which seeks to build a stronger culture of integrity across 
the Group via strategies and programmes recommended in the 
Malaysian National Anti-Corruption Plan, the Guidelines on Adequate 
Procedures and the Anti-Bribery Management System ISO37001. 
The Anti-Bribery Management System (“ABMS”) ISO 37001 
surveillance audit conducted by SIRIM QAS International Sdn Bhd 
in 2021 was very encouraging: we had zero non-conformance 
and only three Opportunities for Improvement (“OFIs”) across the 
Group of Companies. The certification is valid until October 2023. 
Moreover, the Business Ethics Institute of Malaysia Five Petals Gold 
Ethics Award received by Duopharma Biotech Berhad in 2020 is 
valid for a period of two years until 31 December 2021. We will once 
again participate in the assessment that will be carried out by the 
independent assessor, KPMG in 2022. 
SUSTAINABILITY-LED BUSINESS COMMITMENT

DUOPHARMA BIOTECH BERHAD
21
Whistleblowing Policy 
Whistleblowing provides an avenue for employees and stakeholders to report serious concerns.  Currently, five Speak-Up-Pharma channels 
are available, ie e-mail, webform via our corporate website, designated phone lines, SMS and via a written complaint lodged confidentially 
to the Head of Group Internal Audit & Integrity. Whistleblowers can also opt to channel their concerns or complaints directly to our Chairman 
or the Board Audit & Integrity Committee Chairman, or directly to the Malaysian Anti-Corruption Commission, Royal Malaysian Police, or any 
other enforcement agency.
The Policy provides assurance that the whistleblower will be protected from possible reprisals or victimisation if they make their disclosure 
in good faith. Reports made on the hotline and associated investigatory records will remain confidential. In 2021, we received three reports, 
compared to nine in 2020. Of the three reports, one has been investigated; another has been classified as grievance and channelled to the 
Group Human Resource Department. The last report, involving senior management, was received in December, and the investigation is 
ongoing.
As per the requirement of the Investigation Procedure, the commencement of the investigation was approved by the Board Audit and Integrity 
Committee Chairman, and was subsequently informed to the Board Nomination & Remuneration Committee Chairman. All the received 
reports are disclosed and discussed in the Audit & Integrity Committee.  The number of whistleblowing reports are received on a quarterly 
basis and the status is reported to the Malaysian Anti-Corruption Commission biannually. Each whistleblowing case received is addressed 
within 7 working days to ensure preliminary evaluation. 
Mode
No. of Reports 
Received
Classification
Investigated Staff Category
Whistleblowing
Grievance
Written (To Head GIA)
2
2
-
Senior Management
1
E-Mail
-
-
 -
Blue Book
-
Hotline (Call / Messaging)
1
-
1
Red Book
1
Webform
-
-
-
Green Book
-
Others
-
-
Unknown
1
TOTAL
3
2
1
3
A whistleblowing refresher briefing was conducted for all staff in 2021, while our Integrity Champions continuously share relevant messages 
through official and unofficial social media platforms.
Staff Training on ABAC Policy
Integrity training for new recruits is done based on the Group Human 
Resource Department’s request. For new hires at managerial level, 
in-person training will be conducted by the Head of Group Internal 
Audit & Integrity. Weekly anti-corruption news is uploaded onto the 
intranet as well as shared on our Facebook and LinkedIn pages; and 
weekly values are emailed to employees. Meanwhile, anti-corruption 
talks and events are organised during the annual Halal, Integrity & 
Sustainability Program (“HIS”).
Corruption Risk Management 
Corruption Risk Management (“CRM”) enables us to identify 
structural weaknesses that may facilitate corruption, while providing 
a framework for all staff to take part in identifying risk factors and 
treatments. Our CRM methodology comprises the following:
-	
A corruption risk assessment is carried out
-	
The resulting Corruption Risk Report is tabled at a quarterly Audit 
& Integrity Committee Meeting 
-	
The corruption risks are integrated into the Company’s Enterprise 
Risk Management Framework.  
SUSTAINABILITY-LED BUSINESS COMMITMENT

SUSTAINABILITY REPORT 2021
22
The overview of our CRM Framework is as follows: 
Monitoring & 
Reporting
Communication & 
Consultation
Establish 
Context
Define Objectives:
•	 Vision, Mission
•	 Strategic Objectives
•	 Level of Integrity
•	 Internal and External Factors
Risk 
Treatment
Management Action Plans
CORRUPTION RISK ASSESSMENT
Step 1
Identity risks
Step 2
Identity causes/corruption schemes and consequences
Step 3
Determine Gross Risk Rating (GROSS)
Step 4
Identity and analyses controls
Step 5
Evaluate Control Effectiveness
Step 6
Determine Residual Risk Rating (RESIDUAL)
Step 7
Evaluate Residual Risk and Risk Treatment Options
Risk 
Identification
Risk 
Evaluation
Risk 
Analysis
OVERVIEW OF CRM PROCESS
All directors, officers and employees must understand the policy and 
evaluate the impact of the policy on their responsibilities.  In doing 
so, one must:
•	
evaluate the corruption risk affecting the employee’s area and 
responsibilities;
•	
take the necessary step to prevent the risk; and
•	
handle the corruption or unethical issue in hand in a proper 
manner, should it arise.
The Company adopts ISO31000:2009 Risk Management Principles 
and Guidelines in its risk management processes, whereby the 
focus is on the management of risk from any event or uncertainty 
that may have a significant impact on Group objectives. The risk 
management process includes risk identification, analysis, evaluation 
and treatment, with continuous monitoring, review, communication 
and consultation. Risk events are analysed in terms of its likelihood 
of occurrence and the significance of their consequences, where an 
approved Risk Matrix is used to ensure consistent practice throughout 
the Group.
During the year, 100% of our operations were assessed for risks 
related to corruption, including our subsidiaries in the Philippines and 
Singapore. A total of 105 corruption risks were identified, including 36 
ranked as being “high risk”. The effectiveness of our risk controls was 
validated during the Anti-Bribery Management System ISO 37001 
Surveillance Audit.
SUSTAINABILITY-LED BUSINESS COMMITMENT

DUOPHARMA BIOTECH BERHAD
23
Corruption-Related Disclosures
Disclosure
Qty
No. of staff, Management or Directors disciplined or dismissed due to 
non-compliance with anti-corruption policy/policies from 2019 to 2021.
0
Cost of fines, penalties or settlements in relation to corruption from 
2019 to 2021.
0
Total amount of political contributions made from 2019 to 2021.
0
No. of Business Associates including customers, suppliers, agents, 
distributors and etc. that were terminated for any form of corruption, 
bribery and fraud-related offenses from 2019 to 2021.
0
Due Diligence on New Business Partners 
A Third Party is any person, including a legal entity, with whom the Company interacts and 
that is not a subsidiary or associate company. The Company must only engage with Third 
Parties if there is a legitimate need for the services or the goods that they provide; if the 
services and goods are priced at a reasonable market value; if there is a written contract; and 
if the receipt of such services or goods is documented. Engagement of an agent to facilitate 
payment of bribes or alike on behalf of the Company is prohibited, as this will place liability 
on the Company based on the acts of the agents.  Duopharma Biotech employees have an 
obligation to carefully select every Business Partner that acts on Duopharma Biotech’s behalf.  
Business Partners must comply with all applicable anti-bribery laws and this Principle. 
Duopharma Biotech practices procurement of goods and services made via Approved 
Registered Vendor List. The procurement of goods and services from any unregistered vendors 
without a pre-qualification exercise shall be avoided unless accompanied by a valid reason, 
which must be documented. End-User /Buyer shall be responsible to source and review the 
vendor’s background and qualifications and obtaining Head of Department approval before 
registration. Procurement Department and Finance Department is responsible to review and 
verify the request before the creation of vendor code in the SAP system by the Finance 
Department. 
In 2021, Duopharma Biotech engaged a third party to conduct due diligence on all our key 
business associates. Out of 852 local and foreign active business associates assessed, 
only two red flags were raised that require further scrutiny and review by Management. The 
assessment covered publicly announced regulatory, enforcement and disciplinary actions by 
relevant regulatory bodies in Malaysia, Singapore, Hong Kong, Australia as well as Interpol 
and the United Nations Security Council.
Meanwhile, we have established the necessary procedures to conduct due diligence for new 
customers to be registered in the SAP system, and are planning to do the same for new 
vendors. Risk profiling on the customers is to be conducted with the following risk factor 
taken into consideration. i.e size and nature of the customer’s business, product and services 
provided, the geographical location where the customers operate. The risk category is 
identified by conducting risk profiling of the customers which is inclusive of business risk and 
corruption risk assessment. 
BUSINESS INNOVATION & MODEL
Innovation is key in the pharmaceutical 
industry. It encompasses not only the 
adoption of the best technologies to enhance 
the quality and efficacy of products but also 
an agile approach to our entire business, 
to ensure we stay relevant to people’s 
healthcare needs. Given the pandemic, our 
focus in 2021 was to support the government 
in its national vaccination programme; and to 
push ahead with our digitalisation programme 
which has acquired greater urgency due to 
changes in the way we work and engage with 
our stakeholders. Additionally, Duopharma 
continues to focus on local Merger & 
Acquisition (“M&A”) as an opportunity to 
accelerate the Company’s growth though we 
faced challenges as travel restrictions were 
not fully lifted. 
Vaccine Strategy
We developed a Vaccine Strategy to not 
only support the government in managing 
the current pandemic, but also to build our 
capability to manufacture and distribute a 
range of vaccines to help meet the nation’s 
future needs.
Subsequent to our entering into agreements 
to supply the Russian vaccine, Sputnik V, to 
the Ministry of Health of Malaysia (“MOH”), we 
started building our capacity to handle ultra-
low temperature vaccines. We purchased 
freezers, a cold storage container designed 
for a range of temperatures, dataloggers, 
vaccine transfer boxes and established a 
cold storage room. Although Sputnik V has 
yet to receive emergency use approval 
from the Drug Control Authority (“DCA”) 
of Malaysia, we leveraged our enhanced 
vaccine handling capability by entering into 
an agreement with China’s Sinopharm to 
import its COVID-19 vaccine, Covilo. Covilo 
has been approved by the DCA, and we have 
begun its distribution to the private market. 
SUSTAINABILITY-LED BUSINESS COMMITMENT

SUSTAINABILITY REPORT 2021
24
Meanwhile, as we seek to play a bigger 
role in fulfilling Malaysians’ healthcare 
protection needs, we are looking at utilising 
our existing fill & finish facility to establish 
a bulk biosimilars/vaccine manufacturing 
facility. Construction works for the facility are 
ongoing and targeted for completion in 2022. 
Digitalisation Strategy
In 2021, we also completed our Digitalisation 
Strategy, outlining a digital health roadmap in 
line with our aspirational targets. Developed 
by an external consultant, the Digitalisation 
Strategy identifies opportunities that we 
can tap into in the digital health space. A 
digitalisation taskforce was set up to oversee 
the implementation of this strategy.
We are making good progress in the 
digitalisation space through investments 
totalling USD750,000 into Naluri Hidup Sdn 
Bhd (“Naluri”). Since partnering with Naluri, 
we have been developing various use cases 
for its proprietary app. These are expected 
to be completed in 2022. We also have 
continuous strategic partnership discussions 
with local and international companies to 
bring in new and advanced technologies 
in the digital healthcare, vaccines and 
biosimilars space. With the gradual opening 
of local and international borders, it is 
imperative for Duopharma to identify suitable 
M&A targets as one of the key growth areas. 
This effort will continue throughout 2022.
 
Business 
Continuity 
Management 
(“BCM”)
Given the nature of the products we supply 
to the government and private healthcare 
sectors, it is critical that we are able to 
meet our delivery commitments at all times, 
disruptions notwithstanding. Towards this 
end, we have built our BCM capabilities 
through an analysis of the needs of all our 
business units, and the establishment of 
respective Business Continuity Plans that 
focus on:
•	
Managing any disruptive incidents
•	
Continued operations based on pre-
determined recovery objectives 
•	
Ensuring communication to all interested 
parties remains available
All identified business units in Duopharma Biotech have a set of Business Impact Analysis 
(BIA) and Business Continuity Plan (BCP) to be used in the event that a Disaster level incident 
occurred and they need to recover their identified prioritized activities.
On 31 May 2021, Duopharma Biotech conducted our first hybrid business continuity exercise, 
simulating a disaster. Key learning points from this exercise will be used to further improve 
our existing BCM framework.
Incident/
Crisis 
Management 
Team
(ICMT)
BC 
Manager
Emergency 
Management 
Team (EMT)
Damage 
Assesssment  
Team (DAT)/
Salvage  
Team (ST)
Recovery 
Team
Restoration 
Team
PRODUCT PORTFOLIO
We keep reviewing and expanding our product portfolio in order to meet the health and 
wellness needs of Malaysians and others whom we serve in the region.
Consumer Healthcare (“CHC”)
We have more than 70 CHC products catering to different consumer needs. Among these, 
Flavettes, Champs and Eye Glo are brand leaders in their categories in Malaysia. Since the 
pandemic, demand for Vitamin C in particular has increased significantly as consumers are 
taking proactive measures to boost their immunity.  
While continuing to expand our Flavettes range, in line with demand, in 2021 we launched 
Flavettes Nutriskincare, offering pharmaceutical-grade beauty-enhancing products. Backed 
by science, the range incorporates an innovative “triple action” formulation that improves skin 
health at the cellular level. 
Meanwhile, to build brand awareness we have continued to increase our Advertising & 
Promotion budget for CHC. In addition to drama sponsorship in the last two years, a large 
proportion of the events and consumer engagement activities were held using online platforms.
SUSTAINABILITY-LED BUSINESS COMMITMENT
Our Business Continuity Organization Structure

