Change Is The Cure
2022 Environmental, Social, and Governance ReportContents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Table of Contents
A Letter from the CEO .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .3
About BeiGene  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 4About This Report .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 4

Innovating Sustainably .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .35Our Climate Strategy .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 36
Our Environmental Performance  .  .  .  .  .  .  .  .  .  .  .  .  .  . 38

Our Approach  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .5
ESG Strategy and Goals .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 6Our Progress  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 7Our Material Topics .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 9

Supporting Communities .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 41
Patient Engagement and Advocacy .  .  .  .  .  .  .  .  .  .  .  . 42
Employee Volunteerism and Charitable Giving .  .  .  .  . 45

Advancing Global Health  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 10
A Differentiated Approach  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 11
Pursuing Broad Access to Our Medicines .  .  .  .  .  .  .  .  . 15
Patient Safety and Product Quality Systems  .  .  .  .  .  .  . 20
Transparency in Interactions with Stakeholders  .  .  .  .  . 24
Empowering Our People .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .25Colleague Engagement and Well-Being .  .  .  .  .  .  .  .  . 26
Development Planning  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 29
Health and Safety .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 30
A Culture of Belonging .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 31

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Operating Responsibly .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .46Corporate Governance .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 47
Responsible Procurement  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 49
Global Reporting Initiative/Hong Kong
Exchange Limited Index  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .50

Contents

A Letterfrom
the CEO

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Change propels new ways of thinking, operating, and(UN) Global Compact and have aligned our efforts withare working to ensure that our approach to clinical trials

innovating. Change Is the Cure, BeiGene’s ESG strategy,

the UN’s Sustainable Development Goals (SDGs), aand commercial access programs reflects the needs offrames our approach for helping change the world for theshared blueprint for peace and prosperity for people anddiverse patient populations.

better. It begins with our commitment to advancing global

the planet. In 2022, we focused on three SDGs, which

health by making innovative medicines more accessible towe believe are critical for our company and the broader

more people around the world.

biotechnology sector to address in creating a more just andclimate change have no borders. In 2022, we completed

equitable world:

our first holistic greenhouse gas (GHG) emissions

In 2022, our oncology research team, one of the largest
such teams in the world, brought three new molecules SDG #13. Climate Action: Like cancer, the effects ofinventory, including emissions from our own operations
 SDG #3. Good Health and Well-Being: We know

(Scope 1 and 2 emissions) and our value chain (Scopeto the clinic, for a total of 16 since our founding in 2010.

that access to oncology treatments in many parts of

3 emissions). We plan to set a Scopes 1 and 2 emissions

Currently, we have more than 60 preclinical programs,

the world, particularly in low-income countries, isgoal by 2024. We are also working with our raw material

with the majority having first-in-class or best-in-classcritically needed. To help close this health equity gap,

suppliers to further evaluate our value chain’s impact

potential. Starting in 2024, we anticipate 10 or more new

BeiGene became a founding member of the Unionand look to set a Scope 3 emissions goal by 2025.

molecules entering the clinic each year. Since 2013, we

for International Cancer Control (UICC)’s Access

Finally, we conducted a risk scenario analysis to better

have conducted more than 110 clinical trials in more thanto Oncology Medicines (ATOM) Coalition, which

understand how climate change could impact our

45 countries, with plans for expansion into Latin America

focuses on improving access to innovative medicines

business and the communities where we operate, so wein 2023. Our commercial team has received approvals forin lower-income countries and supporting them in

can take the appropriate steps to reduce the risk of any

BRUKINSA®, our cornerstone product, in more than 60

developing the capacity to provide proper treatment for

disruptions.

countries and regions, including our latest approvals forpatients. Additionally, hundreds of BeiGene colleagues

chronic lymphocytic leukemia (CLL) in the European Union

have participated in walks, runs, bike rides, and other

Our achievements are a credit to all our colleagues globally(EU) in late 2022 and in the United States (U.S.) in early

activities to support patient advocacy and oncology

who work tirelessly on behalf of our patients. Together, we2023. At the same time, we are expanding and diversifying

research organizations that are advancing research andremain resolute in our commitment to make our vision—to

our supply chain capacity to meet the growing demand forproviding critical services to patients and caregivers

transform the biotechnology industry, creating impactful

our therapies. In early 2022, we broke ground on a new

suffering from the devastating impacts of cancer.

medicines that will be affordable and accessible to far more

U.S. manufacturing and clinical research and development

cancer patients around the world—a reality.

(R&D) center at the Princeton West Innovation Campus in SDG #5. Gender Equality: We recognize that diverse

Hopewell, New Jersey. I continue to be amazed and humbled

voices bring innovative ideas and new energy to ourby my colleagues’ determination and commitment toendeavors. I’m proud to announce our new Diversity,

accelerating global access to our medicines.

Equity, Inclusion, and Belonging (DEI&B) strategy,
which includes targets for reaching gender parity globally

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Change Is the Cure also includes our commitments to ourat the VP level and above and achieving a 50 percent

employees, the many other stakeholders we impact, andimprovement in workforce diversity in management

our planet. This past year, we joined the United Nations

levels in the U.S. by 2030. Beyond employee diversity, we

Sincerely,

John V. Oyler
Co-Founder, Chairman, and CEO
April 2023

Contents

Overview

AdvancingGlobal Health

Empowering
Our People

9,000+ employees
950+

oncology researchcolleagues

60+

2,700+

global clinicaldevelopment and medical
affairs colleagues

3,500+

commercial colleagues

preclinical programs, the majority with first-in-class or best-in-class potential

30+

Phase 3 or potentially registration-enabling trials

110+

clinical trials since 2013 in 45+ countries and regions with 18,000+ patients enrolled~50

assets in clinical and commercialization stage

BRUKINSA APPROVED IN

60+

countries and regions, including the U.S., EU, and China

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Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
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About
BeiGeneAbout This
ReportBeiGene is a global biotechnology company that is
discovering and developing innovative oncology
treatments that are more accessible and affordable tocancer patients worldwide. With a broad portfolio, weare expediting the development of our diverse pipelineof novel therapeutics through our internal capabilities
and collaborations. We are committed to significantly
improving access to medicines for far more patients
who need them. Our growing global team of morethan 9,000 colleagues spans five continents, withadministrative offices in Basel, Switzerland; Beijing,
China; and Cambridge, Massachusetts, U.S.

BeiGene annually reports on its ESG performance.
This report covers BeiGene’s performance in thefiscal year 2022 and aligns with BeiGene’s financial
reporting. The report, published on April 25, 2023,
was developed with reference to the Global Reporting
Initiative (GRI) Standards and was developed using
principles of accuracy, balance, clarity, comparability,
completeness, sustainability context, and timeliness.
It also serves as BeiGene’s ESG report in accordancewith Appendix 27: Environmental, Social, andGovernance Reporting Guide of the Rules Governing
the Listing of Securities on The Stock Exchange ofHong Kong Limited and Guidelines of Shanghai Stock
Exchange of Self-Regulation for Listed Companies
No. 1 - Standardized Operation. Performance data
includes BeiGene’s owned and operated facilities forthe fiscal years 2020 to 2022 unless otherwise noted.
All data are as of December 31, 2022, except where
noted. All monetary figures are in United States
dollars (USD). This report was reviewed by internal
subject matter experts, BeiGene leadership, and ourBoard of Directors. Questions or comments about
BeiGene’s ESG performance or this report may besubmitted to CorporateAffairs@BeiGene.com.

BeiGene is a publicly traded company listed on the
NASDAQ Global Select Market (NASDAQ: BGNE),
the Stock Exchange of Hong Kong Limited (HKEX:
06160), and the Science and Technology Innovation
Board (STAR Market) of the Shanghai Stock Exchange(SSE: 688235). BeiGene is the first biotech company
to be listed on three major exchanges.

Contents

Overview

AdvancingGlobal Health

Empowering
Our People

Our Approach
In 2021, BeiGene launched Change Is the Cure, our commitment tochallenging the status quo and pushing to make the impossible
possible for the betterment of our patients and society. Our ambition is
to be a leading corporate citizen on behalf of all our stakeholders.
In this chapter, we share our:
Î ESG Strategy and Goals
Î Progress Update for 2022
Î Material ESG Topics

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Contents

ESG Strategy
and Goals

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Alignment with UN Sustainable Development Goals
 10 new molecules in clinic
between 2022 and 2023

 10 new molecules in clinic
Change Is the Cure outlines our five ESG
focus areas and strategic priorities. Over the
past year, we completed multiple strategic
assessments in priority areas, including
health equity, DEI&B, and climate change.
As a result, we have committed to ambitious
long-term goals in each of these areas.
These goals are intentionally aligned with
the UN SDGs, specifically three SDGs:
3. Good Health and Well-Being; 5. Gender
Equality; and 13. Climate Action.

annually beginning in 2024

 Global gender parity at the

VP level and above by 2030

 50 percent improvement

in workforce diversity(underrepresented
groups) company-wide atmanagement levels in the
U.S. by 2030

 Continue to address thecomposition of the Boardof Directors for gender andU.S. underrepresented
groups by 2030

 Set a quantitative Scopes
1 and 2 emissions goal by2024 Set a quantitative Scope 3

emissions goal by 2025. To
advance this goal, engage
with two-thirds of our raw
material supplier base
(based on 2021 spend
information)

6 :: 2022 BEIGENE ESG REPORTContents

Our Progress
BeiGene made substantial progress in 2022
across all five Change Is the Cure focus areasand set a number of new goals.

Overview

AdvancingGlobal Health

Focus Area

Empowering
Our People

Innovating
Sustainably

2022 Goals

OperatingResponsibly

2022 ProgressContinue to invest in medicines
across multiple modalities with 10
new molecules in clinic between
2022-2023;

Complete. Entered three newmolecules in clinic

Continue to seek approvals for our
medicines globally;

Complete. BRUKINSA approvedin 19 new countries and regionsin 2022



Define pricing principles andaffordability strategy;

Complete. Published BeiGene’s
Position on Affordability

Improve colleague engagement by
three percent globally versus 2020
engagement scores;Roll out a global initiative toaddress work-life balance;

Develop a three-year global
strategy to improve DEI&B acrossthe company;



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New Goals

10 new molecules in clinic annually
beginning in 2024

Complete. Improved by 7%Complete. Rolling out aleadership-driven behavior
change program to improve
work-life balance

Maintain colleague engagementscores globally versus 2022
engagement scores with astretch goal of +3% for the 2024
engagement survey

Improve work-life balance survey
scores by 3%, with a stretch goalof 5% in 2023

Complete. 2030 goals approved
by Board of Directors

By 2030:


Reach global gender parity at the
VP level and above

Achieve a 50% improvement
in workforce diversity(underrepresented groups)
company-wide at managementlevels in the U.S.