DUOPHARMA BIOTECH BERHAD
25
As a result of continuous advertisement & promotion activities, all of 
CHC brands registered strong double-digit growth in 2021. 
The CHC Business will continue to invest in media programs that 
will give strong reach and frequency to the Brands’ target market. 
New product launch with a unique selling proposition (USP) will be 
the focus for CHC business. This will be a key driver to provide CHC 
business growth in the future.
Ethical Classic
The Ethical Classic product portfolio is constantly reviewed and 
updated to ensure market relevance. Key categories include 
cardiovascular, anti-infectives, alimentary tract and metabolism, 
respiratory, central nervous system and sensory therapies. The team 
strives to launch at least two new products every year, and is now 
expanding beyond pharmaceutical offerings by onboarding new 
technologies and venturing into medical devices. We endeavour 
to introduce much needed products in categories based on market 
trends with increase in demand whilst employing a business model 
and market-based pricing that enables us to be competitive.
During the year, eight new brands were launched while 13 items 
were discontinued, mainly due to technical / manufacturing issues. 
Consequently, at end 2021, ECB had a total of 167 brands under its 
portfolio. Of the new launches, Promesec, for stomach and intestinal 
ulcers, performed very well achieving more than RM 1 million in sales; 
while Bezartan, for high blood pressure, exceeded sales target by 
five times.
ECB had initiated several strategies to address sales performance 
in 2020 in view of the changes in market and prescriber behaviour 
as an effect of COVID-19. This included implementing strategies to 
address prescribers’ needs to purchase products with lower quantities 
and strategies to retain business with Duopharma Biotech avoiding 
erosion to competitors.
We started 2021 strong with a solid performance and above 
expectations as our closing sales performance achieved above our 
sales target’s expectation amidst the impact of OOS problematic 
situations. ECB will continue to replicate its key offering of ensuring our 
prices are competitive and meet prescriber and patient needs in 2022 
by aggressively exploring collaboration with local pharmaceutical 
companies as an additional revenue stream to continuously grow our 
portfolio. 
Moreover, 2022 will see new and improved action plans across all 
Ethical Classic Business (“ECB”) channels with General/Macro 
& Micro/Targeted Marketing initiatives to strengthen sales force 
effectiveness (SFE) with the necessary monitoring tools like Tableau 
Performance Dashboards, e-Catalogue and Learning Management 
System (“LMS”); targeted strategies leveraging on capabilities of 
ECB Telesales team and aligning resources to ensure ECB products 
remain competitive and continue to gain market share in all sectors.
Ethical Specialty
Our Ethical Specialty Business is committed to providing access 
to quality healthcare through generics and biosimilars via three 
franchises, i.e., Diabetes Care, Cancer Care and Renal Care. 
Products under the three franchises:
Cancer Care 
Franchsie 
Zuhera (Biosimilar)
Trevive
Kytron IV
Kytron Tab
Lebreta
Krabeva (Biosimilar)
Renal Care 
Franchise
ERYSAA® (Biosimilar)
Unihepa
Ranofer
Bi-Haemosol Range  
Haemosol C Range
Diabetes Care 
Franchise
Insugen (Biosimilar)
Basalog One (Biosimilar)
INSUPEN
BD RANGE
Our focus in recent years has been to expand our range of biosimilars 
given that biological-based large-molecule drugs are more efficacious 
in treating life-threatening diseases. The existence of biosimilar will 
create competition with the innovators. This prevents them from 
monopolising the pharmaceutical market by providing more affordable 
options. This gives the middle- and lower-income population access 
to affordable medicines to manage their conditions like Type 1 or 2 
diabetes. In addition to affordability, locally-produced biosimilars and 
generics will also enable the country to be more self-sustainable and 
secure with regard to the supply of medicine.
Five biosimilar products are made available in the market to provide 
more affordable solutions for healthcare professionals and patients to 
manage diabetes, cancer and renal anaemia including one additional 
biosimilar product launched in 2021 for Cancer Care Franchise.
Increased sales and/or tender awards of various Duopharma Biotech 
biosimilars during the year indicates not only increasing demand but 
also market acceptance. 
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SUSTAINABILITY REPORT 2021
26
•	
Sales of ERYSAA®, which treats renal anaemia, grew by 52% 
hence more dialysis patients were treated using this product. 
Despite the stiff competition by both short and long-acting 
erythropoietin stimulating agents, ERYSAA® further expanded 
into the dialysis market with approximately 49% of dialysis centres 
and hospitals have prescribed ERYSAA® for their renal anaemia 
patients. ERYSAA® also won the National Kidney Foundation 
tender for two years until 2023. Existing ERYSAA® MOH tender 
until 2023 also enables us to convert more dialysis patients in 
MOH to ERYSAA®. 
•	
Sales of Basalog One, an insulin glargine, grew 10% and 22% 
in the government and private sectors respectively. Basalog 
One also won a strategic two-year pool-procurement tender 
to supply Ministry of Health (“MOH”), Ministry of Defence 
(“MINDEF”), Pusat Perubatan Universiti Kebangsaan Malaysia 
(“PPUKM”), Hospital Universiti Sains Malaysia (“HUSM”) and 
Universiti Teknologi MARA (“UiTM”) with Insulin Glargine till 12 
September 2023. The Basalog One ‘pool procurement’ tender 
(including MOH, MINDEF, PPUKM, HUSM and UiTM) that we 
won recently has replaced the MINDEF tender.
•	
Revenue from Zuhera, a breast cancer treatment, grew 10% 
(RM5.59 million in 2021). Zuhera was well accepted by healthcare 
professionals and patients especially with its price advantage 
versus the reference product and was awarded with a year PPUM 
tender (December 2021 until 2022) with an estimated value of 
RM669K. Despite another biosimilar available in the market, 
Zuhera maintains as the preferred biosimilar being prescribed for 
patients especially in the private sector with 59% volume market 
share in IV trastuzumab market. We did participate in Zuhera 
MOH tender for 2021 but we lost the tender.
•	
MOH accepted the tender offer from Duopharma Marketing Sdn. 
Bhd. to supply Insugen by way of direct negotiation and issued 
a Letter of Award or “LOA”. The LOA is for a period of three (3) 
years commencing on 17 December 2021 until 16 December 
2024 with a total contract value of RM375,174,320.00. We aim to 
retain the contract for long-term supply of Insugen to the MOH.
ERYSAA®’s performance was particularly encouraging as it is the first 
biosimilar to be produced by Duopharma Biotech. Our strategy is to 
expand our capability to produce a wider range of biosimilars. During 
the year, we completed the technology transfer for the production 
of Trevive, a generic pharmaceutical product for chronic myeloid 
leukaemia, from our Indian biotech partner, Natco Pharma Limited 
(“Natco”), and hope to start commercial production at our HAPI 
plant in the fourth quarter of 2022. We also continued the listing of 
Krabeva in private hospitals in order to increase patients on Krabeva 
(bevacizumab) for 6 types of cancer treatment. Our belief is that more 
patients are benefited from quality products through biosimilars and 
targeted therapy leading to more cost-effective solutions.
Meanwhile, we continue to educate the healthcare fraternity on the 
safety and quality of biosimilars. During the year, we participated in 
a number of major scientific events organised by medical societies 
such as the Malaysian Endocrine and Metabolic Society, Malaysian 
Oncology Society and Malaysian Society of Nephrology. We also 
held a number of our own online educational sessions and scientific 
events focusing on Basalog One, Zuhera, ERYSAA® and Krabeva. 
A key webinar, on “Biosimilars: A Case of More For Less”, attracted 
the participation of 310 practitioners. In addition, we conducted virtual 
plant tours of our HAPI plant and fill and finish facility in Klang for 
healthcare professionals; established collaboration with various 
Key Opinion Leaders and relevant specialists to advocate the use 
of Duopharma brands; and collaborated with the media on articles 
about biosimilars. In all these activities, we adhered to the Code 
of Pharmaceutical Marketing Practices on Prescription (Ethical) 
Products, issued by the Malaysian Organisation of Pharmaceutical 
Industries. All activities and events planned physically or virtually 
goes through strict internal approval process which includes Medical 
Affairs Department to ensure compliance; and all team members 
comply to the guidelines set resulting in no audit issues identified 
within the business.
Due to our initiatives, healthcare professionals are more receptive 
towards biosimilars and Duopharma brands while more patients are 
treated with Basalog One, Zuhera and ERYSAA®. Moreover, all 
events implemented were well attended and rated good to excellent 
by the participants and improved awareness on biosimilars to reduce 
patients’ burden with more cost-effective solutions.
Going forward, we seek to expand our Ethical Specialty Business 
regionally in order to offer more cutting-edge therapies to a larger 
number of people. In line with this, we have submitted ERYSAA® for 
registration approval in the Philippines and expect a positive response 
in 2022. Our first submission for a 2021 launch has been rejected and 
resubmission has been done back in 2021, hence some delay on the 
timeline in terms of product registration approval and product launch.
We also seek to engage and urge Biocon to improve the reliability and 
timeliness of supply of Insugen, Insupens and Basalog One, as thus 
far they have experienced recurrent supply issues for all three SKUs 
for various reasons and the issue may resurface in 2022. Moreover, 
we will improve Zuhera’s packaging with only one vial of bacteriostatic 
water for infusion (BWFI) in order to align with innovator packaging 
and further grow the private sector market by 16% vs previous year 
revenue. We aim to renew ERYSAA®’s current DaVita Group Tender 
which is going to expire by end February 2022. 
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DUOPHARMA BIOTECH BERHAD
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More biosimilar education webinars will be implemented in 2022 to 
reach out to more healthcare professionals in various disciplines; 
educate patients on biosimilars; and improve the number of Key 
Opinion Leaders and specialists in advocating and championing the 
use of biosimilars for better healthcare. We will also improve our 
internal Standard Operating Procedure to cover critical aspects in 
marketing pharmaceutical products and its communication.
ACCESS TO MEDICINE
It is not enough to be the biggest pharmaceutical manufacturer in 
Malaysia and ranked as number 1 in term of sales. More important 
is to ensure local communities have access to the therapies that we 
produce and market.  
We are able to cover a large percentage of the population through 
our Government channel. Recognising the government’s immense 
reach, we participate in the Approved Product Purchase List (“APPL”) 
tenders as well as MOH Direct Tenders and Local Purchase Orders 
(“LPOs”). Under APPL contracts, we supply government hospitals, 
Klinik Kesihatan, dental clinics and medical centres in public 
institutions of higher learning via the government-appointed logistics 
and distribution concession holder. Currently, there are close to 4,000 
facilities within this government healthcare network. For contracts 
won directly from MOH as well as for LPOs, we distribute directly to 
the relevant purchasing points. In 2021, this meant delivering to more 
than 700 purchasing points.
Within the private sector, our key customers are private clinics, 
retail and independent pharmacies and private hospitals. These are 
served by our Sales Team and newly formed Telesales Team. As of 
31 December 2021, our penetration rate for the private sector stood 
at 85%, the same as in 2020. This is lower than our target of 90%, 
mainly because of issues accessing our healthcare customers due to 
the pandemic.
In addition, we are venturing into digital health in partnership with 
Naluri through the development of apps for renal anaemia and cancer 
patients. The apps are still being fine-tuned, however pilot projects 
have garnered positive interest from healthcare professionals. We 
hope for a successful implementation of the apps to benefit patients 
in the respective disease areas.
COMPETITIVE PRICING
By virtue of being a generic pharmaceutical organisation, we offer 
products of the same quality, safety and efficacy as originators but 
at competitive prices. Our objective is to ensure patients in Malaysia 
and the other markets we serve are able to access medicines they 
require at prices they can afford. 
Due to pandemic-induced supply chain disruption and reduced 
availability of cargo ships leading to increased freight charges, the 
price of raw materials globally has increased since the second quarter 
of 2020. This includes raw materials for the pharmaceutical industry. 
To balance our increased costs, we have had to increase the price of 
impacted products. 
Even so, we have continued to remain competitive, winning 
approximately 36% of all government tenders we participated in 
during the 2020/2021 cycle. It should be noted, moreover, that due 
to the pandemic, there were fewer tenders and decisions on some of 
the exercises have yet to be announced. Additionally, we were able to 
maintain our pricing for the APPL tender extension until 31 December 
2022.
In the private sector, our pricing competitiveness is reflected in our 
ability to maintain our generic market share in the similar-molecule 
category at 46%. We still maintain our position as the leading 
Pharmaceutical company in both Volume and Value as at  “Moving 
Annual Total” (“MAT”) November 2021.
Committed to affordable healthcare for all, we look forward to 
rationalising our prices once the operating environment stabilises.  
CLINICAL STUDIES AND PHARMACOVIGILANCE
Clinical studies are conducted before pharmaceutical products are 
released into the market, while pharmacovigilance monitors any 
adverse reactions among consumers/patients. Both are critical in 
ensuring the safety and efficacy of therapeutics. Recognising their 
importance, Duopharma Biotech partners with Contract Research 
Organisations (“CROs”) to conduct Bioequivalence Studies (“BE”) on 
generics, while carrying out our own pharmacovigilance, for which we 
have established our own team.
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SUSTAINABILITY REPORT 2021
28
Clinical Studies
COVID-19 pandemic has impacted and changed the landscape of clinical trials globally. The pandemic has disrupted overall clinical activity 
and some of the study could not be conducted as planned. This is particularly so when local authorities imposed various restrictions including 
movement restriction and lockdown in order to curb the spread of the disease. Although CRO is listed under essential services and allowed 
to run the clinical study under a strict standard operating procedure. Through our Bioequivalence (“BE”) Centre Partnership Programme, we 
identify CROs that meet our requirements to conduct BE studies in a timely and cost-effective manner. The Clinical Affairs team worked very 
closely with the CROs to minimize the impact of the pandemic on our clinical study to ensure subjects and study personnel safety is prioritized 
and at the same time ensuring the success of study conduct. Meanwhile our Clinical Affairs department ensures all clinical studies carried out 
adhere to Good Clinical Practice (“GCP”) and ASEAN Guidelines for the Conduct of Bioequivalence Studies.
During the year, three BE studies were conducted, of which two were completed – with positive results and have been submitted to the NPRA 
for evaluation in order to support product registration; and the third was carried over to 2022. A purely research-based study was also carried 
out comparing Ranofer with other intravenous iron sucrose, which is to be published in a scientific journal.
Year
Type of Study
Outcome
2019
Three BE Study were carried over from 2018
BE established
One BE Study were initiated
BE established
Three BE Study studies were initiated
Not completed 
(Carry over to 2020)
No studies conducted for Non-BE
 
2020
Three BE Study were carried over from 2019
BE established
Three BE Study studies were initiated
BE established
One BE Study initiated
Not completed 
(Carry over to 2021)
Non-BE study on Retrospective Study of Ranofer and other IV Iron Sucrose was conducted
Not completed yet and carried 
over to 2021
2021
One BE Study was carried over from 2020 
BE established
Two BE Study initiated
BE established
One BE Study initiated
Not completed 
(carried over to 2022)
Non-BE study on Retrospective Study of Ranofer and other IV Iron Sucrose was carried over 
from 2020
Study completed,                               
Manuscript finalised,                 
Submission to journal in 2022
No legal or regulatory fines and settlements associated with clinical trials in 2019, 2020 and 2021. In 2022, Duopharma Biotech will call for 
renewal of our BE Centre Partnership Program in order to select CROs as our partner for duration of two years (2022-2024). This program will 
identify CROs that meet our requirement to conduct BE studies in a timely and cost-effective manner.
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DUOPHARMA BIOTECH BERHAD
29
Pharmacovigilance
Under pharmacovigilance, all instances 
of Adverse Drug Reaction (“ADR”) are 
properly recorded, assessed, investigated 
and reported to the regulatory authority or 
partner companies. In Duopharma Biotech, 
our 
Pharmacovigilance 
Department 
is 
responsible for monitoring the safety of all 
medicinal products and medical devices for 
which Duopharma Biotech, or our subsidiary 
companies, is the Market Authorisation 
Holder. 
In carrying out its function, the department 
complies 
with 
the 
Malaysian 
Good 
Pharmacovigilance 
Guidelines 
(“GVP”) 
while establishing Safety Data Exchange 
Agreements 
(“SDEAs”) 
with 
partner 
companies. 
In 2021, in line with the administration of 
Covilo, the Pharmacovigilance Department 
took up the additional responsibility of 
assessing and reporting any Adverse Event 
Following Immunization (“AEFI”) to NPRA as 
well as our partner company, Sinopharm.  
Internally, the department has continued 
to enhance awareness of the importance 
of pharmacovigilance among employees 
through quizzes and PV awareness training. 
At the same time, it continues to build the 
capabilities of our PV team through external 
training. It also carried out audits on our 
business partners on their pharmacovigilance 
activities.
A key achievement was to move closer 
towards satisfying the pharmacovigilance 
requirements of the European Union, by 
successfully migrating our PcVmanager 
safety database to SafetyEasy. The latter 
complies with the European Medicine Agency 
(EMA)’s E2B(R3). Additionally, all valid 
spontaneous ADR and AEFI cases received 
by 
the 
Pharmacovigilance 
Department 
were reported to the authorities and partner 
companies within the stipulated timeline, 
and we were not  faced with any legal or 
regulatory fines/settlements for the fourth 
year running. 
Moving forward, the department is committed to complying fully with all the requirements 
of NPRA’s GVP for Product Registration Holders, which took effect as of 1 January 2022. 
Towards this end, it aims to participate in voluntary GVP inspections conducted by NPRA 
beginning in the third quarter of 2022. 
MANUFACTURING & SUPPLY CHAIN MANAGEMENT
Manufacturing is central to our operations and we are committed to ensuring that everything 
we do along the entire supply chain is socially as well as environmentally responsible.
Among our key priorities is to maintain optimal manufacturing and supply chain efficiency. Our 
Operations Excellence (“OE”) department is responsible for leading all continual improvement 
(“CI”) activities in the supply chain. The department continues to use LEAN methodology as 
the main tool to manage process improvement projects because it has proven to be most 
suitable in terms of achieving our objectives. 
In 2021, we completed 40 CI projects, which was below our target of 55. This was mainly due 
to pandemic-imposed restrictions. On a positive note, although we had lowered our savings 
target from RM6 million to RM4 million (this was decided and agreed by management during 
yearly KPI workshop), the OE team achieved RM6.26 million in savings for the year from 
various CI initiatives.
2021
55
2020
2019
OE PROJECTS
Project Completion
Target
60 -
50 -
40 - 
30 -
20 -
10 -
0 -
Project Completion
2021
4,000
6,000
2020
2019
OE SAVINGS
Saving (RM'000)
Target
8,000 -
7,000 -
6,000 -
5,000 -
4,000 -
3,000 -
2,000 -
1,000 -
0 -
 Savings (RM'000)
56
40
52
6,758.4
6,257.1
6,652.6
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SUSTAINABILITY REPORT 2021
30
This year, again, two CI projects were 
notable. The first was Project Panther by 
DB Panthers, which in 2020 had been 
accorded the highest Band 5 ranking at the 
Annual Productivity & Innovation Conference 
(“APIC”) organised by Malaysia Productivity 
Corporation (“MPC”). In 2021 the project, 
which extends the scope of our Telesales 
team from C & D category customers to 
Silver Brand GP customers from the Ethical 
Classic Business, won the Par Excellence 
award (highest award) at the International 
Convention on Quality Control Circle 2021 
(“ICQCC’21”) 
organised 
in 
Hyderabad, 
India, but held virtually. Via their Telesales 
Project, the team managed to increase our 
sales revenue from RM4.19 million in 2019 to 
RM3.93 million in 2020 and RM6.15 million 
in 2021. 
The other project, The Sachet by DB Trident, 
has reduced product complaints from an 
average of six per year to zero through 
better packaging. The team had found that 
embossing their labels caused the granules 
in sachets to leak. Substitution with inkjet 
stopped the leaks, and the complaints. The 
project was awarded 3 stars at the Annual 
Productivity 
and 
Innovation 
Showcase 
(“ArISe”) 2021 organised by MPC. 
Meanwhile, the Certified LEAN Practitioner 
programme, which started in 2019 and was 
halted due to the pandemic, has resumed. 
Eleven projects were supposed to be 
completed in August 2021 will be submitted 
again for review in January 2022. 
Procurement Efficiencies
One of the most significant impacts of 
the pandemic on our business has been 
disruption of supply chains, with uncertainties 
in supply of raw materials from overseas 
suppliers being compounded by increased 
cost of freight. In response, our Purchasing 
Department worked more proactively with 
our 
suppliers/vendors, 
providing 
them 
longer lead times and helping to expedite 
outstanding orders.
With regard to cost savings, in addition to Purchasing SOPs, our SAP system sets out 
purchasing approval limits for those authorised to procure for the Group. Departmental 
managers are allowed to approve low-cost purchases such as stationery and office supplies. 
For higher value purchases, approval is required from more senior management. Purchase 
Requisition (“PR”) and Purchase Order (“PO”) approvals are given in accordance with Limits 
of Authority. For purchases over the budgeted approved limit, or for capital investments, 
users/buyers are required to obtain the Board’s approval.
We also have guidelines for direct negotiations and requests for quotation or e-auctions, to 
secure competitive and reasonably priced goods or services. To facilitate the attainment of 
the best possible prices, our Purchasing department leverages e-auction/bidding. Despite the 
limitations imposed by the pandemic, our team executed 55 purchases worth a total of RM5.5 
million in 2021 via our e-auction platform, and achieved average savings of 11.15%. 
New Source Evaluation (“NSE”) 
The process of getting a new supplier and/or potential alternates of raw materials approved 
in pharmaceutical manufacturing involves various chemical and technical evaluations by 
different departments. The process typically involves the following steps:
•	
A potential supplier and/or source is identified
•	
The Purchasing Department obtains approval/clearance for the supplier from the Halal 
Committee and Business Improvement team
•	
Chemical and physical QC sample tests are done
•	
A pilot batch is manufactured with the support of Production and Engineering
•	
A stability study is conducted
•	
Quality Assurance approval is obtained 
•	
Regulatory Affairs submits a Variation registration
•	
Upon approval of the Variation registration, we can finally issue commercial orders from 
our new alternate source
In 2021 same as reported in 2020, logistics/distribution restrictions remain the main challenges 
due to the pandemic added to the existing challenges, making it difficult to transport sample 
and pilot batches. The slowdown of manufacturing activities also affected the demand and 
supply of various products. Despite the challenges, it was imperative to broaden our pool of 
suppliers to secure our supply. We therefore submitted the names of 140 new and potential 
alternate sources for preliminary evaluation and obtained approvals for 74 of them for 
commercial production (including approvals for submissions made earlier). This exceeded 
the targets of 86 submissions and 70 approvals.  
No. of Potential Alternate Sources 
submitted For Evaluation 
No. of  Alternate Source approved 
for Commercial Use 
Year
Year
Location
2019
2020
2021
2019
2020
2021
Klang
42
34
70
61
52
26
Bangi
69
44
70
46
44
48
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DUOPHARMA BIOTECH BERHAD
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Vendor Management
Security of raw material supply is critical to our manufacturing process. Accordingly, we 
strive to establish strong relationships with our vendors through regular engagement and by 
listening to any issues they may have.
Vendor management at Duopharma Biotech is underpinned by an annual Vendor Performance 
Evaluation (“VPE”) which allows us to understand any challenges our vendors may face in 
meeting our expectations on timely supply, product quality and after-sales support. Outcomes 
of the survey are shared with the vendors who are required to acknowledge our report. The 
evaluation also draws attention to underperforming vendors (whereby we held meetings 
to support them), who may be removed from our network if they are unable to rectify and 
improve in relevant metrics. We were pleased with our VPE score for 2021, which met our 
target of 98%.
Vendor Performance Evaluation (VPE)
Location
2019
2020
2021
Bangi
98.52
99.04
98.77
Klang
98.70*
98.72*
98.96
*Errors in the numbers reported in our SR2020 have been corrected in the table above.
On Time In Full (“OTIF”)
The timeliness of delivery to customers is measured by our OTIF performance. Our target is 
for distribution plants to deliver goods within 24 hours upon orders being placed, at least 85% 
of the orders. 
The following initiatives are in place to help achieve this target: 
•	
Monitor pending orders report daily and ensure all orders keyed in are processed on a 
first-in, first-out (“FIFO”) basis
•	
Update staff on pending orders to ensure no orders are left out 
•	
Monthly OTIF reports are shared with commercial and production teams to discuss 
causes of delays, eg credit holds, no stocks and partial delivery requested by customers 
themselves, and to develop mitigation plans.
For warehouses the OTIF KPI is set at 97%. 
OTIF
Target
2019
2020
2021
Company
85%
90.0%
88.9%
85.9%
Warehouse
97%
98.5%
98.4%
98.8%
Our Company OTIF performance in 2021 was slightly lower than in 2020, mainly due to credit 
hold (9.7%). However, absence of stocks (3.5%) and requests for partial delivery (0.9%) also 
played a part. Of all the reasons mentioned previously, 1.2% is due to warehouse delay which 
is more likely to be affected by the recent pandemic condition. The team has to manage 
the operation with remaining number of staff allocated for every shift rotation while ensuring 
no more than 3% of delays in delivery. Meanwhile, our Warehouse On-Time-In-Full (“OTIF”) 
performance increased marginally from 2020. All our warehouses in Bangi, Klang, Penang, 
Kota Bahru and Johor Bahru were included in the assessment.
Our target is to achieve 100% OTIF in 
order to achieve customers’ satisfaction. 
The incomplete order report is closely 
monitored everyday to ensure all goods are 
sent within the specified time. Warehouse 
Management System (“WMS”) facility is 
optimized in performing daily work to ensure 
a smooth process of delivery. Transportation 
optimization to facilitate consolidated delivery 
to covering similar areas. 
Voice of Customer (“VOC”)
VOC is a survey conducted in order to obtain 
customers’ feedback on their experience 
purchasing from Duopharma Biotech. This 
survey is conducted with targeted customers 
from various channels, including Consumer 
Health 
Care, 
Ethical 
Classic, 
Ethical 
Speciality, Government business, private 
hospitals and exports.
In 2021, questions in the survey were revised 
to focus on the impact of COVID-19 on 
customers’ purchasing behaviours and their 
future preferences in order for us to serve 
them better. The survey questions were 
designed by using Survey Monkey platform 
and the survey was set in early August and 
distributed to sales managers for them to 
disseminate to their sales representatives via 
WhatsApp. Every customer can only log in 
and respond once to the survey link by using 
their unique account number.  The three-
month survey ended on 30 November 2021. 
The 
company’s 
target 
for 
customer 
satisfaction index is 95%. Our performance 
was extremely encouraging in 2021; we 
achieved a score of 98%, much higher than 
90% in 2020, and slightly higher than 97% in 
2019. The drop in 2020 was due to various 
challenges during the pandemic. In 2021, 
the team was able to make positive changes 
based on feedback obtained in 2020. This, 
and the re-designed questions, contributed 
to the exceptionally high score in 2021.  
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SUSTAINABILITY REPORT 2021
32
NUMBER OF RESPONDENTS IN THE LAST THREE YEARS
Channel
2019
2020
2021
Target
Actual
Target
Actual
Target
Actual
Ethical
1,200
1,219
1,350
1,630
1,875
2,157
CHC
350
390
400
463
530
580
Government
220
225
245
264
300
315
Specialty
130
138
150
165
190
203
Private hospital
100
124
110
123
140
200
Export
15
20
18
19
20
20
TOTAL
2,015
2,116
2,273
2,664
3,055
3,475
We also achieved an overwhelming response, attracting 30% more respondents than in 2020, 
and 14% more than targeted. Every year, we seek to increase the number of participants in 
the survey in order to cover a wider range of potential customers from different ages and 
backgrounds.  
Customer Returns Analysis
Products sent to customers are sometimes returned due to various reasons such as quality 
issues, short to expire, expired or other justifiable reasons. We seek to reduce the volume of 
customer returns as it does not reflect well on our Company and is a waste of resources. We 
therefore conduct an analysis of returns and share the results with relevant sales managers 
every two months during Sales and Operational (“S&OP”) meetings. The analysis emphasizes 
on the reasons of stocks being returned in order to identify room of improvement in order to 
reduce the volume.
AVERAGE STOCKS RETURN 
Return value against sales
2020
2021
Target
CHC
2.2%
1.4%
< 5%
Ethical Business
0.4%
0.3%
< 1%  
Our performance in 2021 was better than in 2020, and well below our targets. However, all 
stakeholders involved, including the supply chain team and sales team, will continue to work 
together to further reduce our volume of returns through better controls. 
WRITE-OFF VALUES FROM THE DIFFERENT PLANTS
Plant
Company
Site
2019
(RM)
2020
(RM)
2021
(RM)
1022
Duopharma Marketing 
Sdn Bhd
Bangi
2,408,227
1,313,686
947,419
1026
Duopharma Marketing 
Sdn Bhd
Klang
4,238,461
829,320
447,441
1036
Duopharma (M) 
Sendirian Berhad
Klang
1,485,488
1,535,480
541,904
1057
Duopharma Consumer 
Healthcare Sdn Bhd
Bangi
-
67,584
637,434
Note: There were no write-offs for Duopharma Consumer Healthcare in 2019 because the 
new plant became operational only in January 2020.
The above write-off values are inclusive of 
products returned from customers as well 
as expired goods in the warehouse. Goods 
returned by customers which can no longer 
be re-sold are written off and disposed of in 
incinerators as part of our pharmaceutical 
waste.
RESEARCH & DEVELOPMENT (“R&D”)
R&D is critical in any science-based 
organisation, 
and 
especially 
in 
pharmaceutical companies, as it enables 
the development of increasingly better, more 
effective products. At Duopharma Biotech, 
R&D is carried out by a team of 48 scientists 
at Duopharma Innovation. Their work is 
supported by in-licensing and out-sourcing 
activities which increase our capacity in new 
product development. 
The process of new product development 
involves:
•	
Product identification by a multi-functional 
committee, taking into consideration 
patent 
expiry 
dates, 
in-house 
manufacturing 
capabilities, 
potential 
market size and focus areas, among 
others. New products could comprise 
prescription drugs, medical devices, 
health supplements and functional foods.  
•	
Development 
of 
the 
new 
product 
according to Malaysian and international 
regulatory 
standards, 
eg 
ASEAN 
Consultative Committee on Standards 
and Quality (“ACCSQ”), Pharmaceutical 
Inspection 
Co-operation 
Scheme 
(“PICS”) and International Council for 
Harmonization of Technical Requirement 
for Pharmaceuticals for Human Use 
(“ICH”). 
•	
Registration with local and regional 
health authorities. 
•	
Manufacture of the new products in 
compliance with GMP. 
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DUOPHARMA BIOTECH BERHAD
33
In addition to developing new products, the team prepares all 
documents and data required for product registration for local and 
export markets. It also leads in the transfer of technology for new 
products. 
We continue to enhance the capabilities of our R&D teams through 
constant training and exposure to the latest scientific advances in 
research. In recent years, we have focused on enhancing the team’s 
Quality by Design (“QbD”) knowledge. 
Achievements in 2021:
•	
3 new consumer healthcare products and 4 new 
ethical products were submitted for local registration
•	
3 submission of patent application were filed in 3 
regional countries
•	
Multiple articles were accepted for publication
•	
Participated in Asia Pacific conference to showcase 
one of the new products developed
•	
System and procedures implemented to close gaps 
identified in new regional registration requirements 
•	
New 
research 
organisations 
and 
contract 
manufacturers identified, and collaboration initiated 
•	
Intensive technology transfer for new products was 
completed covering ethical and consumer healthcare 
products, ensuring successful first production 
Every year, we plan to evaluate and implement identified new 
technology platforms according to the new product pipeline; further 
enhance QbD knowledge and practices for development; continue to 
identify the gap for regional registration requirements; identify more 
partners or contract research organizations for out-sourcing and 
in-licensing; and continual improvement for the technology transfer 
procedures to ensure smoother and faster “right first time” production 
of new products in manufacturing plants.
Cancer Research & Therapies Development
Cancer is the fourth most common cause of death in Malaysia with 
approximately 37,000 cases reported every year. At the World Cancer 
Congress 2018, it was said to be responsible for 12.6% of all deaths 
in government hospitals and 26.7% in private hospitals.
Malaysia is heavily dependent on imported cancer drugs, and in the 
coming years targeted treatment is expected to grow rapidly. There 
is a need for enhanced local manufacturing of oncology medication 
not only for security of supply, but also to ensure the affordability of 
treatment by those who need it. Duopharma Biotech seeks to expand 
our oncology portfolio to reduce dependency on imports while 
increasing opportunities for export.
Cancer Drug Breakthroughs
The first cancer drug to be produced by Duopharma was Letronat 
2.5mg (Letrozole) tablets, later rebranded as Lebreta, which were 
also the first products to be manufactured at HAPI, in 2020. As of 
end 2021, a total of 41 commercial batches of Lebreta had been 
manufactured and supplied to government and private hospitals, the 
volume increasing more than 256% in 2021 compared to the previous 
year.
In September 2021, the technology transfer from Natco for a second 
oncology molecule, Trevive (Imatinib), was completed; and we 
expect to start commercial production in the fourth quarter of 2022. 
The technology transfer included quality control and manufacturing 
process methodologies for the entire production process to ensure 
the end products are safe, efficacious and of quality.
Preparations are ongoing for the technology transfer of a third product.
HALAL COMMITMENT
The global halal market was valued at USD7.2 trillion in 2020 and is 
expected to grow to USD11.2 trillion by the year 2028, along with that 
of Muslim populations. Currently, the needs of this market far outstrip 
supply, and various governments including Malaysia have made it 
their mission to develop halal products and services in order to cater 
to demand. 
Duopharma Biotech believes we can, and should, play our part 
to support the national halal agenda as encapsulated in the Halal 
Industry Master Plan 2030 and Halal Sectoral Roadmaps. We 
were part of the Technical Committee that developed the world’s 
first halal standard, MS 2424 Halal Pharmaceuticals – General 
requirements (First revision), and continue to participate actively in 
various committees and taskforces on further developing sound halal 
governance and economy.
SUSTAINABILITY-LED BUSINESS COMMITMENT