Continue to address thecomposition of the Board of
Directors for gender and U.S.
underrepresented groups

Contents

Focus Area

Overview

2022 Goals

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

2022 Progress

Achieve ISO 14001 certifications for our Suzhou andGuangzhou manufacturing facilities;



Expand GHG inventory to include Scope 3 emissions;

Complete. Inventory compiledConduct a climate risk scenario analysis and assessmentaligned with the Task Force for Climate-Related Financial
Disclosures (TCFD) recommendations;

Complete. TCFD-aligned climate risk scenario analysis andassessment completed

Set a global climate strategy;

Complete. Strategy developed

Develop a three-year patient engagement and advocacy
strategy;

Complete. Strategy developed

Expand partnerships and collaborations with organizations
around the world focused on health policy, equity, andpatient needs;

Complete. Launched Talk About It: Cancer and Mental Health

Launch colleague engagement and volunteer events in the
U.S., Europe, and Australia;

Complete. Piloted a paid volunteer time-off policy in the
U.S.; organized colleague engagement events in U.S., Europe,
Australia, and China

Engage employees to support organizations focused on
cancer awareness raising, patient support, and research;Complete. Employees participated in numerous events to
support patient organizations



Become a signatory of the UN Global Compact;

Complete. Joined in May 2022;

Participating in the UN Global Compact’s SDG Ambition
Accelerator

8 :: 2022 BEIGENE ESG REPORT

AdvancingGlobal HealthComplete. Certification for each facility received in November
2022

OperatingResponsibly

Global Reporting Initiative/
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New Goals

Set a quantitative Scopes 1 and 2 emissions goal by 2024

Set a quantitative Scope 3 emissions goal by 2025. To advance
this goal, engage with two-thirds of our raw material supplierbase (based on 2021 spend information)

Continued from 2022: Explore the creation of a productstewardship program (This goal is in progress as we continue toevaluate internal product stewardship efforts.)

Spearhead multi-stakeholder solutions that empower patientsand disrupt systemic access barriers by 2025Engage employees in 10,000 hours of global volunteerism by2023



Expand paid volunteer time-off policy globally in 2023

Continued from 2022: Implement a third-party supplier risk
management program in 2023 (Manager hired in 2022 tooversee development and implementation)

Overview

Our Material
TopicsBeiGene’s ESG strategy is based upon our materiality
assessment, which was conducted in 2021. To identify
and rank the issues, we interviewed key members of
BeiGene’s leadership team, conducted an employee
survey, and reviewed expectations from the investor
community, industry organizations, relevant nonprofit
organizations, and other external stakeholders.
The results reinforced our commitment to bringing
innovative medicines to more patients globally anddemonstrated the high importance of this imperative
to our stakeholders. Along with advancing global
health, the assessment highlighted the importanceof providing a work environmentthat promotes employee wellbeing and belonging; reducing
our environmental impacts;
supporting patient and local
communities; and practicing
good governance. These themes
became the foundation for the five
focus areas in Change Is the Cure.

9 :: 2022 BEIGENE ESG REPORT

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

BeiGene Materiality Assessment
HIGH•

Data Privacy

•
•
•
•

Employee
Healthand Safety

•

••
••
•

• •
•
•
• •
•
•

Product Quality
Product Safety
Business Ethics
Patient Outcomes

ClimateChange andEnergy Use

Relevance to stakeholders

Contents

Product Innovation
Access to Products
Product Affordability
Clinical Practices

Intellectual Property Protection

Employee Engagement

Responsible Marketing
Diversity, Equity, Inclusion, and Belonging
Bioethics

Employee Development
Water Use

Supply Chain Management•

Employee Benefits

•
•
•

•

•

Government Relations

Employee Volunteerism

Charitable Donations

Other Air Emissions
Waste Management

LOW

Signiﬁcance of economic, environmental, and social impacts

HIGH

Contents

Overview

AdvancingGlobal Health

Empowering
Our People

AdvancingGlobal Health
Our fundamental belief is that patients deserve access to high-quality,
innovative, and impactful medicines regardless of their geographic
location or socioeconomic status. From the discovery of life-changing
therapies to our efforts around closing the health equity gap, we arededicated to improving access to care around the world. We know thatcancer has no borders. Neither do we.
In this chapter, we share our:
Î Differentiated Approach for R&D
Î Pursuing Broad Access to Our Medicines
Î Patient Safety and Product Quality Systems
Î Actions to Increase Transparency with Stakeholders

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Contents

Overview

AdvancingGlobal Health

Empowering
Our People

A DifferentiatedApproach
Our mission is to build a next-generation biotechnology company—one that
expands the highest-quality therapies to more people around the world—with passion, persistence, and excellence. To do so, we have developed adifferentiated approach: With one of the largest oncology research organizations in the industry, our world-classteam is discovering and developing innovative medicines, the majority with first-inclass potential or best-in-class potential.
 Our extensive internal development team allows us to operate largely without thehelp of contract research organizations (CROs). Since 2019, we have enhanced andoptimized our internal infrastructure to improve speed, cost, and quality. We are also
expanding the reach of our clinical trials in order to accelerate access to our medicines
in more countries around the world.
 Our science-based commercial teams are dedicated to bringing the best therapies to

the greatest number of patients possible. Through collaborations with key stakeholders
across diverse regulatory bodies and healthcare systems, our team is increasing accessto care.
 Coupled with our approach to improving access, we are actively exploring ways toingrain principles of health equity across BeiGene, including in the design of clinical
trials, how we engage with patients, and supporting the communities in which we work.

Across BeiGene, our efforts are backed by robust safety and quality systems toprotect our patients and provide transparency to our stakeholders.

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Leading Research andDevelopment Practices
Our ability to deliver innovative, life-saving
therapies stems from our value of Bold
Ingenuity. Since our founding in 2010,
BeiGene has built a world-class clinicaldevelopment and medical affairs organization,with more than 2,700 colleagues, committed
to discovering and developing new therapies
with diverse and novel mechanisms of action.
Our oncology research team, with morethan 950 scientists, is one of the largest in
the industry and has accelerated the rate at
which we are delivering innovative medicines
to the areas with the highest unmet patientneeds. In 2022, we continued to expand our
R&D and medical affairs organization to add
expertise in developing new modalities andtechnologies across BeiGene’s portfolio.
Our approach pairs our global scale withlocal expertise where we can apply relevant
insights across borders while tailoring ourprograms to the requirements of local
geographies.

Global Reporting Initiative/
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60+

preclinical programs, the majority with
first-in-class or best-in-class potential~50

assets in commercializationand clinical phase

30+

Phase 3 or potentiallyregistration-enabling trials

110+

clinical trials since 2013 in
45+ countries and regions with
18,000+ patients enrolled

16internally discovered molecules
to clinic since our founding in 2010

60+

countries and regions where
BRUKINSA is approved, including theU.S., EU, and China

Contents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

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Global Reporting Initiative/
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Cutting-Edge Research
The size and scale of our research team allow us toaggressively pursue new modalities to create pioneering
therapies and novel combinations in areas of greatest
need. New methods and technologies are helping toextend our reach into potentially large indications anddiversify our innovation platforms. Our pursuits include: Employing translational innovation, bringing together

cross-disciplinary teams to advance novel therapies
toward our goal of drugging the undruggable Leveraging technologies like chimeric degradation

CASE STUDY

Leveraging Innovative Technology Through Strategic Partnerships
In July 2022, BeiGene entered a worldwide strategic research partnership with InnoRNA to leverage its innovativetechnology platform for developing mRNA-based therapeutics. InnoRNA is a platform-based biotechnology company
focused on developing innovative mRNA and Lipid Nanoparticle (LNP) technologies to produce therapeutic proteins
rapidly and accurately in cells. Its proprietary Diversity-Oriented LNP platform delivers mRNA safely and effectively into
the cell of interest. This collaboration advances and supports BeiGene’s research efforts in the important fieldof mRNA therapies while securing critical delivery tools for the company. By combining InnoRNA’s platform and
BeiGene’s scientific expertise, BeiGene is well-positioned to develop mRNA therapies that will provide more targeted
treatments for patients.

activating compounds (CDAC), bispecific andtrispecific antibodies (BsAb/TsAb), antibody-drug
conjugates (ADC), cell therapy, and messenger
ribonucleic acid (mRNA) therapy
 Applying learnings from oncology to explore

other therapeutic areas such as immunology andinflammation
As a result, we have entered three new molecules into
the clinic in 2022. Our goal is to enter a total of 10 new
molecules into the clinic between 2022 and 2023. Startingin 2024, we anticipate 10 or more new molecules entering
the clinic each year.

12 :: 2022 BEIGENE ESG REPORT

2022 Goals

New Goals; Continue to invest in Starting in 2024, advance

medicines acrossmultiple modalities
with 10 new molecules
in clinic between
2022-23

10 or more new moleculesin the clinic each year

Contents

AdvancingGlobal Health

Overview

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Innovations from Our Pipeline
Our deep portfolio is currently built around two foundational assets, BRUKINSA (zanubrutinib) and tislelizumab, developed as a centerpiece and building block for multiple potential combinations.
Beyond these medicines, we have around 50 molecules in clinical development and the commercialization phase that leverage a wide array of modalities across multiple indications.

• BTK1 inhibitor, approved in more than 60 countries and regions,
including the U.S., EU, and China, and being developed globally• Unique pharmacologic properties designed to maximize BTK occupancy
and minimize off-target binding compared to other BTK inhibitors• Indications: CLL; mantle cell lymphoma (MCL); small lymphocytic
lymphoma (SLL); Waldenstrom macroglobulinemia (WM); marginalzone lymphoma (MZL)• Indications in development: lupus nephritis (LN); follicular lymphoma(FL); diffuse large B-cell lymphoma (DLBCL)

1
4
5

BGB-11417(BCL-2)• BCL-25 inhibitor with potential best-in-class properties• A key molecule in hematology portfolio, highly potent and highly
selective• Indications: MCL; CLL, SLL; multiple myeloma; acute myeloid leukemia(AML); myelodysplastic syndrome (MDS)