SUSTAINABILITY REPORT 2021
34
Currently we are involved in the following initiatives:
Malaysian Standards on Halal Pharmaceuticals 
and Medical Device
We are a member of the following committees:
-	
Technical Committee on Halal Pharmaceuticals
-	
Working Group on Halal Pharmaceuticals
-	
Working Group on Halal Medical Devices
Standards for OIC SMIIC
We are part of Malaysia’s delegation to the Task 
Force and Working Group of The Standards and 
Metrology Institute for Islamic Countries (“SMIIC”) 
Technical Committee 16 for Halal Pharmaceuticals 
Issues. SMIIC, affiliated to the Organisation of Islamic 
Cooperation (“OIC”), was established to harmonise 
standards among Islamic countries.
i-Connect 
i-Connect was established to encourage R&D, 
commercialisation and innovation along the halal 
value chain in various industries in Malaysia through 
private sector intervention. A representative of 
Duopharma Biotech participated in the i-Connect 
Founding Member Meeting; and i-Connect Halal 
Innovation Hatching Session held on 13-14 December 
2021.
HDC Sectoral Working Group (“SWG”) 
Duopharma Biotech is part of the Halal Development 
Corporation (“HDC”)’s SWG that oversees the Halal 
Pharmaceutical Roadmap which supports the Halal 
Industry Master Plan 2030.
National Occupational Skills Standards (“NOSS”)
A representative of Duopharma Biotech participated 
in the development of competency requirements for 
halal manufacturing under NOSS, an initiative of the 
Skills Development Department of the Ministry of 
Human Resources, Malaysia.
Developing the Halal Market
Duopharma Biotech Berhad attended the First 
Meeting of the Working Group on Cooperation in 
Industry and Trade of the Joint Russia-Malaysia 
Commission for Economic, Scientific, Technical and 
Cultural Cooperation held virtually on 25 May 2021.
INTERNATIONAL HALAL THOUGHT LEADERSHIP 
Duopharma Biotech continues strengthen our halal pharmaceutical 
thought leadership by participating in key platforms. In 2021, we 
were involved in two separate sessions at the World Halal Business 
Conference (“WHBC2021”) Webinar hosted by the Ministry of 
International Trade and Industry and organised by HDC:
•	
“Halal Pharmaceutical Ecosystem Boosted After Pandemic” on 
3 September 2021
•	
“Halal - The Catalyst for Economic Recovery” on 9 September 
2021
Meanwhile, our subsidiary in the Philippines organised a knowledge-
sharing session in collaboration with the Islamic Medical Association 
(“IMAN”), Philippines during the National General Assembly of 
Muslim Physicians and Medical Students on 28 November 2021. The 
session was attended by more than 80 participants and received 97% 
favourable feedback.
ENTREPRENEUR DEVELOPMENT
We support the development of halal entrepreneurs via the Duopharma 
Biotech Halal Pharmapreneur (“DBHP”) programme. Introduced 
in 2017, the programme helps community pharmacists to develop 
their financial, human resources, online and digital marketing skills. 
The programme is financed by the Skim Peningkatan Produktiviti 
Enterprise grant offered by MPC for Small and Medium Enterprises 
(“SMEs”) under the Malaysia Productivity Blueprint. 
Participants undergo six months of training in the form of coaching 
and mentoring in the following topics: 
•	
Marketing and branding 
•	
Sales force management 
•	
Muslim-centric customer service
•	
Pharmacy retail business operations and inventory control
•	
Financial management
•	
Managing people
•	
Kaizen-5S
Four retail pharmacies signed up for the fourth batch of the 
programme, which commenced in September 2020. In total, 33 retail 
pharmacies have benefitted from DBHP since its launch. 
Apart from developing the business capacity and skills of SMEs, 
the programme creates awareness of halal pharmaceuticals. 
Our direct intervention is through workshops organised on 3 & 11 
April 2021 where we provided knowledge to participants on halal 
pharmaceuticals and promoted Duopharma Biotech’s products to 
the general public in the vicinity of these community pharmacies and 
beyond. The workshop has been participated by 27 participants and 
received 97% overall favourable feedback.
The MPC grant offered ended in 2020, however to ensure the 
programme continues, Duopharma Biotech in collaboration with 
Universiti Kebangsaan Malaysia (“UKM”), the Malaysian Pharmacists 
Society and DBHP participants has developed a Professional 
Certificate Course on Halal Pharmapreneur and is a micro-credential 
under UKM. Participants who wish to undergo this course will need 
to borne the cost themselves. We target to launch the course by Q2 
2022 and onboard participants by Q4 2022. 
SUSTAINABILITY-LED BUSINESS COMMITMENT

DUOPHARMA BIOTECH BERHAD
35
INTERNAL AWARENESS AND TRAINING 
Our 
Halal 
and 
Government 
Relations 
Department 
organise 
awareness 
and 
training sessions to keep our employees 
updated on Malaysia’s halal ecosystem and 
especially progress in the development of 
halal pharmaceuticals. At least 3 of such 
sessions shall be conducted on annual basis 
and a target has also been set to assess the 
quality of each session via feedback from 
participants for continuous improvement. 
In 2021, three main programmes were 
carried out:  
a)	 Board of Directors & Senior Management 
Training on Halal Pharmaceuticals
•	
BOD & Senior Management were 
updated on the halal economic 
landscape, prospects, opportunities 
and the role of halal pharmaceutical 
players. The session was attended 
by 26 participants and received 76% 
favourable feedback.
b)	 Celik Halal Train-the-Trainer 
•	
Three sessions were held with 
the participation of 108 staff from 
Government Sales, Ethical Classic 
Business, Ethical Specialty Business, 
CHC, 
Telesales, 
Production, 
Validation, 
QA/QC, 
Regulatory 
Affairs, Formulation Halal Monitoring 
Committee, 
etc. 
The 
sessions 
received 97% overall favourable 
feedback.
c)	 Halal, Integrity & Sustainability (“HIS”) 
Program 2021 (15-19 November 2021) 
•	
The program was launched virtually 
live from the Duopharma Biotech 
Facebook 
and 
Zoom 
platform 
by YBrs, En Leonard Ariff Abdul 
Shatar, Group Managing Director 
of Duopharma Biotech Berhad. The 
launching session has more than 250 
participants from the staff. More than 
600 staff and business associates 
participated in the activities organised 
during the week. These included:
-	
Talks on “Kepentingan Pengambilan Ubat-ubatan dan Vaksin dari Sudut Pandangan 
Syariah" and “Tumbuk Rusuk Pengkisahan Dari Tirai Besi & Pelan Integriti Diri”
-	
Webinar on “Sustainability & Climate Change Initiatives: What, How & Why?” with our 
business associates
-	
Prevention of Corruption Act in Singapore 
-	
Talk on “Climate Action for Future-Proof Business” 
-	
Virtual treasure hunt, crossword puzzle and online quiz 
The committee conducted a survey for HIS Program 2021 and about 149 respondents 
responded to this survey. The event received 73% overall favourable feedback.
REINFORCE EXTERNAL STAKEHOLDER AWARENESS 
We seek to enhance awareness and understanding of the development and production of 
halal pharmaceuticals among relevant government agencies and other relevant stakeholders 
to strengthen and influence the acceptance of halal products. Towards this end, we frequently 
accept invitations to speak, be a panellist or to share our views on halal pharmaceuticals from 
various government agencies and stakeholders.
EXTERNAL STAKEHOLDER CALENDAR FOR 2021
Event
Date
Location
Role
Halal Digital Forum 2021
24 Feb
virtual
Speaker on “Adoption of 
Technology in Malaysia: 
Current Progress and 
Where We are Standing 
Now?”
Virtual Inauguration Ceremony of 
IsDB Center of Excellence
25 March
virtual
Panellist on roundtable 
titled “Harnessing 
Local Expertise and 
Leveraging International 
R&D Collaboration in the 
Pharmaceutical Industry 
With Focus on Halal”
Standard Chartered Saadiq - 
Halal360 Webinar
12 April
virtual
Panellist
Cross-Halal Trade Opportunities in a 
Post-COVID Scenario organised by 
DinarStandard, Penang
Halal International, Halal Trade and 
Marketing Center Dubai, IMT-GT 
Subregional Cooperation.
6 July
virtual
Panellist 
SC-HDC Flagship Forum
6 August
Panellist in “National 
Halal Industry Blueprint 
- Malaysia as a Halal 
Leader” session
SUSTAINABILITY-LED BUSINESS COMMITMENT

SUSTAINABILITY REPORT 2021
36
Event
Date
Location
Role
WHBC2021 Final Webinar Series
3 September 
2021
virtual
Panellist in “Halal Pharmaceutical Ecosystem 
Boosted After Pandemic” session
UAH FB Live for series 4
5 September 
2021
virtual
Panellist in “Lulus KKM, Lulus Halal Tapi Bahaya?” 
session
UAH FB Live for series 5
12 
September 
2021
virtual
Panellist in “Apa sebenarnya produk supplemen?” 
session
UAH FB Live for series 7
26 
September 
2021
virtual
Panellist in “Ubat Halal Sukar Ke Nak Buat?” 
session
Pendanaan Industri Untuk Projek Komuniti organised by 
Pejabat Hubungan Industri (PHI) UKM in collaboration 
with Pusat Transformasi Komuniti Universiti (UCTC) UKM
20 October 
2021
virtual
Panellist
Continuous Medical Education (CME) Session organised 
by BIG Pharmacy
21 October 
2021 and 2 
November 
2021
Speaker on “Halal Pharmaceuticals Awareness 
with BIG Pharmacy”
Fiqh Halal: “Halalkah Ubat Anda?” Series 5 organised by 
Pusat Islam Universiti Malaysia Kelantan
9 November 
2021
virtual
Panellist
MyHalal programme on RTM1
3 December 
2021
TV
Guest panellist on “Farmaseutikal Halal: Perlu?”
Other Sponsorships & Participation in Strategic Halal Platforms 
•	
Sponsor and partner for the World Halal Business Conference 
(“WHBC2021”) themed “Halal - The Catalyst for Economic 
Recovery” organised by HDC on 9 September 2021 via full virtual 
platform.
•	
Sponsor for Ustaz Amri Halal Facebook Live which aired every 
Sunday from 15 August - 3 October 
•	
Sponsor for Bicara Halal: Hospital Patuh Shariah Program 
organised by Persatuan Alumni Akademi Pengajian Islam 
Kontemporari Universiti Teknologi Mara (PRACIS) on 24 October 
2021
•	
Sponsor for State of the Global Islamic Economy Report 2021-
2022 by DinarStandard, for which Chief Commercial Officer of 
Duopharma Biotech was interviewed on 28 May 2021.
•	
Participated in World Halal Summit and OIC Halal Expo 2021 
held at the Istanbul Congress Center, Istanbul, Turkey from 
25-28 November 2021. Duopharma Biotech met up with a few 
pharmaceutical companies in Turkey, MATRADE Turkey and 
SMIIC Secretary General and TC16 of The Standards and 
Metrology Institute for Islamic Countries (SMIIC) and discussed 
on the potential collaboration for halal pharmaceuticals.
Digital Outreach
For two months from 19 April to 18 June, CHC together with our 
Halal & Government Relations Department reached out to Malaysian 
consumers through a campaign to create more awareness of halal 
pharmaceuticals, directing those interested in knowing more to our 
digital platform, Halal4pharma.com. The campaign delivered creative 
messages targeting Muslims aged 35 years and above. 
Branding and Communication 
Throughout 2021, a series of branding and communication initiatives 
targeting thought leadership and halal pharmaceutical awareness 
was carried out, bringing a total estimated return of PR and ad value 
of RM0.8 million.
Duopharma-Academia R&D Collaborations
In 2021, we had engaged Universiti Sains Islam Malaysia (“USIM”) to 
conduct research on “The Use of Chinese Hamster Ovarian (“CHO”) 
Cell Line for Erythropoietin (“EPO”) Biosimilar from Halal Perspective”. 
The report is nearing completion, and we hope to present the paper to 
Panel Pakar Syariah, JAKIM, in 2022. 
Meanwhile discussions are ongoing with UKM on research 
demonstrating the value of halal pharmaceutical products entitled 
“Keutamaan pengguna terhadap nilai produk penjagaan kesihatan 
yang disahkan halal".
Moving forward, Duopharma Biotech will continuously ensure internal 
workforce competency aligned to Halal Certification requirements 
and updated with the current Halal development; continue to expand 
regional and international market presence in the areas of thought 
leadership, awareness and promotion on halal pharmaceuticals; 
continuously explore international media platform to internationalize 
Duopharma Biotech Halal pharmaceutical positioning; continuously 
participate and support the National Halal Agenda that would 
influence and strengthen the halal pharmaceutical supply chain and 
uptake of Duopharma Biotech halal products; and develop a 10-
year strategy for Halal from the year 2022 which outlines our Halal 
Strategy Roadmap to defend and grow through innovation & product 
development as well as enhancing domestic and international halal 
stakeholders’ relationships.
SUSTAINABILITY-LED BUSINESS COMMITMENT