BGB-A445(OX-40)• Anti-PD-12 monoclonal antibody, approved in China and being
developed globally• Differentiated mechanism minimizes binding to FcyR, attractive binding
epitope• Indications: lung, liver, gastric, and esophageal cancers; classical
Hodgkin’s lymphoma; urothelial carcinoma; nasopharyngeal cancer;
microsatellite instability-high (MSI-High) cancer• Unique investigational OX-40 agonist antibody that does not block
ligand binding• Distinguished method of action versus other antibodies in clinicaldevelopment• Indications: advanced solid tumors; melanoma; renal cell cancer (RCC);
urothelial carcinoma (UC)

BGB-15025(HPK1)• Potential first-in-class investigational HPK16 inhibitor• Positioned to combine with tislelizumab in PD-1 sensitive tumors• Indications: advanced solid tumors

PARTUVIX™
(PARP)• Small molecule inhibitor of PARP1 and PARP2, approved in China• Pharmacological properties such as brain penetration and PARP-DNA
complex trapping in preclinical models• Indications: ovarian and gastricBGB-11673(BTK-CDAC)• An investigational BTK CDAC molecule• Indications: B-cell malignancies

BGB-B167(CEA-4-1BB)• Investigational CEA-4-1BB bispecific antibody• Indications: advanced solid tumors

Ociperlimab(TIGIT)• An investigational anti-TIGIT4 monoclonal antibody• One of the most advanced anti-TIGIT antibodies in clinicaldevelopment, highly potent with intact Fc function• Indications: cervical cancer; non-small cell lung cancer; esophageal
squamous cell carcinoma; locally advanced and metastatic solid
tumors; hepatocellular carcinoma (HCC); small cell lung cancer (SCLC);
DLBCL

BGB-24174(SMAC mimetic)• Investigational SMAC mimetic• Indications: advanced solid tumors

BGB-A425(TIM-3)• Investigational TIM-3 inhibitor• Indications: advanced solid tumors

BGB-10188(PI3Kδ)• Investigational PI3Kδ inhibitor• Indications: B-cell lymphoid malignancies and solid tumors

BGB-23339(TYK2)• An investigational TYK2 inhibitor• Indications: inflammation and immunology

3

Bruton’s tyrosine kinase; 2 Programmed cell death protein 1; 3 Poly ADP-ribose polymerase
T-cell immunoreceptor with immunoglobulin and immunoreceptor tyrosine-based inhibitory motif domains;
B-cell lymphoma 6Hematopoietic progenitor kinase 1

13 :: 2022 BEIGENE ESG REPORTContents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Accelerating Access Through Clinical Development
Once a promising molecule is discovered, we strive to
move it quickly into our clinical development process. Our
Global Policy Position on Clinical Research, publishedin 2022, details our commitment to robust and inclusive
clinical development practices. It guides our approach toclinical research, diversity in clinical trials, and clinical
trial integrity. Moreover, our unique clinical development
organization, which transitioned to be largely CRO-free in
2019, allows us to accelerate access to our medicines forpatients around the world.
Managing trials in-house and largely CRO-free gives us
significantly better control over quality, speed, and cost, as
well as higher levels of engagement with site investigators.
Conventional clinical trials account for more than 75
percent of the cost and the vast majority of the timerequired to bring most oncology medicines to a patient.
Our expansive portfolio is directed predominantly by ourinternal colleagues supporting clinical trials in more than
45 geographies. We believe our ability to accelerate clinical
trials is in part due to our broad geographic reach, which can
result in cost savings through: Recruiting patients in countries with large patient

pools, which enables us to complete patient
enrollment more quickly Enrolling patients in countries and regions withlower costs per patient Continuously internalizing and improving processes,
allowing us to become more efficient

14 :: 2022 BEIGENE ESG REPORT

BeiGene’s development team sets the standard for multicountry, global clinical trials to ensure our pivotal studies
can be used in regulatory filings across markets. Our global
trials also include many trial sites outside of major healthcenters, where we are helping to build clinical expertise inthese new countries, such as Poland, Brazil, and Thailand.
This approach to conducting clinical trials outside of major
health centers allows us to reach under-served patientsand allows patients in these regions to get earlier access toinvestigational therapies. Expanding enrollment outsidemajor clinical centers can also expedite patient enrollment,
thereby reducing time to market.
We believe clinical trial transparency and sharing of ourclinical trial data support biomedical innovation, increases
broader awareness of clinical research, and fosters public trustin our products and treatments. BeiGene has committed to
the Biotechnology Innovation Organization (BIO) Principles
on Clinical Trial Data Sharing and the responsible sharingof our clinical trial data to help advance such research. To
this end, BeiGene registers Phase 1 to 4 interventional trials
and discloses the results for completed studies on publicly
accessible websites in compliance with regulatory timelines
and policy expectations. These include the U.S. ClinicalTrials.
gov, the Chinese Clinical Trial Registry, the EU Clinical
Trials Register, the EU Clinical Trials Information System,
the International Standard Randomized Controlled Registry,
the Japanese Registry of Clinical Trials, the Australian New
Zealand Clinical Trials Registry, the Thai Clinical Trials
Registry, and others.