DUOPHARMA BIOTECH BERHAD
37
OUR WORKFORCE & COMMUNITY
Our people and the people we 
serve – i.e., the community – are 
important to us, and we seek to 
create positive outcomes for both 
key 
stakeholder 
groups. 
This 
means providing a nurturing yet 
also stimulating and rewarding 
place to work; and responding to 
the needs of the underprivileged in 
society.
OCCUPATIONAL SAFETY & HEALTH
As an organisation that is involved in 
healthcare, the health and safety of our 
employees, contractors and visitors are 
among our top priorities. This is demonstrated 
by concerted efforts to continuously enhance 
our safety processes and procedures in order 
to uphold the highest standards of health and 
safety throughout our operations. 
We have a comprehensive Safety & Health 
Policy which ensures our operations are 
carried out safely, and that proper procedures 
as well as processes have been outlined for 
the safe use of all equipment and substances 
in our plants. Our Safety & Health Policy is 
guided by the Occupational Safety and Health 
Act (“OSHA”) 1994, Factories and Machinery 
Act (“FMA”) 1967 and other relevant statutory 
laws and regulations in Malaysia. The Policy 
is available on our website for easy reference 
for employees as well as other stakeholders.
The ultimate objective of our Safety & 
Health Policy is to minimise all identified 
Occupational Safety and Health (“OHS”) 
hazards across our sites and to “maintain as 
far as practicable the achievement of zero 
reportable accident rate at the workplace”.
Our Safety & Health Policy is guided 
by the Occupational Safety and 
Health Act (“OSHA”) 1994, Factories 
and Machinery Act (“FMA”) 1967 and 
other relevant statutory laws and 
regulations in Malaysia.

SUSTAINABILITY REPORT 2021
38
OUR WORKFORCE & COMMUNITY
SAFETY GOVERNANCE 
At Duopharma Biotech, safety is everyone’s responsibility. Although 
our SHE department is entrusted with the identification, assessment, 
review and monitoring of potential OHS hazards, we seek to create a 
culture in which everybody is aware of what it means to work safely 
and naturally adopts safe behaviours. 
In order to carry out its critical function to the best of its ability, our 
SHE department works together with other designated departments, 
such as engineering and administration departments, to oversee 
existing controls, review their effectiveness, make recommendations 
and implement additional controls if deemed necessary.
Within our structured safety governance framework, our Group 
Management Committee (“GMC”) oversees the activities carried out 
by our SHE department; while the Group’s overall safety performance 
is reviewed by the RMSC. The GMC is updated on our OHS 
performance every month; while the Board of Directors and RMSC 
receive updates from the GMC on a quarterly basis. 
WORKERS’ CONSULTATION AND PARTICIPATION 
Each operations site has its own Safety and Health Committee 
comprising representatives from the operations and the management 
team. Since the pandemic, the committees’ quarterly meetings have 
taken on a hybrid form with some members joining virtually. 
Among others, the committees’ roles and responsibilities include:
•	
Reviewing SHE-related policies
•	
Conducting workplace inspections and proposing ways to 
enhance safety
•	
Getting involved in SHE awareness programmes
•	
Being part of site Emergency Response Teams during 
emergencies
•	
Assisting in the review of workplace tasks and suggesting safer 
ways of working
•	
Being part of investigating teams in SHE-related incidents
IDENTIFICATION OF WORK-RELATED HAZARDS AND RISKS
All potential hazards related to ongoing and planned activities at our 
operation sites are identified and assessed according to probability 
and severity of occurrence. The SHE team regularly reviews the 
resulting risk rating, while assessing the effectiveness of controls that 
are in place. Where any control is deemed inadequate, additional 
measures will be recommended to fill the gaps. 
SAFETY REPORTING
We encourage everybody to be vigilant of safety gaps and hazards 
and to report any unsafe incident or unsafe condition using the Unsafe 
Condition, Unsafe Act (“UCUACT”) forms. In addition, all employees 
are advised to notify their local Safety and Health Committee 
members should they have OHS concerns.
All work-related OHS incidents must be reported to the SHE team 
within 24 hours, following which the team will conduct the necessary 
investigations and produce an OHS Incident notification. This 
notification is circulated to everyone across the Group via email. 
Upon the completion of full investigations, the SHE team will propose 
appropriate corrective and preventive measures.
In the event of an emergency, employees have been trained to notify 
the relevant personnel and to obtain help if needed. The Company 
has also trained first responder teams at sites, while procedures have 
been established to escalate the situation to senior management 
if required. Duopharma Biotech tests our emergency response 
procedures annually. In 2020, we revised our Business Continuity 
Management Systems (“BCMS”) and structure to enhance our ability 
to handle identified events.

DUOPHARMA BIOTECH BERHAD
39
AWARENESS PROGRAMMES
The SHE department conducts regular 
briefing sessions with all operations staff. 
During these sessions, the department 
reinforces the need to work safely; discusses 
safety concerns; and shares OSH updates. 
During the pandemic, these activities were 
conducted either fully online, or in some 
hybrid format.
The yearly Halal, Integrity and  Sustainability 
(“HIS”) event is also used as a platform to 
enhance staff awareness of occupational 
safety. This year’s HIS was conducted fully 
online.
Contractor Management
All contractors must go through SHE induction 
before being allowed to work at our sites. In 
addition, frequent checks and inspections 
are conducted to ensure compliance with our 
Safety & Health Policy at all times.
EMERGENCY PREPAREDNESS AND 
RESPONSE
In 
2020, 
Duopharma 
Biotech 
revised 
our BCM framework. Under this revised 
framework, teams have been put in place to 
handle crises and events according to their 
severity. Site Emergency Response Teams 
(“ERTs”) are well trained and act as the first 
on-site responders. Escalation procedures 
have been formulated and are in place to 
manage potential crises.  
Should 
a 
crisis 
unfold, 
the 
Crisis 
Management Team will be mobilised to 
assume responsibility for the scenario. 
Post-crisis, teams such as our Damage 
Assessment Team and Recovery Teams will 
take over as per our new Business Continuity 
(“BC”) framework. This new framework 
helps to ensure the capability to execute 
rapid recovery and to follow through with 
appropriate remedial action according to the 
BC Plan.
SAFETY PERFORMANCE
The number of OHS incidents increased year-on-year especially in machine related incidents, 
prompting our SHE Department to outline various mitigation actions including:
•	
Identification of high-risk activities and processes
•	
Implementation of tighter controls in relation to high-risk activities and processes
•	
Increasing awareness of safety and health while at work
OHS Performance, from 2018-2021  
2018
2019
2020
2021
Lost time incident (“LTI”)
5
6
4
9
Total recordable cumulative frequency (“TRCF”)
1.14
1.58
1.17
1.92
Recordable incidents
5
8
5
9
Penalty from authorities
0
1
1
0
Our target is to achieve zero LTI and a TRCF of 1.28 or less.
TALENT RECRUITMENT & RETENTION
RECRUITMENT
We believe we are only as good as our people, hence we are always on the lookout for fresh 
talent while continuously developing existing talent to help them realise their true potential. 
Not only does this increase our intellectual capital, it also enhances the level of professional 
satisfaction among our employees.  
External talents are sought via advertisements on job portals and social media. At the same 
time, we welcome write-in applications and employee referrals. Due to the pandemic, we have 
avoided face-to-face interviews in the last two years, replacing these with virtual sessions. As 
part of the screening process, all shortlisted candidates were first requested to share a self-
introductory video. Shortlisted candidates were then invited for a virtual interview. 
In terms of recruitment, Duopharma Biotech is fortunate as we are one of the most sought-
after employers. In 2021, we were among HR Asia Best Companies to Work for in Asia for the 
sixth consecutive year; as well as a recipient of the Graduate’s Choice Award 2021, for the 
third year. Our reputation as an employer of choice played a role in the ease with which we 
were able to recruit a total of 94 talents for supervisory to management level positions during 
the year under review. Among the criteria for bringing in external talents are their experience, 
cognitive abilities and skills sets.
OUR WORKFORCE & COMMUNITY
NO. OF NEW TALENTS AT DIFFERENT PREMISES
HAPI Plant
KL 
Headquarters
Klang Plant
Duopharma 
Innovation
Bangi Plant
55
23
4
7
5

SUSTAINABILITY REPORT 2021
40
Graduate Trainee Programme
Due to the pandemic, we did not recruit any 
fresh graduates under our management 
trainee programme, ProGrad. However, we 
have been working on the career microsite of 
our website to make it more user-friendly and 
attractive to young talent. We hope to launch 
the revamped microsite in 2022.
EMPLOYEE ENGAGEMENT
We recognise it is important for our people to 
feel engaged as this contributes significantly 
to job satisfaction, as well as a sense of 
connectedness with the Company’s goals 
and objectives. We therefore invest in various 
activities to maintain strong communication 
lines between Management and employees 
as well as among employees themselves. 
The 
following 
channels 
are 
used 
to 
communicate with our employees:
•	
Townhalls – at these quarterly events, 
our Group Managing Director (“GMD”) 
provides 
updates 
on 
the 
Group’s 
performance, and recognises outstanding 
performance. GMD also announced key 
updates of Kelab PETIRR. The sessions 
are held live simultaneously at all sites 
online.
•	
Intranet – all activities organised by 
Group Human Resources are posted on 
our intranet, HR Updates. 
•	
E-mail – Management and HR send 
out e-mails regularly to share important 
messages or news on COVID-19 SOPs, 
safety 
measures 
and 
requirements, 
as well as to provide updates on new 
recruits, 
resignations, 
promotions, 
transfers, restructuring, etc.
•	
Social media (Facebook, Instagram, 
LinkedIn) – all HR-related activities are 
uploaded onto our own social media 
platforms. These include awards and 
recognition, and company social events.
Employee Engagement Survey
We undertake an annual Employee Engagement Survey in order to keep a pulse on how 
connected employees feel to the organisation, as well as how motivated they are in carrying 
out their work. We also use the survey as an opportunity to obtain important feedback on 
how we can improve in terms of delivering on our employee value proposition. To encourage 
openness and honesty, the survey is carried out by an independent consultant, Willis Towers 
Watson.
In 2021, we garnered a participation rate of 98%, demonstrating employees’ willingness 
to share their opinions with us. Most encouragingly, despite the pandemic, we achieved 
an engagement score of 90%, which was two percentage points higher than our score in 
2020, and which continues to exceed our target of 85%. Focus group discussions have been 
planned for the four departments with the lowest scores to better understand and address our 
employees’ concerns.
2021
2020
2018
2019
100 -
90 -
80 -
70 -
60 -
50 -
40 - 
30 -
20 -
10 -
0 -
87%
91%
88%
90%
OUR WORKFORCE & COMMUNITY

DUOPHARMA BIOTECH BERHAD
41
Engagement Activities 
Other than to communicate corporate-related news, we keep connected with our employees through a range of social events, health-related 
activities as well as activities that cater to their personal interests. 
Activities organised in 2021 are as follows:
Event
When
Description
Let’s Exercise & Be 
Healthy Posters
February
HR Department shared different exercise posters every week for a month to promote a healthy 
lifestyle.
2021 Chinese New Year 
Contest
February
Employees posted Chinese New Year celebration photos and videos on their Facebook and 
Instagram, tagging Duopharma Biotech
Talk - Benefit of Healthy 
Eating
31 March
The talk, by dietitian Ms Gursharon Gill, was organised in collaboration with Bank Islam via 
zoom.
Healthy Eating Posters 
& Crossword Puzzle
March and 
2-7 April
HR Department shared weekly posters on healthy food throughout March, and came out with 
crossword puzzles on healthy eating early April.
EPF Talk 
27 April and 
17 August
The Employees Provident Fund (“EPF”) presented talks on EPF withdrawal, Financial Planning 
& Retirement Scheme.
Biskut Raya Giveaway
4 May
Duopharma organized Biskut Raya Giveaway to all employees during the fasting month. The 
Biskut Raya were made and supplied by several employees and part of the profits from their 
sales were contributed to the Employee Relief Fund. Biskut Raya was distributed to all staff 
in Klang, Bangi, Glenmarie & Kenanga office. Biscuits were also couriered to the depots for 
outstation staff.
Quarterly Townhalls
23 March,  
7 May, 24 
August 
and 24 
November 
Duopharma conducted quarterly Townhall sessions at all its sites on quarterly basis.  The 
sessions act as communication platforms between the management and employees. The 
townhall for 2021 was held via Zoom.
Gardening Challenge 
(Photos & Videos 
contest)
 8-21 June
The challenge, held in conjunction with Environment Day, encouraged staff to appreciate the 
earth by promoting gardening activities.
Happy World Friendship 
Day & Friendship 
Wishes Challenge 
26-31 July
Organised in conjunction with World Friendship Day, the challenge inspired staff to  
acknowledge their friendship with the staff in the Company through the Padlet website whereby 
employees upload their wishes and photos in the website. 
Merdeka Posters & 
Contest
August 
and 3-7 
September
Prior to Merdeka, posters on Malaysia’s Journey to Independence were shared to all staff. This 
was followed by crossword puzzles on Independence Day. 
Donation for Charity 
Campaign
20-30 
September
Employees donated items such as newspapers, clothes, accessories, books, shoes, etc to 
Persatuan Amal Seri Sinar and The Salvation Army.
Kajang Plaza Medical 
Centre Talk
28 
September
Talk on Common Mental Health Problem During Pandemic by Kajang Plaza Medical centre
World Mental Health 
Day
15, 22 and 
29 October
Duopharma celebrated World Mental Health Day by sharing information on burnout, anxiety and 
depression via posters.
Befrienders Talk
14 October
In conjunction with World Mental Health Day, we organised a talk by Befrienders on Listening 
Skills to Support Those Who are Struggling Emotionally.
Programme ROSE
October
Free cervical screening was organised for B40 employees in Malaysia in collaboration with Rose 
Foundation, an NGO focused on Women and Cervical Cancer.
Deepavali Festival 
Contest
November
Staff posted their Deepavali celebration photos tagging Duopharma Biotech on Instagram and 
Facebook
OUR WORKFORCE & COMMUNITY

SUSTAINABILITY REPORT 2021
42
Long Service Awards
The Long Service Awards is organised to 
recognise the loyalty and contributions of 
those about to retire as well as employees 
who have worked for 10, 15, 20, 30, 35 and 
40 years. In 2021, we feted a total of 159 
employees. Due to the Movement Control 
Order (“MCO”), the occasion was pared down 
to the respective Chiefs presenting plaques 
and door gifts to the recipients at separate 
events in November 2021. Meanwhile, nine 
employees who were retiring received Gold 
Medallions at an event held on 10 December 
2021 at Le Meridien Putrajaya Hotel.
Employee Relief Fund (ERF)
ERF, established in February, is a fund by 
employees for employees. Through the ERF, 
we channel employee donations to other 
employees in need. Funds are provided to 
employees who: 
•	
Are affected by natural disasters such as 
floods, fire, typhoon, etc
•	
Have to care for an immediate family 
member with a serious illness 
•	
Have suffered the death of an immediate 
family member 
 
Employees are welcome to make donations/
contributions at any time through:
•	
Donation boxes 
•	
Participation in activities organised by 
HR, e.g., online Entrepreneur Bazaar, 
Maruku Sales and sales of Biskut Raya 
made by employees 
•	
Kelab PETIRR’s online ERF account 
Other sources of ERF are unclaimed lost 
& found items and proceeds from sales of 
scrap items.   
Employees with the conditions mentioned 
above can apply by filling up the ERF form. 
An ERF Committee will review the form for 
approval. The ERF Committee consists of 
Chief Manufacturing Officer, Chief Technical Officer, Human Resource Head of Department, 
Finance Head of Department (Klang and Bangi), and Union Head, Klang and Bangi.
Professional Training and Education for Growing Entrepreneurs (PROTÉGÉ)
PROTÉGÉ is a Ministry of Entrepreneur Development and Cooperative (“MEDAC”) initiative 
to upskill   unemployed graduates in order to increase their marketability in the workspace. 
We support the programme by providing participants with 12-month on-the-job training 
via attachment to various departments, as well as sessions on grooming and etiquette, 
communication and networking skills, organisational adaptability, creative and analytical 
thinking, sustainability, entrepreneurship and values. 
For 2021, the group project that was given to the Protégé Trainees is to produce a video 
on GMC portfolio namely Consumer Healthcare (CHC). We also took in 50 trainees under 
the scheme, seven of whom will be given full-time employment in 2022. The Company will 
collaborate with the Protégé secretariat to meet the 2022 target which is a work in progress 
with the Protégé secretariat.
Year
No. of Protégé Absorbed
by Company
Quota Approved by MEDAC
2018
29
64
2019
31
50
2020
28
50
2021
0
50
EMPLOYEE LEARNING AND DEVELOPMENT
We believe in providing continuous learning and development opportunities to our employees 
in order to help them realise their true potential, as well as to benefit from better performance 
and productivity. 
Under our Learning & Development (“L&D”) framework, we develop individual learning 
journeys for each employee from their first day at Duopharma Biotech. The framework covers 
five areas: 
•	
On-Boarding: Training for new recruits which introduces them to our culture, values and 
way of working. 
•	
Core Learning: Soft skills training to help all employees work effectively and harmoniously.  
•	
Professional Learning: Foundation and functional courses that enable employees to carry 
out their roles effectively. 
•	
Leadership Learning: Management and leadership skills for supervisors onwards.
•	
Talent Development: To develop identified talents for higher roles.
Training is based on ensuring employees have the competencies required to perform their 
tasks optimally. Using our competency model, we assess the competency level of individual 
employees and undertake development intervention to fill any gaps identified. Duopharma 
Biotech’s L&D team came out with a detailed infographic on Duopharma Biotech’s L&D 
framework and also a homemade video on Duopharma Biotech’s L&D framework and 
shared with all employees as a reminder that no one gets left behind in the learning journey.
OUR WORKFORCE & COMMUNITY

DUOPHARMA BIOTECH BERHAD
43
Based on the competency needs of our employees as well as that 
of the organisation as a whole, HR prepares an annual training 
calendar. This is shared with superiors, to nominate employees for 
the different courses; and employees themselves, allowing them 
to sign up for programmes they feel are relevant to their needs. 
Registration is via an online system which stores all relevant 
Duopharma Biotech training data. We also continued using our 
Human Resource Management System (“HRMS”), e-training module 
for the supervisory level and above.
In addition to training organised by HR, staff are given the opportunity 
to attend other technical and soft skills trainings based on their 
respective development plans. Discussions are held on these 
development plans with immediate superiors during the annual 
appraisal session.
We promote mentoring, reverse mentoring (junior members 
mentoring the seniors) and coaching by superiors. We also provide 
stretch assignments where talents work on various projects either in 
teams or individually as we believe that one of the best methods of 
learning is on the job training.
Trainings are held in house and staffs are also encouraged to attend 
public trainings. Close monitoring and updating was done to ensure 
the targets were achieved. 
Learn It Yourself Challenge 
In 2021, we introduced an e-learning platform, called e-latih, to 
empower employees to learn on their own in their own time, at their 
own pace. To promote the self-learning, we ran a Learn It Yourself 
Challenge that rewarded the person who completed the most 
courses every month with RM100. The L&D team then collaborated 
with Kelab PETIRR to turn it into a house competition where we had 
a total of 117 employees participating in this learning challenge.
Budget & Training Hours
The total budget allocated for training in 2021 was RM 900,000 while 
our total expenditure on training in 2021 amounted to RM982,402.46, 
averaging RM680.81 per employee. This amounted to 99.23% of our 
training budget and included both training expenses as well as talent 
assessment costs. Once again, we exceeded our training hours 
targets for the year.
OUR WORKFORCE & COMMUNITY
TRAINING HOURS (ON AVERAGE)
2021
Category
Number of
staff
Training
Hours
Total
Training
Hours per
Employee
Training
Hours
Target per
employee
Blue
284
13,732.3
48.35
32
Red
466
14,860.75
31.89
16
Green
693
6,244.2
9.01
8
Total
1,443
34,837.25
24.14
2020
Category
Number of
staff
Training
Hours
Total
Training
Hours per
Employee
Training
Hours
Target per
employee
Blue
271
9,229.25
34.06
32
Red
449
8,124.5
18.09
16
Green
684
6,867.25
10.04
8
Total
1,404
24,221
17.25
2019
Category
Number of
staff
Training
Hours
Total
Training
Hours per
Employee
Training
Hours
Target per
employee
Blue
 248
12,414
50.06
32
Red
389
18,643.35
47.93
16
Green
664
9,156.25
13.79
8
Total
1,301
40,213.6
30.91

SUSTAINABILITY REPORT 2021
44
Actual
Target
As at 31 December 2021
48.35
32
16
31.89
8
9.01
As at 31 December 2020
34.06
32
16
18.09
8
10.04
TRAINING STATISTICS
TRAINING HOURS PER EMPLOYEE
As at 31 December 2019
50.06
32
16
47.93
8
13.79
TRAINING HOURS PER EMPLOYEE 2021, MALAYSIA
Category
No. of 
staff
Total No.  
training hours
Total No. training 
hours per 
employee
Training hours 
target per 
employee
Senior Executives to Top Management
284
13,732.3
48.35
32
Supervisors, Technician and Executives
466
14,860.75
31.89
16
Clerical & Manufacturing Employees
693
6,244.2
9.01
8
Year
2019
2020
2021
Total number of training hours
40,214
24,221
34,837
Total number of training hours per employee
31
17
24
From the table above, it can be seen that both the total number of training hours offered in 2021 as well as total number of training hours per 
employee are steadily increasing to pre-COVID levels.
No. of Staff 
Male
Training Hours
Female
Training Hours
1,443
782
16,339.9
661
18,497.35
Although there are more men than women in Duopharma Biotech, women underwent more training hours in total as well as per employee. 
While the average for each male employee was 20.9 hours; that for each woman was 28.0 hours.
OUR WORKFORCE & COMMUNITY

DUOPHARMA BIOTECH BERHAD
45
Our target for the regional offices is set at eight hours of training 
per employee. We did not meet this target in Indonesia and among 
supervisors/technicians/executives in the Philippines because of 
difficulties encountered in physical attendance at training courses. 
In 2022, we plan to launch an e-Learning Management System 
which will be able to host in-house as well as off-the-shelf content. 
With the online system, employees will be able to learn anytime and 
anywhere based on their availability. We will also secure more places 
for regional staff to attend virtual courses run by Group HR.
Talent Management & Succession Planning
Every year, our Heads of Department and respective Chiefs nominate 
high-potential employees for our talent pool. Subsequent to appraisal 
by our Talent Review Committee, approved high-potential talents 
undergo assessments to determine their aptitude, behaviours, 
competencies and Emotional Quotient (“EQ”). They are then prepared 
for leadership roles within the Group through appropriate training and 
other interventions.
FAIR EMPLOYMENT PRACTICES
Living up to our core values of Integrity, Responsible and Respect, 
we do not just adhere to all relevant laws and regulations regarding 
employment practices but seek to exceed labour policy requirements 
in areas such as wages, benefits, diversity and inclusivity. This is 
integral to our employee value proposition and helps to attract the 
best talents. 
Wages and benefits
We benchmark our salaries against industry standards and offer 
competitive packages commensurate with employees’ level of 
responsibility within the organization. In addition to it, we have always 
adhered to the minimum wage law in all the countries where we 
operate and as for employees in Malaysia, we abide by Minimum 
Wage Order 2020 as gazetted by Malaysia’s Government.
In addition, we offer corporate benefits such as medical coverage and 
term life policies, housing and car loan interest subsidies, annual and 
sick leave as well as maternity and compassionate leave.
In view of the pandemic-induced economic slowdown, many 
companies have had to furlough staff and reduce salaries. In contrast, 
Duopharma Biotech has not cut any salaries in our manufacturing 
sites; instead, we have continued to recognise the hard work of our 
employees by paying out bonuses to all eligible employees.
Freedom of Association
We fully support employees’ right to collective bargaining and allow 
them to join unions as per the Employment Act and the Trade 
Union Act. No less than 693 Green Book employees are members 
of the National Union of Petroleum and Chemical Industry Workers 
Peninsular Malaysia (“NUPCIW”). Management enjoys a good 
working relationship with the union’s leaders, and liaises closely with 
them on employment terms and policies. 
Turnover Rate
In 2021, our turnover rate increased slightly, from 8.08% in 2020 
to 13.02%, partly because as more businesses started re-opening, 
employees once again had the choice of trying out different places 
of employment. However, our turnover rate was still lower than the 
industry average, indicating Duopharma Biotech’s strength as an 
employer of choice. 
OUR WORKFORCE & COMMUNITY
Training statistics for 2020 (Regional offices)
 
No. of 
Staff 
Total Training 
Hours
Training hours
 per employee
 (Blue Book)
Training hours
per employee 
(Red Book)
Singapore
10
95.5
13.1
5.4
Indonesia
6
12.0
2.0
2.0
Philippines
39
221.0
5.1
5.3
Training statistics for 2021 (Regional offices)
 
No. of 
Staff 
Total Training 
Hours
Training hours
per employee
 (Blue Book)
Training hours
per employee
(Red Book)
Singapore
9
90
10
10
Indonesia
7
30
5
0
Philippines
30
271.5
13.25
6.9

SUSTAINABILITY REPORT 2021
46
Diversity & Inclusivity
We recognise the merits of having a diverse workforce, and seek to 
attract a good mix of employees from different cultural and ethnic 
backgrounds as well as ages, while maintaining a fair balance of 
the sexes. With diversity, we enrich our intellectual capital and 
strengthen our decision-making capabilities. To celebrate diversity, 
all employees are treated equally, and we do not tolerate any form 
of discrimination. In December 2021, the Board has approved the 
adoption of a Diversity Policy for the Board of Directors and Senior 
Management and pursuant to the recommendation under the 
Corporate Governance Guide (4th Edition) issued by Bursa Malaysia 
Berhad in December 2021, the Board also approved a Fit and Proper 
Policy for the Board of Directors and Senior Management (“Fit and 
Proper Policy”) in January 2022.
Details of the Diversity Policy and the Fit and Proper Policy have been 
disclosed in the Report of the NRC that is included in the AR 2021.
The number of employees Group-wide increased by 3.04% from 2020 
to total 1,594. Of this total, 63.99% are Bumiputera, 13.80% Chinese, 
13.24% Indian and the remaining 8.97% employees represent other 
ethnicities – presenting a good mix that roughly mirrors that of the 
country’s population. 
TURNOVER RATE
13.02%
2021
8.08%
2020
12.44%
2019
14.00% -
12.00% -
10.00% - 
8.00% -
6.00% -
4.00% -
2.00% -
0.00% -
EMPLOYEES DEMOGRAPHIC BY NATIONALITY
1,334
1,419
1,495
10
10
9
6
6
7
40
39
30
60
54
19
19
19
34
Malaysian
Filipino
Singaporean
Nepalese
Indonesian
Myanmar
2019
2020
2021
NUMBER OF EMPLOYEES
2021
2020
2019
1,469
1,547
1,594
OUR WORKFORCE & COMMUNITY

DUOPHARMA BIOTECH BERHAD
47
Gender Equality
In terms of gender, although we continue to have more male employees (841) than female employees (753), women make up 49.1% of our 
middle to top management, and 40% of our Board of Directors – exceeding the Government’s requirement for women to occupy at least 30% 
of decision-making positions. We have been able to retain women at senior levels because of inclusive policies. Women receive equality of 
salary range at the same job grade level as men. We also extend support to women who need to balance their family responsibilities with that 
of work.
For expecting mothers, we offer:
•	
designated parking spaces 
•	
time off for monthly maternity check-ups
•	
90-day paid exclusive maternity leave and maternity assistance
EMPLOYEES DEMOGRAPHIC BY NATIONALITY
Myanmar
Indonesian
Nepalese
Singaporean
Filipino
Malaysian
2020
1.23%
2021
1.19%
1.88%
0.44%
0.56%
93.79%
2.13%
3.49%
2.52%
0.39%
0.65%
91.73%
2019
1.29%
4.08%
2.72%
0.41%
0.68%
90.81%
OUR WORKFORCE & COMMUNITY

SUSTAINABILITY REPORT 2021
48
Disabled Employees
As an equal opportunity employer, we are open to taking on Persons 
With Disability (“PWD”). Since 2019, we have employed one PWD 
who is working as an Operator at one of the manufacturing sites. 
Employees are encouraged to provide support to such staff. 
Retired Employees
We recognise the immense knowledge and expertise that our older 
employees have, and offer to extend the services of those approaching 
retirement wherever possible via contract employment. Company 
will also provide extended coverage of the Group Hospitalisation & 
Surgical (GHS) up to 70 years old with the same coverage for the 
permanent staff, whereby the premium is fully paid by the employees 
at Company’s corporate rate.
Non-Compliance 
Despite the uncertainties of the pandemic, Duopharma Biotech has 
strictly adhered to all relevant labour-related policies and guidelines. 
As a result, there has been no incidence of non-compliance with 
regulations in the year 2021.
EMPLOYEES BREAKDOWN BY GENDER
(JG 18 & 
above) Top 
Management
(JG10 & 
below)  
Non-Executive
(JG13 - JG17)  
Senior &  
Mid 
Management
(JG11 - 
JG12)  
Executive
Male
2019
Male
2020
Male
2021
Female
2019
Female
2020
Female
2021
700 -
600 -
500 - 
400 -
300 -
200 -
100 -
0 -
609
116
59
8
415
190
70
2
643
110
69
7
444
194
78
2
650
108
75
8
460
213
76
4
DISABLED STAFF (Number of employees)
2021
2020
2019
1
1
1
OUR WORKFORCE & COMMUNITY

DUOPHARMA BIOTECH BERHAD
49
COMMUNITY OUTREACH
As an extension of promoting healthier lives, we believe in promoting 
better lives. That means contributing in meaningful ways to 
communities that are marginalised in order to close some of the gaps 
that exist. Our community outreach programmes focus on three key 
areas:
•	
Uplifting the lives of the underprivileged
•	
Enhancing quality education for all
•	
Providing humanitarian relief 
During the year, we undertook the following initiatives:
•	
Aiding Front-liners: We contributed RM9,000 worth of Proviton 
CoQ10 and Uphamol 650 to front-liners working at the COVID-19 
Vaccination Centre in Bangi. The Uphamol team also raised 
RM20,000 for the purchase of Personal Protective Equipment 
(“PPE”) for front-liners in Hospital UiTM Puncak Alam from an 
Instagram campaign in which RM5 was donated for every photo 
posted of a Malaysian who had been vaccinated. 
•	
Raising Awareness of Autism: CHAMPS® collaborated with the 
National Autism Society of Malaysia (“NASOM”) for the fifth year 
running to raise awareness of autism. Our team also collaborated 
with Guardian Malaysia to channel RM1 from the sale of every 
CHAMPS® Vitamin C promotion to NASOM. This initiative raised 
RM81,890 for NASOM.
•	
Champs also contributed RM15,000 to Persatuan Kebajikan 
Anak-Anak Istimewa Selangor. They are responsible to develop 
education program for children with special needs in order to 
enhance the potential of each child throughout their school year.  
•	
Getting Smart: We contributed RM1.5 million to CERDIK, a 
programme initiated by the Ministry of Education and the Ministry 
of Finance to provide 646 laptops with data connectivity to 
students from low-income families. 
Separately our Halal and Government Relations Department 
organised/sponsored the following events:
•	
An eight-episode Facebook series conducted live by Ustaz Amri 
on halal pharmaceuticals from 15 August to 3 October 2021.
•	
Bicara Halal: Hospital Patuh Shariah Program held on 24 October 
2021, organised by Persatuan Alumni Akademi Pengajian Islam 
Kontemporari (PRACIS), UiTM mainly to reach out to UiTM's 
surrounding community, including students, industry and general 
public; enhance halal knowledge and the development of the 
halal industry.
Our sports club i.e., Kelab PETIRR, also contributed to the following:
•	
Volunteered in Flood Relieve efforts in Karak, Pahang 
•	
Donated RM10,000 to Duopharma’s Emergency Relieve Fund for 
staffs affected by flood
NON-COMPLIANCE WITH LAWS AND REGULATIONS
(Number of cases)
2021
2020
2019
0
2
0
OUR WORKFORCE & COMMUNITY

SUSTAINABILITY REPORT 2021
50
PLANET PERFORMANCE
As 
a 
pharmaceuticals 
manufacturer, Duopharma Biotech 
necessarily has an impact on the 
environment. Being responsible, 
we seek to minimise as far as 
possible any negative footprint 
we have while putting in place 
systems and processes to create 
positive outcomes.
WASTE REDUCTION & MANAGEMENT
Waste 
management 
at 
Duopharma 
Biotech comprises three main elements: 
1) minimising the use of materials in 
manufacturing and general operations; 2) 
recycling or repurposing waste to avoid 
waste to landfill; and 3) proper disposal of 
scheduled (hazardous) waste to prevent 
any public health concerns. Waste that 
cannot be recycled is sent to municipal 
landfills.
Reduced Consumption
Under our employee-driven Continual 
Improvement (“CI”) programme, teams 
identify ways in which we can enhance 
efficiencies across our value chain. Some 
of the projects initiated create positive 
environmental outcomes either directly or 
indirectly by increasing yields while using 
fewer resources. During the year, one team 
was able to reduce the volume of cartons 
used in packaging for the manufacture of 
Diametex at our site in Klang by 10%. The 
initiative will help to save 0.5 tonnes of 
paper per annum.
Meanwhile, paper consumption across 
the Group has been steadily growing 
in tandem with increasing production 
volume, which requires more paper work 
as well as packaging. As lowering our 
production is not an option, we seek to 
address the situation by reducing the 
volume of paper used for administrative 
purposes. During the year, we were able 
to reduce the number of forms needed 
for transaction changes by consolidating 
up to 10 changes into one form. This 
has the potential of reducing our paper 
consumption for change requests up to 
90%.