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CASE STUDYBRUKINSA ALPINE Clinical
Trial Demonstrates Superiority in
Progression-Free Survival over Ibrutinib
CLL is one of the most common types of leukemia7, accounting for about onequarter of new cases of leukemia. The condition is characterized by consecutive
relapses, with response to therapy ultimately determining clinical benefit, including
survival.
In 2018, BeiGene initiated ALPINE, a global Phase 3 trial comparing BRUKINSA with
IMBRUVICA® (ibrutinib) in patients with relapsed/refractory (R/R) CLL or SLL.
In the trial’s final progression-free survival (PFS) analysis, both the Independent
Review Committee and investigators found BRUKINSA has achieved superiority
over ibrutinib in CLL for progression-free survival. The ALPINE data also showedsuperior efficacy and consistent benefit across patient subgroups, along with afavorable cardiovascular safety profile. The results provide compelling evidence for
BRUKINSA as a practice-changing BTK inhibitor for patients with CLL.
Yao Y, Lin X, Li F, Jin J, Wang H. The global burden and attributable risk factors of chronic lymphocytic leukemia in 204 countries andterritories from 1990 to 2019: analysis based on the global burden of disease study 2019. Biomed Eng. Online. 2022 Jan 11;21(1):4. Doi:
10.1186/s12938-021-00973-6. PMID: 35016695; PMCID: PMC8753864.
7

BEIGENE HAS CONDUCTED

110+ CLINICAL TRIALS
involving more than 18,000 patients in 45+ countries and regions since 2013.

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Overview

Diversity in Clinical Trials
We recognize that enrolling diverse candidates in clinical trials
plays an important role in advancing health equity. Individual
patients may have different reactions to the same treatment
based on factors such as age, gender, weight, race, or ethnicity.
We believe that clinical trials should reflect the diversity of ourtarget patient populations and that enrollment of diverse groups
will improve the quality of the data we use to demonstrate that
our treatments are safe and effective.

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The team is also seeking out more diverse markets in whichto conduct clinical trials. In 2022, BeiGene expanded into theBrazilian market, a market with a wide variety of ethnicities,
races, and people from different socioeconomic backgrounds.
These trials will allow us to enroll a diverse patient population,so we can understand the efficacy of our medicines in different
demographic groups. Data from Brazil could be used todemonstrate the efficacy of our medicines in other countries
where the demographics are similar. In 2022, BeiGene had six
active studies in Brazil.

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Global Reporting Initiative/
Hong Kong Exchange Limited Index“Born in Syria and then raised in the U.S., I have seen firsthand the difficulties friends and family members living
overseas have in accessing innovative medicines that arereadily available in other parts of the world. I joined BeiGene
because it is working to provide medicines to everyone,
regardless of where they live. BRUKINSA, for example, wasjust registered in Oman—that is remarkable for a companyof our size. My job is to accelerate this work in the Americas,

To this end, we developed a global, cross-functional working
group that is helping to optimize global clinical development
planning, country selection, and trial diversity. Specifically,
the team is charged with acquiring and analyzing patient
data to support the writing of inclusive protocols and clinicaldevelopment plans (CDP), identify the optimal placement of
trials, remain cost-effective, and support race and ethnicity
plans that meet regulatory requirements.

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Where possible, we are working to include patients fromunder-served communities in our studies. For example, in the
U.S., BeiGene is establishing relationships with key oncology
research centers. These centers are not only leading scientificorganizations but often have relationships with other centersin under-served communities. BeiGene is also developing andexpanding partnerships with patient advocacy organizations,like the CLL Society, to ensure that all CLL patients haveequitable access to knowledge and treatment options regardlessof race, geography, and socioeconomic factors.

expanding access to medicines throughout Latin America as
well as to more communities across the U.S. and Canada.”
Alaeddin Homsi
Executive Director, Head of Americas,
Global Clinical Operations

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Overview

AdvancingGlobal HealthPursuing Broad Accessto Our Medicines
Our approach to market access and commercialization is guided by ourvalue of putting Patients First. Our patients deserve access to high-quality,
innovative, and impactful medicines regardless of their geographic location
or socioeconomic status. While other companies prioritize expanding
commercial access in established markets, we aspire to disrupt thisparadigm and reach more patients around the world by expanding more
broadly and rapidly. In 2022, we developed position papers detailing ourapproach for increasing access to medicines and improving affordability.
We leverage several methods to deliver our medicines to more patients
globally, including: Expanding access in both developing and developed markets through expansionof our commercial presence Pricing our medicines at levels that secure access for patients—we don’t let

pricing alone guide our approach to market expansion
 Where permissible, offering assistance, including low- or no-cost medicines, toeligible patients in certain markets where patients cannot afford them Working with organizations to further health equity considerations in our systems

and processes

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Expanding Our
Commercial Presence
Cancer affects patients in every corner of the world.
Many companies take a tiered approach to medicine
registration, seeking approvals in developed markets
that can yield the most economic gains before
seeking registration in middle- and lower-income
countries. To protect pricing structures, they may
also forego selling their medicines in certain markets.
BeiGene is different—we seek registration of our
products across many geographies simultaneously,
including both developed and developing markets,
early in the commercialization process. Our aim is to
go to where our patients are, regardless of geography.
In 2022, we grew our commercial team to more than
3,500 members in North America, the EU, China,
Japan, Southeast Asia, Australia, and New Zealand.
With this expansion, we now serve nine of the 10
largest pharmaceutical markets. Even within theseestablished markets, we are working on expanding
access to locations outside of major health centersin order to bring our medicines to more patients inthese geographies, such as in rural areas of China.
Simultaneously, we are expanding to developing
regions around the world.