DUOPHARMA BIOTECH BERHAD
51
PLANET PERFORMANCE
2021
2020
2019
2018
TOTAL WASTE GENERATED AND % 
RECYCLED
Recycling
Staff are encouraged to recycle paper, 
plastic and glass by discarding items made 
of these materials in recycling bins which 
have been placed at all our offices and sites. 
We monitor non-scheduled waste produced 
and recycled at all three plants, with the 
intention of reducing waste generation while 
increasing the volume that is recycled. We 
have a dedicated contractor that has been 
recycling waste for Duopharma Biotech for 
quite some time and this is the first year that 
we reported the data as it was not tracked 
properly previously.
Scheduled waste
Our plants produce six types of Scheduled Waste (“SW”), which are collected by licensed 
operators and disposed of according to regulations. 
Scheduled waste from the different sites in 2021 (kg) & disposal method
Type
Description
Klang
Bangi
Glenmarie
Total
Disposal 
method
SW109
Electrical/
electronic waste 
0
0
0
0
Incineration
SW204
Sludge
0
5,870
0
 5,870
Recovery then 
landfill
SW322
Non-halogenated 
solvents
0
0
3,460
 3,460
Recovery then 
incineration
SW401
Spent alkaline
0
0
0
0
Recovery
SW405
Gelatinous waste
0
22,320
0
22,320
Landfill
Pharmaceutical 
waste
31,120
85,938
0
117,058
Incineration
Denatured 
alcohol
0
0
0
0
Recovery
SW409
Contaminated 
containers
0
20,770
0
20,770
Recovery then 
landfill
Total
31,120
134,898
3,460
169,478
Our target is to reduce scheduled waste generation by 3% annually. We have met this target 
since 2020, when we achieved a 26% reduction. The momentum continued in 2021, when 
we further decreased the generation of scheduled waste by another 33.9%. The significant 
reduction from 2019 to 2020 was due to the pandemic which resulted in reduced demand 
for pharmaceutical products, especially Ethical Specialty and Classic treatments, hence also 
lower production volumes. The sizeable reduction from 2020 to 2021 was due to improved 
yield and better management of finished goods stock resulting in the disposal of fewer expired 
products.
Klang
Bangi
Total
 waste
(tonnes)
%
waste
recycled
Total
 waste
(tonnes)
%
waste
recycled
2020
519
na
578
8.1
2021
427
34
585
7.1
PAPER CONSUMPTION INTENSITY 
(REAMS PER EMPLOYEE)
400.0-
300.0-
200.0- 
100.0-
0.0-
2021
2020
2019
2018
TOTAL SW DISPOSED FROM ALL SITES 2018-2021 (MT)
6.0508
6.1282
6.2958
6.4834
169.5
256.6
344.0
309.0

SUSTAINABILITY REPORT 2021
52
PLANET PERFORMANCE
Energy Consumption 
Energy consumption is directly related to the emission of carbon dioxide and other Greenhouse 
Gases (GHG) responsible for climate change. To reduce our GHG emissions, we aim to 
increase our energy efficiency throughout our operations. Our target is to lower our energy 
intensity by 5% every year.
Energy-saving initiatives implemented include:
•	
Replacing old fluorescent tubes and metal halide high bay lights with energy-efficient Light 
Emitting Diodes (LED)
•	
Using solar panel powered street lighting in our manufacturing compounds
•	
Upgrading and replacing inefficient machinery 
•	
Installing motion detectors to turn off lights in areas where there is no human movement
During the year, two initiatives to reduce our energy consumption were launched as a result 
of the CI programme. These were:
•	
Management and optimising of chiller/heating and compressed air facilities in Bangi and 
Klang
•	
Installation of a smart lighting system at the K6 warehouse in Klang saved 161.56 MWh 
year eq to 94.51 MTCO2e/year
We have been monitoring our electricity 
consumption at our facilities since 2017. As 
the tables above indicate, both electricity 
consumption as well as electricity intensity 
have reduced from 2020 to 2021. The 
reduction in total consumption was due to 
various energy conservation projects while 
better performance in terms of intensity was 
the result of the measures taken to enhance 
efficiencies and reduce waste.
In the second half of 2021, we conducted an 
energy and water audit in order to understand 
our consumption patterns better and to be 
able to outline a roadmap to further increase 
our energy efficiency in the upcoming 
years. This will be important in meeting our 
commitment to achieving Carbon Neutrality 
by 2030 and Net-Zero emissions by 2050. 
We also monitor the diesel consumption of 
machinery at our plant in Klang. During the 
year, diesel consumption dropped by 8.8% 
due to lower production volume, especially 
for liquid/sterile products and phasing out 
of diesel material handling equipment to 
material handling equipment using electricity. 
2021
2020
2019
2018
DIESEL CONSUMPTION (litres)
2021
2020
2019
2018
ELECTRICITY CONSUMPTION (kwh)
38,392,894
39,126,593
41,907,281
41,466,781
1,426,505
21,720,119
15,246,270
2,102,189
21,464,146
15,560,258
4,069,374
22,050,571
15,787,336
2,470,912
21,833,839
17,162,030
Klang
Bangi
Glenmarie & HQ
ELECTRICITY INTENSITY IN KLANG AND BANGI (kwh/million units produced)
2018
2019
2020
2021
21,677
17,867
22,294
19,848
412,889
361,991
378,225
345,063

DUOPHARMA BIOTECH BERHAD
53
CARBON FOOTPRINT
In 2021, together with UNGCMYB, Duopharma Biotech conducted 
an exercise to evaluate the Group’s readiness to sign the UNGC’s 
Business Ambition for 1.5°C, which would commit us to reduce our 
emissions in line with science-based targets aimed at limiting global 
warming to 1.5°C as per the Paris Agreement; and transitioning 
towards a net-zero emissions economy. 
During the exercise, we also put in place systems and tools to measure 
our scope 1 and scope 2 emissions, namely all our direct emissions 
(from fuel combustion and use of company vehicles, etc); and the 
emissions from electricity used. We are also working towards setting 
up the right systems to measure our scope 3 emissions (emissions 
from sources we do not own, such as emissions associated with 
business travel, procurement, waste and water). We expect to start 
monitoring scope 3  emissions (specifically from business travel) as 
of 2023, and to gradually enhance our coverage over the subsequent 
years.
For this report, we are able to report on emissions from all our plants 
and offices in Malaysia, Singapore, Indonesia and the Philippines. Our 
emission intensity decreased in 2021 as there were more electricity 
savings projects conducted in the year.
CO2 equivalent emissions and intensity
CO2e
(MT)
Units
produced
(in millions)
CO2e
intensity
(MT/million
units)
2019
24,178.81
2,072.20
11.67
2020
22,148.12
1,697.22
13.05
2021
22,844.32
1,964.72
11.63
Note that the data for 2019 and 2020 have been recalculated based on MS ISO 
14064-1:2018 methodology.
WATER SCARCITY
Freshwater scarcity is a global issue due to drought and falling water 
tables. In Malaysia, despite relatively high rainfall, water availability 
is still a concern because of overconsumption, the drying up of major 
dams, and contamination making certain sources of water too polluted 
for use. Recognising the importance of water and potential supply 
issues. Duopharma Biotech is committed to using water efficiently 
and ensuring we do not contaminate water bodies surrounding our 
operations. 
Water Consumption 
Although Bangi, Klang and Shah Alam, where our plants are located, 
are not water-stressed zones, we ensure a high level of water 
efficiency in all our equipment and processes while further reducing 
our consumption through water recycling and rainwater harvesting. In 
2020, we initiated a project to recycle water from the cooling process 
in Klang. Recycled water is channelled to the washrooms.
These initiatives help us to manage our water withdrawal from 
Pengurusan Air Selangor Sdn. Bhd. (“Air Selangor”) one of the 
biggest water utility companies in the country; and is reflected in the 
drop in consumption recorded in 2021 in Klang and Bangi. In addition 
to Air Selangor, we also obtained water from other sources in 2020 
and 2021 because of water supply disruptions in the Klang Valley.
Water withdrawal (ML) 
Site
Air Selangor
Other sources*
2018
2019
2020
2021
2020
2021
Klang
42.029
61.770
68.432
62.147
5.245
0.400
Bangi
48.298
46.774
57.718
52.601
0.320
0.244
Other 
sites
3.312
5.429
5.010
9.003
*	
Other sources refer to water from private contractors that supplies water in 
tankers. Duopharma Biotech did not report on water withdrawal from other 
sources prior to 2020. 
As a result of more efficient water consumption and recycling, our 
water intensity decreased by 24.0% in 2021 compared to 2020.
TOTAL WATER INTENSITY 
(ML per million units produced)
2021
2020
2019
2018
PLANET PERFORMANCE
0.059
0.078
0.052
0.053

SUSTAINABILITY REPORT 2021
54
In 2022, Duopharma Biotech will study the feasibility of participating in the UNGC CEO Water Mandate which is a UNGC initiative that 
mobilises business leaders on water, sanitation and the Sustainable Development Goals. Endorsers of the CEO Water Mandate commit to 
continuous progress against six core elements of stewardship and in so doing understand and manage their own water risks.
Effluent Discharge
Due to the nature of our operations, we release liquid waste from our plants into surrounding water bodies. Committed to ensuring our effluents 
do not pose any environmental hazard, we abide by all relevant Department of Environment (“DoE”) rules and regulations. 
Our effluents are treated before being dispelled. We also monitor their Chemical Oxygen Demand (“COD”), Biochemical Oxygen Demand 
(“BOD”) and Suspended Solids (“SS”), and submit reports on these as well as other key indicators to the DoE every month. COD and BOD 
measure the amount of oxygen required to oxidise organic matter in a water body. The higher the figures, the higher the oxygen-stripping 
capacity of the effluent, and the greater the likely damage to biological life in those waters.
Our plants in Bangi comply with the more stringent (Standard A) requirements of the Environmental Quality (Industrial Effluent) Regulations 
2009 compared with our plants in Klang and Glenmarie as their effluents are discharged upstream of Sungai Langat. In 2021, all our plants 
met the relevant regulatory limits for effluent discharge.
The mandate's six commitment areas are: 
•	
Direct Operations
•	
Supply Chain & Watershed Management
•	
Collective Action
•	
Public Policy
•	
Community Engagement
•	
Transparency
VOLUME OF TREATED EFFLUENT DISCHARGED FROM PLANTS (m3)
Klang
Bangi
Shah Alam
18,601
16,696
17,925
13,464
13,971
4,630
12,254
4,442
5,527
43
12,355
10,966
87
2,411
PLANET PERFORMANCE
2018
2019
2020
2021

DUOPHARMA BIOTECH BERHAD
55
BOD
COD
SS
BOD Limit
COD Limit
SS Limit
BOD
COD
SS
BOD Limit
COD Limit
SS Limit
2021 KLANG Industrial Effluent Treatment System (“IETS”) PERFORMANCE MONITORING
2021 BANGI 1 IETS PERFORMANCE MONITORING
200
150
100
50
0
80.00
60.00
40.00
20.00
0.00
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
PLANET PERFORMANCE

SUSTAINABILITY REPORT 2021
56
BOD
COD
SS
BOD Limit
COD Limit
SS Limit
2021 BANGI 2 IETS PERFORMANCE MONITORING
Final Discharge 2021 from Glenmarie
200
150
100
50
0
80.00
60.00
40.00
20.00
0.00
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
COD
TSS
Iron
pH
COD Limit
PLANET PERFORMANCE

DUOPHARMA BIOTECH BERHAD
57
GRI CONTENT INDEX
This disclosure index (“GRI Index”) identifies the location of the general and specific standard disclosures required by the Sustainability 
Reporting Standards developed by the Global Reporting Index (“GRI”) Standards, although all may not be entirely in accordance with 
the GRI Standards. The 2021 Sustainable Report is aligned with the core “in accordance” option of the GRI Standards.
The references included in this GRI Index refer mainly to sections of the Company’s 2021 Annual Report and the 2021 Sustainable 
Report in respect of the financial year ended 31 December 2021, both published on the Company’s website at https://duopharmabiotech.
com/sustainability-report/
GRI STANDARD 
DISCLOSURE 
REFERENCE
DESCRIPTION
SECTION OF REPORT
PAGE 
REFERENCE
GRI 102: GENERAL DISCLOSURES
ORGANISATIONAL PROFILE
102-1 to  
102-7
Name; activities, brands, products and services; location 
of headquarters; location of operations; ownership and 
legal form; markets served; scale of the organisation
Annual Report:
Inside Front Cover
•	 Corporate Information
•	 Corporate Structure
P. 5
P. 6-7
102-8
Information on employees and other workers
Sustainability Report:
•	 Our Workforce and Community
P. 37-49
102-9
A description of the organisation’s supply chain, including 
its main elements as they relate to the organisation’s 
activities, primary brands, products, and services
Sustainability Report:
•	 Manufacturing and Supply Chain 
Management
P. 29-31
102-10
Significant changes to the organisation and its supply 
chain
Annual Report:
•	 Group Managing Director’s 
Management Discussion and Analysis
Sustainability Report:
•	 Manufacturing and Supply  
Chain Management
P. 16-24
P. 29-31
102-12
External initiatives
Annual Report:
•	 Statement on Risk Management  
and Internal Control
P. 92-104
102-13
Membership of associations
-
Not reported
STRATEGY
102-14
Statement from senior decision-maker
Annual Report:
•	 Chairman’s Statement 
•	 Group Managing Director’s 
Management Discussion and Analysis
Sustainability Report:
•	 Message from Chairman  
and Group Managing Director
P. 12-15
P. 16-24
P. 4-5
102-15
Description of key impacts, risks and opportunities
Annual Report:
•	 Strategy
•	 Group Managing Director’s 
Management Discussion and Analysis
•	 Statement on Risk Management  
and Internal Control
Sustainability Report:
•	 Managing our Material Issues
P. 25
P. 16-24
P. 92-104
P. 12-14

SUSTAINABILITY REPORT 2021
58
GRI CONTENT INDEX
GRI STANDARD 
DISCLOSURE 
REFERENCE
DESCRIPTION
SECTION OF REPORT
PAGE 
REFERENCE
GRI 102: GENERAL DISCLOSURES (CONTINUED)
ETHICS AND INTEGRITY
102-16
Values, principles, standards and norms of behaviour
Annual Report:
•	 Vision/Mission
•	 Core Values 
•	 Corporate Governance Overview 
Statement 
Corporate Governance Report
Sustainability Report:
•	 Our Commitment to Sustainability 
•	 Sustainability-Led Business 
Commitment
P. 1
P. 2
P. 54-71
P. 15-16
P. 7
P. 15-36
102-17
Mechanisms for advice and concerns about ethics
Annual Report:
•	 Corporate Governance Overview 
Statement
Corporate Governance Report
Sustainability Report:
•	 Sustainability-Led Business 
Commitment
P. 54-71
P. 15-16
P. 15-36
GOVERNANCE
102-18 to  
102-25
Governance structure of the organisation, including 
any committees responsible for decisions on economic, 
environmental and social impacts; process for delegating 
authority for economic, environmental and social topics; 
executive-level person responsible for economic, 
environmental and social topics; process for consultation 
between stakeholders and highest governing body on 
economic, environmental and social topics; composition 
of highest governance body and its committees; 
Chairman of the highest governance body; nomination 
and selection process for highest governance body; 
processes of highest governance body for management 
of conflicts of interest
Annual Report:
•	 Corporate Governance Overview 
Statement
Corporate Governance Report
Sustainability Report:
•	 Our Sustainability Governance
P. 54-71
P. 67-68
P. 8
102-26
Highest governance body’s and senior executives’ 
role in the development, approval, and updating of the 
organisation’s purpose, value or mission statements, 
strategies, policies and goals related to economic, 
environmental and social topics
Annual Report:
•	 Corporate Governance Overview 
Statement 
Corporate Governance Report
Sustainability Report:
•	 Our Sustainability Governance
P. 54-71
P. 25
P. 8
102-27 to 
102-28
Measures taken to develop and enhance the highest 
governance body’s collective knowledge of economic, 
environmental and social topics; processes for evaluating 
highest governance body’s own performance, particularly 
with regard to economic, environmental and social topics
Annual Report:
•	 Corporate Governance Overview 
Statement
Corporate Governance Report
Sustainability Report:
•	 Our Sustainability Governance
P. 54-71
P. 25
P. 8
102-29, 
102-30, 
102-31
Highest governance body’s role in identification 
and management of economic, environmental and 
social impacts, risks and opportunities; review of the 
effectiveness of the organisation’s risk management 
processes; frequency of review of impacts, risks and 
opportunities
Annual Report:
•	 Risk Management and Sustainability 
Committee Report
P. 84

DUOPHARMA BIOTECH BERHAD
59
GRI STANDARD 
DISCLOSURE 
REFERENCE
DESCRIPTION
SECTION OF REPORT
PAGE 
REFERENCE
GRI 102: GENERAL DISCLOSURES (CONTINUED)
GOVERNANCE (CONTINUED)
102-32
Highest committee or position that formally reviews and 
approves the organisation’s sustainability report and 
ensures that all material topics are covered
Annual Report:
•	 Risk Management and Sustainability 
Committee
P. 84-87
102-33, 
102-34
Process for communicating critical concerns and nature 
and total number of critical concerns communicated to 
the highest governing body
Annual Report:
•	 Risk Management and Internal Control 
Framework
Sustainability Report:
•	 Sustainability-Led Business 
Commitment
P. 92-104
P. 15-36
102-35 to  
102-39
Remuneration policies and linkage between performance 
criteria in remuneration policies and highest governance 
body’s and senior executives’ economic, environmental 
and social topics; process for determining remuneration; 
how stakeholders’ views are sought and taken into 
account regarding remuneration, including the results on 
the voting on remuneration policies; ratio of annual total 
compensation of highest paid individual to the median 
annual total compensation for all employees per country
Annual Report:
•	 Corporate Governance Overview 
Statement
Corporate Governance Report 
P. 54-71
P. 24
STAKEHOLDER ENGAGEMENT
102-40, 
102-42,  
102-43, 
102-44
List of stakeholder groups engaged by organisation; 
basis for identification and selection of stakeholders 
with whom to engage; approaches to stakeholder 
engagement; key topics and concerns that have been 
raised through stakeholder engagement and how 
organisation responded
Sustainability Report:
•	 Stakeholder Engagement
P. 9-11
102-41
Collective bargaining agreements
Sustainability Report:
•	 Our Workforce and Community 
P. 37-49
REPORTING PRACTICE
102-45 to  
102-56
Entities included in the consolidated financial statements; 
Defining report content and topic Boundaries; List of 
material topics; Restatements of information; Changes in 
reporting; Reporting period; Date of most recent report; 
Reporting cycle; Contact point for questions regarding 
the report; GRI content index; External assurance
Sustainability Report:
•	 About This Report
•	 Managing our Material Issues
P. 3
P. 12-14
GRI 103: MANAGEMENT APPROACH
103-1
Explanation of the material topic and its boundary
Sustainability Report:
•	 Managing Our Material Issues
P. 12-14
103-2
The management approach and its components
Annual Report:
•	 Corporate Governance Overview 
Statement
Corporate Governance Report
Sustainability Report:
•	 Managing Our Material Issues
P. 54-71
P. 25
P. 12-14
103-3
Evaluation of the management approach
Sustainability Report:
•	 Sustainability Governance
P. 8
GRI CONTENT INDEX

SUSTAINABILITY REPORT 2021
60
GRI STANDARD 
DISCLOSURE 
REFERENCE
DESCRIPTION
SECTION OF REPORT
PAGE 
REFERENCE
MATERIAL SPECIFIC STANDARD DISCLOSURES
SUSTAINABILITY-LED BUSINESS COMMITMENT
DIVERSITY AND EQUAL OPPORTUNITY
405-1
Composition of governance bodies and breakdown of 
employees per employee category according to gender,  
age group, minority group membership and other 
indicators of diversity
Sustainability Report:
•	 Our Workforce and Community
P. 37-49
NON-DISCRIMINATION
406-1
Incidents of discrimination and corrective actions taken
-
Data is not 
available and 
this will be 
disclosed in 
upcoming years
LOCAL COMMUNITIES
413-1
Operations with local community engagement, impact 
assessments, and development programmes
Sustainability Report:
•	 Our Workforce and Community 
P. 37-49
ANTI-CORRUPTION
205-2
Communication and training about anti-corruption 
policies and procedures
Sustainability Report:
•	 Sustainability-Led Business 
Commitment
P. 15-36
205-3
Confirmed incidents of corruption and actions taken
Sustainability Report:
•	 Sustainability-Led Business 
Commitment
P. 15-36
ANTI-COMPETITIVE BEHAVIOUR
206-1
Total number of legal actions for anti-competitive 
behaviour, anti-trust and monopoly practices
-
No case in  
the report
SOCIO-ECONOMIC COMPLIANCE
419-1
Significant fines and non-monetary sanctions for  
non-compliance with laws and/or regulations in the social 
and economic area
Sustainability Report:
•	 Our Workforce and Community
P. 37-49
GRI CONTENT INDEX

DUOPHARMA BIOTECH BERHAD
61
GRI STANDARD 
DISCLOSURE 
REFERENCE
DESCRIPTION
SECTION OF REPORT
PAGE 
REFERENCE
MATERIAL SPECIFIC STANDARD DISCLOSURES (CONTINUED)
OUR WORKFORCE AND COMMUNITY
OCCUPATIONAL HEALTH AND SAFETY
403-9
Work-related injuries
Sustainability Report:
•	 Our Workforce and Community
P. 37-49
EMPLOYMENT
401-1
Total number and rate of new employee hires and 
terminations, and employee turnover by age group,  
gender and region
Sustainability Report:
•	 Our Workforce and Community 
P. 37-49
TRAINING AND EDUCATION
404-2
Type and scope of programmes implemented and 
assistance provided to upgrade employee skills, and 
transition assistance programmes provided to facilitate 
continued employability and the management of career 
endings resulting from retirement or termination of 
employment
Sustainability Report:
•	 Sustainability-Led Business 
Commitment
•	 Our Workforce and Community
P. 15-36
P. 37-49
PLANET PERFORMANCE
ENERGY
302-1, 302-3, 
302-4
Energy consumption within the organisation; energy 
intensity; reduction of energy consumption
Sustainability Report:
•	 Planet Performance
P. 50-56
EMISSIONS
305-1, 305-2, 
305-3
Direct greenhouse gas (“GHG”) emissions (scope 1); 
indirect GHG emissions (scope 2); other indirect GHG 
emissions (scope 3)
Sustainability Report:
•	 Planet Performance
P. 50-56
COMPLIANCE
307-1
Monetary value of fines and number of non-monetary 
sanctions for non-compliance with environmental laws  
and regulations
Sustainability Report:
•	 Planet Performance
P. 50-56
GRI CONTENT INDEX

SUSTAINABILITY REPORT 2021
62
GRI 
STANDARD 
DISCLOSURE 
REFERENCE
DESCRIPTION
SECTION OF REPORT
PAGE 
REFERENCE
OTHER SPECIFIC STANDARD DISCLOSURES
CATEGORY: ECONOMIC
ECONOMIC PERFORMANCE
201-1
Direct economic value generated and distributed
Annual Report:
•	 At a Glance 
•	 Strategy
P. 4
P. 25
201-2
Financial implications and other risks and opportunities 
for the organisation’s activities due to climate change
-
No case in  
the report
201-3
Coverage of the organisation’s defined benefit plan 
obligations and other retirement plans
-
Not Reported
201-4
Financial assistance received from government
-
No case in  
the report
MARKET PRESENCE
202-1
Ratios of standard entry-level wage by gender compared 
to local minimum wage at locations of  
significant operation
Sustainability Report:
•	 Our Workforce and Community 
P. 37-49
202-2
Proportion of senior management hired from the local 
community at locations of significant operation
-
Data is not 
available and 
this will be 
disclosed in 
upcoming years
INDIRECT ECONOMIC IMPACTS
203-1
Infrastructure investments and services supported
Annual Report:
•	 Chairman’s Statement 
•	 Group Managing Director’s 
Management Discussion and Analysis
Sustainability Report:
•	 Stakeholder Engagement (Community)
•	 Sustainability-Led Business 
Commitment
P. 12-15
P. 16-25
P. 9-11
P. 15-36
203-2
Significant indirect economic impacts, including the 
extent of impacts
Sustainability Report:
•	 Sustainability-Led Business 
Commitment
P. 15-36
PROCUREMENT PRACTICES
204-1
Proportion of spending on local suppliers at significant 
locations of operation
New Source Evaluation
P. 30
GRI CONTENT INDEX

DUOPHARMA BIOTECH BERHAD
63
GRI 
STANDARD 
DISCLOSURE 
REFERENCE
DESCRIPTION
SECTION OF REPORT
PAGE 
REFERENCE
OTHER SPECIFIC STANDARD DISCLOSURES (CONTINUED)
CATEGORY: ENVIRONMENTAL
MATERIALS
301-1, 301-2
Materials used by weight or volume; 
Recycled input materials used
-
Data is not 
available and 
this will be 
disclosed in 
upcoming years
ENERGY
302-2, 302-5
Energy consumption outside the Organisation; 
Reductions in energy requirements of products and 
services
-
Data is not 
available and 
this will be 
disclosed in 
upcoming years
WATER
303-2, 303-3, 
303-5
Water sources significantly affected by withdrawal of 
water; Water consumption
Sustainability Report:
•	 Planet Performance 
P. 50-56
EMISSIONS
305-4, 305-5, 
305-6, 305-7
GHG emissions intensity; Reduction of GHG emissions; 
Emissions of ozone-depleting substances (ODS); 
NOx, SOx and other significant air emissions
Sustainability Report:
•	 Planet Performance
P. 50-56
EFFLUENTS AND WASTE
306-1, 306-2, 
306-3, 306-4, 
306-5
Total water discharge by quality and destination; Waste 
by type and disposal method; Significant spills; Transport 
of hazardous waste; Water bodies affected by water 
discharges and/or runoff
Sustainability Report:
•	 Planet Performance
P. 50-56
MATERIALS
301-3
Percentage of products sold and their packaging 
materials reclaimed
Not applicable
-
SUPPLIER ENVIRONMENTAL ASSESSMENT
308-1, 308-2
New suppliers that were screened using environmental 
criteria; Negative environmental impacts in the supply 
chain and actions taken
-
Data is not 
available and 
this will be 
disclosed in 
upcoming years
GRI CONTENT INDEX

SUSTAINABILITY REPORT 2021
64
GRI 
STANDARD 
DISCLOSURE 
REFERENCE
DESCRIPTION
SECTION OF REPORT
PAGE 
REFERENCE
OTHER SPECIFIC STANDARD DISCLOSURES (CONTINUED)
CATEGORY: SOCIAL (LABOUR PRACTICES AND DECENT WORK)
EMPLOYMENT
401-2
Benefits provided to full-time employees, that are  
not provided to temporary or part-time employees,  
by major operations
Sustainability Report:
•	 Our Workforce and Community 
P. 37-49
401-3
Return to work retention rates after parental leave
-
Data is not 
available and 
this will be 
disclosed in 
upcoming years
LABOUR/MANAGEMENT RELATIONS
402-1
Minimum notice period(s) regarding operational changes
-
Data is not 
available and 
this will be 
disclosed in 
upcoming years
OCCUPATIONAL HEALTH AND SAFETY
403-1 to 7, 
403-9
Our Safety management system; Total recordable 
cumulative frequency; Work-related injuries
Sustainability Report:
•	 Our Workforce and Community 
P. 37-49
TRAINING AND EDUCATION
404-1, 404-3
Average hours of training per year per employee and 
percentage of employees receiving regular performance 
and career development reviews
Sustainability Report:
•	 Our Workforce and Community 
P. 37-49
DIVERSITY AND EQUAL OPPORTUNITY
405-2
Ratio of basic salary and remuneration of men to women 
by employee category
-
Data is not 
available and 
this will be 
disclosed in 
upcoming years
FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING
407-1
Operations and suppliers in which the right to exercise 
freedom of association and collective bargaining may be 
at risk
Sustainability Report:
•	 Our Workforce and Community
P. 37-49
GRI CONTENT INDEX

DUOPHARMA BIOTECH BERHAD
65
SDG CONTENT INDEX 2021
TARGETS
INDICATORS
1
SUSTAINABLE DEVELOPMENT 
GOAL 1 - 
End poverty in all its forms 
everywhere 
Page 
Reference
Check 
Box
1
SUSTAINABLE DEVELOPMENT 
GOAL 1 -
End poverty in all its forms 
everywhere
Page 
Reference
Check 
Box
1.4
By 2030, ensure that all men and 
women, in particular the poor 
and the vulnerable, have equal 
rights to economic resources, as 
well as access to basic services, 
ownership and control over land 
and other forms of property, 
inheritance, natural resources, 
appropriate new technology 
and financial services, including 
microfinance
P. 25-27
Ethical 
speciality 
cost effective 
treatments 
for all, access 
to medicine, 
Competitive 
pricing
1.4.1
Proportion of A4:R268 living in 
households with access to basic 
services
3
SUSTAINABLE DEVELOPMENT 
GOAL 3 -
Ensure healthy lives and promote 
well-being for all at all ages
Page 
Reference
Check 
Box
3
SUSTAINABLE DEVELOPMENT 
GOAL 3 -
Ensure healthy lives and promote 
well-being for all at all ages
Page 
Reference
Check 
Box
3.4
By 2030, reduce by one third 
premature mortality from 
non-communicable diseases 
through prevention and treatment 
and promote mental health and 
well-being
P. 25-27
Access to 
medicines, 
Leading 
in Cancer, 
Competitive 
pricing, 
Serving the 
community, 
Community 
Outreach, 
Humanitarian, 
Ethical 
Specialty, 
Cost effect 
treatments 
for all
3.4.1
Mortality rate attributed to 
cardiovascular disease, cancer, 
diabetes or chronic respiratory 
disease
3.4.2
Suicide mortality rate

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TARGETS
INDICATORS
3
SUSTAINABLE DEVELOPMENT 
GOAL 3 -
Ensure healthy lives and promote 
well-being for all at all ages
Page 
Reference
Check 
Box
3
SUSTAINABLE DEVELOPMENT 
GOAL 3 -
Ensure healthy lives and promote 
well-being for all at all ages
Page 
Reference
Check 
Box
3.8
Achieve universal health coverage, 
including financial risk protection, 
access to quality essential health-
care services and access to safe, 
effective, quality and affordable 
essential medicines and vaccines 
for all
P. 24-29
Access to 
medicines, 
Leading 
in Cancer, 
Competitive 
pricing, 
Serving the 
community, 
Community 
Outreach, 
Humanitarian, 
Ethical 
Specialty, 
Cost effect 
treatments 
for all
3.8.1
Coverage of essential health services 
(defined as the average coverage 
of essential services based on 
tracer interventions that include 
reproductive, maternal, newborn and 
child health, infectious diseases, 
non-communicable diseases and 
service capacity and access, 
among the general and the most 
disadvantaged population)
3.8.2
Proportion of population with large 
household expenditures on health as 
a share of total household expenditure 
or income
3.B
Support the research and 
development of vaccines and 
medicines for the communicable 
and non-communicable diseases 
that primarily affect developing 
countries, provide access to 
affordable essential medicines 
and vaccines, in accordance 
with the Doha Declaration on the 
TRIPS Agreement and Public 
Health, which affirms the right of 
developing countries to use to the 
full the provisions in the Agreement 
on Trade-Related Aspects of 
Intellectual Property Rights 
regarding flexibilities to protect 
public health, and, in particular, 
provide access to medicines for all
P. 24-29
Access to 
medicines, 
Leading 
in Cancer, 
Competitive 
pricing, 
Serving the 
community, 
Community 
Outreach, 
Humanitarian, 
Ethical 
Specialty, 
Cost effect 
treatments 
for all
3.B.1
Proportion of the population with 
access to affordable medicines and 
vaccines on a sustainable basis
3.B.2
Total net official development 
assistance to medical research and 
basic health sectors
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TARGETS
INDICATORS
4
SUSTAINABLE DEVELOPMENT 
GOAL 4 -
Ensure inclusive and equitable 
quality education and promote 
lifelong learning opportunities 
for all
Page 
Reference
Check 
Box
4
SUSTAINABLE DEVELOPMENT 
GOAL 4 -
Ensure inclusive and equitable quality 
education and promote lifelong 
learning opportunities for all
Page 
Reference
Check 
Box
4.3
By 2030, ensure equal access for 
all women and men to affordable 
and quality technical, vocational 
and tertiary education, including 
university
P. 42-45
Promote and 
invest in STEM 
education 
(i.e. Science, 
Technology, 
Engineering 
and 
Mathematics) 
and medical 
training to 
secure access 
to functioning 
health systems 
and employees 
with skillsets 
which meet 
future business 
needs in 
countries of 
operation.
4.3.1
Participation rate of youth and adults 
in formal and non-formal education 
and training in the previous 12 
months, by sex
5
SUSTAINABLE DEVELOPMENT 
GOAL 5 -
Achieve gender equality and 
empower all women and girls
Page 
Reference
Check 
Box
5
SUSTAINABLE DEVELOPMENT 
GOAL 5 -
Achieve gender equality and empower 
all women and girls
Page 
Reference
Check 
Box
5.5
Ensure women’s full and 
effective participation and equal 
opportunities for leadership at 
all levels of decision-making in 
political, economic and public life
P. 47-48
Gender 
equality for 
opportunities
5.5.1
Proportion of seats held by women 
in national parliaments and local 
governments
5.5.2
Proportion of women in managerial 
positions
P. 48
6
SUSTAINABLE DEVELOPMENT 
GOAL 6 -
Ensure availability and sustainable 
management of water and 
sanitation for all
Page 
Reference
Check 
Box
6
SUSTAINABLE DEVELOPMENT 
GOAL 6 -
Ensure availability and sustainable 
management of water and sanitation 
for all
Page 
Reference
Check 
Box
6.3
By 2030, improve water quality 
by reducing pollution, eliminating 
dumping and minimizing release 
of hazardous chemicals and 
materials, halving the proportion 
of untreated wastewater and 
substantially increasing recycling 
and safe reuse globally
P. 50-51 
Water security, 
Effluent 
discharge, 
Waste 
management 
6.3.1
Proportion of wastewater safely 
treated
6.3.2
Proportion of bodies of water with 
good ambient water quality
SDG CONTENT INDEX 2021

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TARGETS
INDICATORS
6
SUSTAINABLE DEVELOPMENT 
GOAL 6 -
Ensure availability and sustainable 
management of water and 
sanitation for all
Page 
Reference
Check 
Box
6
SUSTAINABLE DEVELOPMENT 
GOAL 6 -
Ensure availability and sustainable 
management of water and sanitation 
for all
Page 
Reference
Check 
Box
6.4
By 2030, substantially increase 
water-use efficiency across all 
sectors and ensure sustainable 
withdrawals and supply of 
freshwater to address water 
scarcity and substantially reduce 
the number of people suffering 
from water scarcity
P. 50-54
Water scarcity, 
Effluent 
discharge, 
Waste 
management
6.4.1
Change in water-use efficiency over 
time
P. 53
6.4.2
Level of water stress: freshwater 
withdrawal as a proportion of 
available freshwater resources
8
SUSTAINABLE DEVELOPMENT 
GOAL 8 -
Promote sustained, inclusive and 
sustainable economic growth, full 
and productive employment and 
decent work for all
Page 
Reference
Check 
Box
8
SUSTAINABLE DEVELOPMENT 
GOAL 8 -
Promote sustained, inclusive and 
sustainable economic growth, full and 
productive employment and decent 
work for all
Page 
Reference
Check 
Box
8.2
Achieve higher levels of economic 
productivity through diversification, 
technological upgrading and 
innovation, including through a 
focus on high-value added and 
labour-intensive sectors
P. 33-35
Research and 
development 
product 
portfolio
8.2.1
Annual growth rate of real GDP per 
employed person
8.3
Promote development-oriented 
policies that support productive 
activities, decent job creation, 
entrepreneurship, creativity 
and innovation, and encourage 
the formalization and growth of 
micro-, small- and medium-sized 
enterprises, including through 
access to financial services
P. 33-35
Entrepreneur 
development, 
Learning and 
development, 
Professional 
learning and 
education 
for growing 
entrepreneurs 
(PROTÉGÉ), 
Fair 
employment 
practices
8.3.1
Proportion of informal employment in 
non‑agriculture employment, by sex
8.8
Protect labour rights and 
promote safe and secure working 
environments for all workers, 
including migrant workers, in 
particular women migrants, and 
those in precarious employment
P. 37-39, 46-47
Fair 
employment 
practices, 
Safety: Always 
a priority
8.8.1
Frequency rates of fatal and non-fatal 
occupational injuries, by sex and 
migrant status
8.8.2
Increase in national compliance of 
labour rights (freedom of association 
and collective bargaining) based on 
International Labour Organization 
(ILO) textual sources and national 
legislation, by sex and migrant status
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TARGETS
INDICATORS
9
SUSTAINABLE DEVELOPMENT  
GOAL 9 -
Build resilient infrastructure, 
promote inclusive and sustainable 
industrialization and foster 
innovation
Page 
Reference
Check 
Box
9
SUSTAINABLE DEVELOPMENT 
GOAL 9 -
Build resilient infrastructure, 
promote inclusive and sustainable 
industrialization and foster innovation
Page 
Reference
Check 
Box
9.5
Enhance scientific research, 
upgrade the technological 
capabilities of industrial sectors 
in all countries, in particular 
developing countries, including, by 
2030, encouraging innovation and 
substantially increasing the number 
of research and development 
workers per 1 million people and 
public and private research and 
development spending
P. 27-35
Research and 
development
9.5.1
Research and development 
expenditure as a proportion of GDP
9.5.2
Researchers (in full-time equivalent) 
per million inhabitants
9.B
Support domestic technology 
development, research and 
innovation in developing countries, 
including by ensuring a conducive 
policy environment for, inter alia, 
industrial diversification and value 
addition to commodities
P. 27-35
Research and 
development
9.B.1
Proportion of medium and high-tech 
industry value added in total value 
added
10
SUSTAINABLE DEVELOPMENT  
GOAL 10 -
Reduce inequality within and 
among countries
Page 
Reference
Check 
Box
10
SUSTAINABLE DEVELOPMENT 
GOAL 10 -
Reduce inequality within and among 
countries
Page 
Reference
Check 
Box
10.1 By 2030, progressively achieve 
and sustain income growth of 
the bottom 40 per cent of the 
population at a rate higher than the 
national average
P. 45 
Wages and 
benefits
10.1.1 Growth rates of household 
expenditure or income per capita 
among the bottom 40 per cent of the 
population and the total population
10.3 Ensure equal opportunity and 
reduce inequalities of outcome, 
including by eliminating 
discriminatory laws, policies 
and practices and promoting 
appropriate legislation, policies 
and action in this regard
P. 45 
Wages and 
benefits
10.3.1 Proportion of the population reporting 
having personally felt discriminated 
against or harassed within the 
previous 12 months on the basis of 
a ground of discrimination prohibited 
under international human rights law
12
SUSTAINABLE DEVELOPMENT 
GOAL 12 -
Ensure sustainable consumption 
and production patterns
Page 
Reference
Check 
Box
12
SUSTAINABLE DEVELOPMENT 
GOAL 12 -
Ensure sustainable consumption and 
production patterns
Page 
Reference
Check 
Box
12.4 By 2020, achieve the 
environmentally sound 
management of chemicals and 
all wastes throughout their life 
cycle, in accordance with agreed 
international frameworks, and 
significantly reduce their release 
to air, water and soil in order to 
minimize their adverse impacts on 
human health and the environment
P. 50-56
Waste 
Reduction and 
Management, 
Energy 
Consumption, 
Carbon Footprint 
and Water 
Scarcity
12.4.1 Number of parties to international 
multilateral environmental 
agreements on hazardous waste, 
and other chemicals that meet their 
commitments and obligations in 
transmitting information as required 
by each relevant agreement	
12.4.2 Hazardous waste generated per 
capita and proportion of hazardous 
waste treated, by type of treatment
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TARGETS
INDICATORS
12
SUSTAINABLE DEVELOPMENT 
GOAL 12 -
Ensure sustainable consumption 
and production patterns
Page 
Reference
Check 
Box
12
SUSTAINABLE DEVELOPMENT 
GOAL 12 -
Ensure sustainable consumption and 
production patterns
Page 
Reference
Check 
Box
12.5 By 2030, substantially reduce 
waste generation through 
prevention, reduction, recycling 
and reuse
P. 50-51
Waste 
Reduction and 
Management
12.5.1 National recycling rate, tons of 
material recycled
12.6 Encourage companies, especially 
large and transnational companies, 
to adopt sustainable practices 
and to integrate sustainability 
information into their reporting 
cycle
P. 7-8
Sustainability 
Statement, 
Sustainability 
Governance
12.6.1 Number of companies publishing 
sustainability reports
13
SUSTAINABLE DEVELOPMENT 
GOAL 13 -
Take urgent action to combat 
climate change and its impacts*
Page 
Reference
Check 
Box
13
SUSTAINABLE DEVELOPMENT 
GOAL 13 -
Take urgent action to combat climate 
change and its impacts*
Page 
Reference
Check 
Box
13.3 Improve education, awareness-
raising and human and institutional 
capacity on climate change 
mitigation, adaptation, impact 
reduction and early warning	
P. 8
Environmental 
governance
13.3.1 Number of countries that have 
integrated mitigation, adaptation, 
impact reduction and early warning 
into primary, secondary and tertiary 
curricula
13.3.2 Number of countries that have 
communicated the strengthening of 
institutional, systemic and individual 
capacity-building to implement 
adaptation, mitigation and technology 
transfer, and development actions
16
SUSTAINABLE DEVELOPMENT 
GOAL 16 -
Promote peaceful and inclusive 
societies for sustainable 
development, provide access to 
justice for all and build effective, 
accountable and inclusive 
institutions at all levels
Page 
Reference
Check 
Box
16
SUSTAINABLE DEVELOPMENT 
GOAL 16 -
Promote peaceful and inclusive 
societies for sustainable development, 
provide access to justice for all and 
build effective, accountable and 
inclusive institutions at all levels
Page 
Reference
Check 
Box
16.3 Promote the rule of law at the 
national and international levels 
and ensure equal access to justice 
for all
P. 8, 15-23
Ethics and 
Integrity
16.3.1 Proportion of victims of violence in the 
previous 12 months who reported their 
victimization to competent authorities 
or other officially recognized conflict 
resolution mechanisms
16.3.2 Unsentenced detainees as a 
proportion of overall prison population
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TARGETS
INDICATORS
16
SUSTAINABLE DEVELOPMENT 
GOAL 16 -
Promote peaceful and inclusive 
societies for sustainable 
development, provide access to 
justice for all and build effective, 
accountable and inclusive 
institutions at all levels
Page 
Reference
Check 
Box
16
SUSTAINABLE DEVELOPMENT 
GOAL 16 -
Promote peaceful and inclusive 
societies for sustainable development, 
provide access to justice for all and 
build effective, accountable and 
inclusive institutions at all levels
Page 
Reference
Check 
Box
16.5 Substantially reduce corruption 
and bribery in all their forms
P. 8, 15-23
Ethics and 
Integrity
16.5.1 Proportion of persons who had at 
least one contact with a public official 
and who paid a bribe to a public 
official, or were asked for a bribe 
by those public officials, during the 
previous 12 months
16.5.2 Proportion of businesses that had at 
least one contact with a public official 
and that paid a bribe to a public 
official, or were asked for a bribe 
by those public officials during the 
previous 12 months
16.6 Develop effective, accountable and 
transparent institutions at all levels
P. 8
Sustainability 
Governance
16.6.1 Primary government expenditures 
as a proportion of original approved 
budget, by sector (or by budget codes 
or similar)
16.6.2 Proportion of the population satisfied 
with their last experience of public 
services
16.7 Ensure responsive, inclusive, 
participatory and representative 
decision-making at all levels
P. 8
Sustainability 
Governance
16.7.1 Proportions of positions (by sex, 
age, persons with disabilities 
and population groups) in public 
institutions (national and local 
legislatures, public service, and 
judiciary) compared to national 
distributions
16.7.2 Proportion of population who believe 
decision-making is inclusive and 
responsive, by sex, age, disability and 
population group
17
SUSTAINABLE DEVELOPMENT 
GOAL 17 -
Strengthen the means of 
implementation and revitalize the 
global partnership for sustainable 
development
Page 
Reference
Check 
Box
17
SUSTAINABLE DEVELOPMENT 
GOAL 17 -
Strengthen the means of 
implementation and revitalize the 
global partnership for sustainable 
development
Page 
Reference
Check 
Box
FINANCE
17.4 Assist developing countries 
in attaining long-term debt 
sustainability through coordinated 
policies aimed at fostering debt 
financing, debt relief and debt 
restructuring, as appropriate, and 
address the external debt of highly 
indebted poor countries to reduce 
debt distress
P. 7-8
Sustainability 
Statement, 
Sustainability 
Governance
17.4.1 Debt service as a proportion of 
exports of goods and services
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TARGETS
INDICATORS
17
SUSTAINABLE DEVELOPMENT 
GOAL 17 -
Strengthen the means of 
implementation and revitalize the 
global partnership for sustainable 
development
Page 
Reference
Check 
Box
17
SUSTAINABLE DEVELOPMENT 
GOAL 17 -
Strengthen the means of 
implementation and revitalize the 
global partnership for sustainable 
development
Page 
Reference
Check 
Box
TECHNOLOGY
17.6 Enhance North-South, South-
South and triangular regional and 
international cooperation on and 
access to science, technology and 
innovation and enhance knowledge 
sharing on mutually agreed 
terms, including through improved 
coordination among existing 
mechanisms, in particular at the 
United Nations level, and through 
a global technology facilitation 
mechanism
P. 34
Establishing 
halal leadership, 
Participation in 
halal thought 
leadership 
programmes, 
Professional 
training and 
education 
for growing 
entrepreneurs 
(PROTÉGÉ) 
Entrepreneur 
programme
17.6.1 Number of science and/or 
technology cooperation agreements 
and programmes between countries,  
by type of cooperation
17.6.2 Fixed Internet broadband 
subscriptions per 100 inhabitants,  
by speed
SYSTEMIC ISSUES Policy and Institutional coherence
17.16 Enhance the global partnership 
for sustainable development, 
complemented by multi-
stakeholder partnerships that 
mobilize and share knowledge, 
expertise, technology and 
financial resources, to support the 
achievement of the sustainable 
development goals in all countries, 
in particular developing countries
P. 34-36
Collaborate with 
other healthcare 
and life sciences 
companies and 
stakeholders to 
provide industry 
perspectives to 
Governments, 
policymakers, 
legislators and 
regulators on 
the sustainable 
development 
impact of 
legislative, 
regulatory and 
tax frameworks 
including 
recommendations 
for improvement.
17.16.1 Number of countries reporting 
progress in multi-stakeholder 
development effectiveness 
monitoring frameworks that support 
the achievement of the sustainable 
development goals
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DUOPHARMA BIOTECH BERHAD
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ASSURANCE STATEMENT
 