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CASE STUDY

Expanding Access forPatients in Rural China
With an estimated 4.8 million newcancer cases in China in 2022,8 China hasan acute need for innovative oncology
medicines. Furthermore, the mortality
rate of cancer in rural China is greaterthan the mortality rate in cities.
To help address this critical need,
BeiGene established a team of morethan 700 employees to help expand
access to rural communities. In 2022,
BeiGene expanded access in greaterthan 10,000 towns and villages, which
benefited more than 187,000 patients.
Additionally, to help expand access inrural areas, BeiGene supported hospitals’
creation of virtual consultation platforms
that would help reach more patients inrural communities who have previously
not had access to state-of-the-art
cancer medicines and therapies.

Xia C, Dong X, Li H, Cao M, Sun D, He S, Yang F, Yan X, Zhang S,
Li N, Chen W. Cancer statistics in China and United States, 2022:
profiles, trends, and determinants. Chin Med J 2022; 135:584–590.
doi: 10.1097/CM9.0000000000002108
8

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Our approach to rapid global expansion isrepresented through the commercialization of
BRUKINSA, a differentiated BTK inhibitor, andBeiGene’s first internally developed medicine.
BRUKINSA has received approvals covering single
or several indications in more than 60 countries,
regions, and territories, including our latest
approvals for CLL in the EU in late 2022 and in
the U.S. in early 2023.
As of the end of 2022, new geographies for
BRUKINSA included expansions in the Middle Eastwith the addition of Kuwait, Qatar, Oman, andBahrain. In Latin America, expansions included
the addition of Guatemala, Honduras, El Salvador,
Uruguay, Paraguay, Argentina, and Brazil. We
also have more than 45 marketing authorization
applications in multiple indications under review
around the world.
As we build our internal capabilities in certain
geographies, we rely on in-country affiliates thathave localized expertise to expand our reach inthose markets. In 2022, we utilized affiliates in
Brazil, Israel, United Arab Emirates, Argentina,
and South Africa.

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Overview

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BRUKINSA: Now Approved in Over 60 Markets

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AdvancingGlobal Health

Overview

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Our Global Approach to Affordability
At BeiGene, we aim to ensure that price will not be a barrier to accessand strive to work closely with health systems globally to sustainably
provide access to patients in need. Our approach recognizes andconsiders the differing levels of income and the economic hurdles
faced by patients and healthcare systems in the varied regions andcountries where we operate.
When determining the price of our medicines in a particular country,
we consider the health system’s financial resources and the valuethat our therapies bring to a broad range of stakeholders (patients,
payers, and society). Our end goal is to minimize the impact on thecost of care while delivering high-value medicines. We often enter
markets seeking prices comparable to our competitors, even when our
medicines are demonstrably safer and more effective, as a means ofkeeping costs affordable while accelerating access. In 2022, we worked
to expedite access in the following geographies: China: BeiGene actively seeks the inclusion of our medicines

in China’s National Reimbursement Drug List (NRDL), whichallows more patients in China to access high-quality medicines ataffordable prices. In early January 2023, the NRDL was updated
to include four new indications for our internally discovered PD-1
inhibitor tislelizumab, as well as KYPROLIS® (carfilzomib) andXGEVA® (denosumab), which are in-licensed from Amgen.
Newly included indications are:• Tislelizumab: non-squamous non-small cell lung cancer(NSCLC), anaplastic mesenchymal lymphoma kinase(ALK), MSI-high cancer, and esophageal squamous cell
carcinoma.

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CASE STUDY• KYPROLIS: R/R multiple myeloma• XGEVA: giant cell tumor of the bone (GCTB) Canada: BRUKINSA is available on most private formularies for

WM, MCL, and MZL. Patients that can’t access BRUKINSA throughprivate or public formularies can access it through myBeiGene’s
patient support program as a bridge to reimbursement so patientscan receive treatment as needed.
 United States: With extensive payer coverage for WM, MCL,MZL, and CLL, BRUKINSA has been well recognized for being
the lowest-cost BTK inhibitor in its class.
 Europe: In Europe, we take a collaborative and flexible approachto pricing and reimbursement, acknowledging that every country
is different. This philosophy has resulted in rapid patient access,often faster than industry averages, in the following countries:
Germany, Austria, Belgium, U.K., Ireland, Spain, Italy, Netherlands,
Switzerland, Denmark, Norway, and Iceland.

Expediting Access to BRUKINSA
in Denmark
In January 2021, the Danish Medicines Council conducted acost-effectiveness evaluation for new medicines or indications
to better understand the length of time it takes for a medicine
to receive reimbursement. The study found that the averagetime between submittal and approval was 158 days. BRUKINSA’s
approval took only 65 days, the shortest amount of time forany medicine in the study. We believe that BeiGene’s focus on
expediting access, versus maximizing price, allowed for thisaccelerated approval. We did not seek a premium price, despite
superior performance. In doing so, we demonstrated high value
for a reasonable cost and were able to quickly gain approval.
New cost-effective evaluation process making an impact in Denmark Australia: The Australian government currently reimburses

BRUKINSA for both WM and MCL patients. In doing so, thefederal government has recognized BRUKINSA’s cost-effectivenessin both indications.

Time taken by
Danish Medicines
Council to evaluate
drugs under the
standard process New Markets: BRUKINSA has been approved in 24 countries

across Latin America, the Middle East, and Central-Eastern Europe
through the co-creation of novel access strategies and solutions toachieve fast and broad access for patients in need.