 
Sustainability Assurance Report for DUOPHARMA BIOTECH BERHAD’s “Sustainability Report 2021”  
Assurance Provider’s Moderate Level Assurance Report  
To the Board of Directors of DUOPHARMA BIOTECH BERHAD (herein after referred as “DUOPHARMA BIOTECH”) 
 
We have undertaken to perform the following assurance engagements for DUOPHARMA BIOTECH vide an agreement dated 11/02/2022 (the 
‘agreement’) for providing independent assurance services on the performances to be reported in the DUOPHARMA BIOTECH’s Sustainability Report 
for the year 2021 titled “Sustainability Report 2021”: 
 
Ö 
AA1000AS v3, Type 1 assurance with “Moderate Level” assurance requirements in respect to the principles of inclusivity, materiality and 
responsiveness as defined in the AA 1000 ACCOUNTABILITY principles 2018 (the “AA1000 ACCOUNTABILITY Principles”) and reliability 
of the specified information regarding the identified sustainability indicators.  
 
Identified Sustainability Indicators 
The Identified Sustainability Indicators are summarized below: 
 
Specific Disclosures 
Economic 
Ö 
GRI 205-2 (Communication and training about anti-corruption policies and procedures) 
Ö 
GRI 205-3 (Confirmed incidents of corruption and actions taken). 
 
Environmental 
Ö 
GRI 303-3 (Water withdrawal) 
Ö 
GRI 305-1 (Direct: Scope 1) 
Ö 
GRI 305-2 (Indirect: Scope 2) 
Ö 
GRI 307-1 (Non-compliance with environmental laws and regulations) 
 
Social 
Ö 
GRI 404-1 (Average hours of training per year per employee) 
Ö 
GRI 404-2 (Programs for upgrading employee skills and transition assistance programs) 
Ö 
GRI 419-1(Non-compliance with laws and regulations in the social and economic area).  
 
Non-GRI Disclosures: 
Ö 
Communication & Publication of Basic / Biomedical trial results  
Ö 
Work-related recordable case and recordable rate in the calendar year 01/01/2021 – 31/12/2021. 
Ö 
Percentage of customer returns on products 
Criteria 
The criteria used by DUOPHARMA BIOTECH to prepare Identified Sustainability Indicators are: 
 
Ö 
Criteria 1:  Global Reporting Initiative (GRI) Standards by Global Sustainability Standards Board (GSSB).  
Ö 
Criteria 2: AA 1000 ACCOUNTABILITY principles 2018 for determination of materiality, responsiveness and inclusivity and reliability of 
the specified information with regards to the identified sustainability indicators.

SUSTAINABILITY REPORT 2021
74
 
 
Management’s Responsibility 
DUOPHARMA BIOTECH’s Management is responsible for identification of key aspects, engagements with stakeholders and the content and reliability 
of the specified information with regard to the identified sustainability indicators in respect of Criteria 2 and the preparation and presentation of the 
Sustainability Report in accordance with the Criteria 1 stated above. This responsibility includes the design, implementation and maintenance of 
internal control relevant to the preparation of the sustainability report and measurement of Identified Sustainability Indicators, which is free from 
material misstatement, whether due to fraud or error.  
Inherent limitations 
The absence of a significant body of established practice on which to draw to evaluate and measure non-financial indicators allows for different, but 
acceptable, measures and measurement techniques and can affect comparability between entities. In addition, GHG quantification is subject to 
inherent uncertainty because of incomplete scientific knowledge used to determine emissions factors and the values needed to combine emissions 
of different gases. 
Our Responsibility 
Our responsibility is to express a moderate level assurance conclusion on the Identified Sustainability Indicators based on the procedures we have 
performed and evidence we have obtained.  
 
We have conducted our engagement is in accordance with AA1000AS v3, Type 1 assurance with “Moderate Level” assurance requirements and 
Guidance on applying the AA1000AS v3 for Assurance Providers . This standard and the Guidance require that we plan and perform this engagement 
to obtain moderate level assurance about whether the Identified Sustainability Indicators are free from material misstatement including that due to 
fraud or error, and to evaluate the overall presentation of the Identified Sustainability Indicators in accordance with GRI Standards and the principles 
set out in AA 1000 ACCOUNTABILITY principles 2018 which involves assessing the suitability in the circumstances of DUOPHARMA BIOTECH’s use of 
the criteria as the basis for the preparation of the subject matter and reliability of the specified information with regard to the Identified Sustainability 
Indicators. 
 
Our moderate level assurance shall not be taken as a basis for interpreting the DUOPHARMA BIOTECH’s performance across the scope of aspects 
covered in the Sustainability Report. A moderate level assurance engagement is substantially less in scope than a high level assurance engagement 
in relation to both the risk assessment procedures, including an understanding of internal control and the procedures performed in response to the 
assessed risks. The procedures we performed were based on our professional judgment and included inquiries, observation of processes performed, 
inspection of documents, analytical procedures, evaluating the appropriateness of quantification methods and reporting policies, and agreeing or 
reconciling with underlying records. Hence, the level of assurance obtained in a moderate level assurance engagement is substantially lower than 
the assurance that would have been obtained with high level assurance engagement.  
 
Accordingly, we do not express a high level assurance opinion about: 
 
Ö 
Whether the Identified Sustainability Indicators have been prepared in all material respects, in accordance with the Criteria, or  
Ö 
Whether the requirements of the principles of inclusivity, materiality and responsiveness parameters of AA 1000 have been considered 
in the preparation of the Identified Sustainability Indicators and reliability of the specified information with regard to the identified 
sustainability indicators. 
The moderate level assurance engagement involved performing the procedures listed above pursuant to which we carried out the following specific 
procedures. The procedures performed in a moderate level engagement vary in nature and timing from, and are less in extent than for, a high level 
assurance engagement. 
 
With regard to the compliance of the Identified Sustainability Indicators with the AA 1000 ACCOUNTABILITY principles 2018 and reliability of the 
specified information with regard to the identified sustainability indicators, we conducted the following procedures: 
 
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DUOPHARMA BIOTECH BERHAD
75
 
 
 
Ö 
Obtained a fundamental understanding of the application of the AA 1000 ACCOUNTABILITY principles 2018 by interviewing responsible 
employees for stakeholder management at DUOPHARMA BIOTECH 
Ö 
Random sampling concerning the understanding of the documentation regarding stakeholder dialogue, communication with 
stakeholders  
Ö 
Understanding the materiality analysis at corporate level for analysing and prioritizing sustainability topics and ascertaining areas for 
action. 
 
Regarding the compliance of the Identified Sustainability Indicators with the GRI Standards, we conducted the following procedures: 
 
Ö 
Made enquiries of DUOPHARMA BIOTECH’s management, including the Environment, Health & Safety and Sustainability team, Corporate 
Social Responsibility (CSR) Team and those with responsibility for CSR management and Sustainability reporting. 
Ö 
Understand and evaluate the design of the key structures, systems, processes, and controls for managing, recording and reporting on the 
selected sustainability indicators. 
Ö 
Review of the Sustainability Report for detecting, on a test basis, any major anomalies between the information reported in the 
Sustainability Report on performance with respect to Identified Sustainability indicators and relevant source data/information 
Ö 
Our review covered the corporate office of DUOPHARMA BIOTECH and two sites i.e., Bangi and Klang site. Performed limited substantive 
testing on a sample basis of the Selected Indicators at corporate head office, and in relation to the two sites as visited and to check that 
data had been appropriately measured, recorded, collated, and reported and 
Ö 
Considered the disclosure and presentation of the agreed Indicators/ parameters. 
Ö 
Obtained representations from DUOPHARMA BIOTECH’s Management. 
Exclusions 
Our moderate level assurance scope excludes the following and therefore we do not express a conclusion on the same: 
 
Ö 
Operations of the company other than those included in the reporting boundary 
Ö 
Information other than those specified under ‘Identified Sustainability Indicators’ 
Ö 
Aspects of the Report and the data/information (qualitative or quantitative) other than the Identified Sustainability Indicators above. 
Ö 
Data and information outside the defined reporting period i.e., Year 2021. 
Ö 
The company statements that describe expression of opinion, belief, aspiration, expectation, aim or future intentions provided by 
DUOPHARMA BIOTECH 
Our Independence and Quality Control 
We have complied with the independence and other ethical requirements of the Code of Ethics for VVB (Validation & Verification body), which is 
founded on fundamental principles of integrity, objectivity, professional competence and due care, confidentiality and professional behaviour. 
 
Management and staff of Carbon Check are committed to excellence in the provision of impartial and competent assurance services covering the 
relevant requirements. Our overall commitment to the success of the business and its service rests on two main pillars, being impartiality and 
competence, whilst also supported by openness, responsiveness and clearly defined responsibilities. 
Moderate level Assurance Conclusion 
Based on the procedures we have performed and the evidence we have obtained, nothing has come to our attention that causes us to believe that: 
 
a) DUOPHARMA BIOTECH’s Identified Sustainability Indicators contained in the Sustainability Report for the year 2021 are not prepared, in 
all material respects, in accordance with the Global Reporting Initiatives (GRI) Standards. 
b) DUOPHARMA BIOTECH does not have systems and processes in place to comply with the AA 1000 ACCOUNTABILITY principles 2018 i.e. 
inclusivity, materiality and responsiveness in the preparation of the Identified Sustainability Indicators and reliability of the specified 
information with regard to the identified sustainability indicators. 
ASSURANCE STATEMENT

SUSTAINABILITY REPORT 2021
76
 
 
Restriction on Use 
Our moderate level assurance report has been prepared and addressed to the Board of Directors of  DUOPHARMA BIOTECH BERHAD’s at the request 
of the company solely to assist the company in reporting on the Sustainability performance and activities. Accordingly we accept no liability to 
anyone, other than DUOPHARMA BIOTECH.  Our deliverables should not be used for any other purpose or by any person other than the addressees of 
our deliverables. The Assurance Provider neither accepts nor assumes any duty of care or liability for any other purpose or to any other party to whom 
our deliverables are shown or into whose hands it may come without our prior consent in writing.  
 
 
 
 
 
 
 
 
 
 
Name: Amit Anand 
Name: Vikash Kumar Singh 
Designation: Chief Executive Officer 
Designation: Executive Director 
Place: New Delhi, India 
Place: New Delhi, India 
Date: 26th April 2022 
Date: 26th April 2022 
 
ASSURANCE STATEMENT

DUOPHARMA BIOTECH BERHAD
77
UN GLOBAL COMPACT NETWORK 
MALAYSIA & BRUNEI’S STATEMENT
Develop its SDG content index and reporting up to indicator level
Project Scope
UN Global Compact Network Malaysia & Brunei (thereafter “UNGCMYB”) was
requested by Duopharma Biotech Berhad Group (thereafter “Duopharma
Biotech”) to provide an independent opinion (thereafter “Second Party Opinion”
or 
“SPO”) 
on 
the 
linkages 
of 
Duopharma 
Biotech's 
sustainability
activities/initiatives to the Sustainable Development Goals (thereafter “SDGs”)
Responsibilities
Duopharma Biotech
Duopharma Biotech is responsible for the development of their SDG content
index in their Sustainability Report 2021, whilst ensuring the linkages is free
from information misstatement and error. 
UNGCMYB
UNGCMYB is responsible for carrying out a Second Party Opinion on the
approach and processes taken by Duopharma Biotech to:
Methodology
UNGCMYB’s methodology to assess Duopharma Biotech’s sustainability
alignment is based on its Second Party Opinion evaluation framework organized
into seven (7) domains, namely: 1) Purpose of the undertaking; 2) Process
Development; 3) Source of Data; 4) Credibility of Data; 5) Output
Representation; 6) Sustainability Alignment; and 7) Approach to Disclosure 
SECOND PARTY OPINION STATEMENT
FOR DUOPHARMA BIOTECH BERHAD GROUP'S SUSTAINABILITY INITIATIVE
Figure 1 : UNGCMYB’s Second Party Opinion Evaluation Framework

SUSTAINABILITY REPORT 2021
78
In the process of conducting this Second Party Opinion, UNGCMYB conducted
one interview with a representative of Duopharma Biotech and reviewed all
additional supporting documents provided.
UNGCMYB’s Opinion
We express an opinion that Duopharma Biotech has adopted a methodological
approach to develop its SDG content index, and demonstrated linkages to
indicator level.
High Level Recommendations
It is recommended that Duopharma Biotech enhances its SDG content index by
providing a detailed process overview on how the SDG linkages are derived
(e.g., linkage framework, review structure, consolidated datapoints)
UN Global Compact Network Malaysia & Brunei 
Dated: 26 April 2022
SECOND PARTY OPINION STATEMENT
FOR DUOPHARMA BIOTECH BERHAD GROUP'S SUSTAINABILITY INITIATIVE
UN GLOBAL COMPACT NETWORK 
MALAYSIA & BRUNEI’S STATEMENT

DUOPHARMA BIOTECH BERHAD
79
Disclaimers
Transparency on the relationship between both parties: This Second Party Opinion is the only service
undertaken by UNGCMYB for Duopharma Biotech Berhad Group's sustainability report and as such,
does not compromise our independence or impartiality. 
Accuracy and reliability of information: All information contained herein is obtained by UNGCMYB
from sources believed by it to be accurate and reliable. Because of the possibility of human or
mechanical error as well as other factors, however, all information contained herein is provided “as
is” without warranty, express or implied, of any kind, including as to the accuracy, timeliness,
completeness, merchantability or fitness for any particular purpose. UNGCMYB is not acting as an
auditor and this Second Party Opinion is not to be represented as an audit exercise.
 
Copyright © UN Global Compact Network Malaysia & Brunei.
SECOND PARTY OPINION STATEMENT
FOR DUOPHARMA BIOTECH BERHAD GROUP'S SUSTAINABILITY INITIATIVE
UN GLOBAL COMPACT NETWORK 
MALAYSIA & BRUNEI’S STATEMENT

DUOPHARMA BIOTECH BERHAD
Registration No.: 200001021664 (524271-W)
Suite 18.06, Level 18, Kenanga International, No. 26, Jalan Sultan Ismail, 
50250 Kuala Lumpur, Malaysia
Tel	
:	03-21620218 
Fax	 :	03-21610507
www.duopharmabiotech.com