Source: Danish Association of the Pharmaceutical Industry (Lif)

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Overview

Patient Access Programs
In cases where our medicines are not available through clinical trials
or commercial channels, or are unaffordable to patients, we seek toprovide assistance through our patient access programs. In certain cases,
regulators grant pharmaceutical and biotechnology companies permission
to provide limited access to investigational drugs outside of the clinical
trial space and before the commercial approval or reimbursement
process of medicines. These programs are designed to ensure ethicaland controlled avenues for access, compliant with local regulations,for patients with life-threatening diseases that have no other treatment
options available.
 Pre-approval programs: Regulators allow pre-approval access of

medicines for distribution to defined patient populations where
BeiGene has already submitted to the local regulatory authority. Thisapproach speeds access to medicines in a wide variety of markets.
BeiGene has offered managed access programs for specific cohortsof BRUKINSA patients in France, Italy, South Korea, and Australia
months before reimbursements were finalized. In 2022, BeiGene also
continued pre-approval access programs for BRUKINSA in Israel, theMiddle East, and North Africa markets.
 Compassionate use: Where pre-registration programs are notavailable, BeiGene offers global compassionate use programs toprovide investigational medicines that are not accessible throughclinical trials, and no other treatment options exist. In all cases,
investigational medicines are provided in compliance with theregulations of the appropriate local health authority. BeiGene iscurrently providing three medicines through our global compassionate
use program, which reaches approximately 70 countries.

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 Post-Clinical Trial Supply: For cases where clinical development has

been discontinued, and there is a time lag between a patient completing a
trial and product approval or product distribution, BeiGene endeavors toprovide post-trial access to BeiGene therapies, at no cost, for patients who
participate in a confirmatory, BeiGene-sponsored study. We provide access
until, at a minimum, the therapy receives local regulatory approval andis widely available to patients. In 2022, this option was available for two
medicines in four countries.

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Global Reporting Initiative/
Hong Kong Exchange Limited Index“The right to health is a fundamental human right, butthere are many places in the world where healthcare
infrastructure and staffing resources are inadequate oreven non-existent. This is especially true for oncology
patient care.
In 2022, BeiGene became a founding member of the
UICC ATOM coalition, which seeks to increase access toessential cancer medicines in low- and lower-middle-

 myBeiGene: myBeiGene provides eligible patients in the U.S. andCanada with reimbursement and coverage support, copay assistance,
and free medicine to support access to BRUKINSA. In addition toreimbursement and financial support, myBeiGene also provides accessto oncology nurse advocates to provide personalized support for patientsand caregivers based on individual needs. The nurse advocates help
guide patients and caregivers with education materials and connect
them to advocacy groups and additional resources and services such as
counseling and support groups.

income countries (LLMICs). By joining with others, we will
amplify our impact as we work collectively to close theglobal health equity gap.”
Maia Thrift-Perry
Executive Director,
Patient Advocacy andPublic Health Policy

Closing the Health Equity Gap
Consistent with our mission of providing greater access, we are exploring
the development of an enterprise-wide working group to embed healthequity considerations into critical business strategies. This working group,
which will be supported by our DEI&B team, will work with key internal
stakeholders to incorporate health equity considerations into how wedesign clinical trials, select trial sites, engage with patients, and support
our employees and the communities in which we work.

MORE THAN

400 PATIENTS
across 25 countries have received treatment, free of charge,
from BeiGene through its managed access programs.

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Overview

AdvancingGlobal HealthPatient Safety
and ProductQuality Systems
At BeiGene, we are committed to conducting our research studies andclinical trials responsibly and ethically. Our bioethics program, based on
the core values of respect for autonomy, non-maleficence, beneficence,and justice, provides a framework to guide internal decision-making,helping us deliver on our mission with integrity.
All BeiGene employees and outside vendors who contribute to our R&D
efforts receive training annually on our standard operating procedures(SOPs) and guidelines on bioethics issues established by The World
Medical Association’s Declaration of Helsinki, guidelines established by
the International Council for Harmonization of Technical Requirements
for Pharmaceuticals for Human Use (ICH), and the Biotechnology
Innovation Organization (BIO) Statement of Ethical Principles.

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Bioethics
BeiGene’s research team deploys a number of investigativetechniques in our quest to develop new therapies.
Researchers undergo training on both BeiGene’s andregulatory requirements and keep records of all researchstudies and the use of relevant instruments. For example,
we use genetic engineering tools, including polymerase
chain reaction (PCR), transformation/transduction, andclustered regularly interspaced short palindromic repeats(CRISPR) routinely in our research efforts. These tools
afford us the ability to perform gene mutation, insertion,and knockout in cells. Researchers conducting these studies
receive training on appropriate protocols and expectations
for documenting outcomes.

Global Reporting Initiative/
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 Developed an Animal Welfare Statement which

underscores our commitment to ensuring the ethicaltreatment of animals in all parts of the business Applied for accreditation with the Association for

Assessment and Accreditation of Laboratory Animal
Care International (AAALAC International)
 Developed a Harm-Benefit Analysis system

implemented for all animal studies and comprehensive
Animal Welfare Management Guidelines and SOPs tominimize the suffering and distress of animals during
research activities

Clinical Trials Excellence

As new technologies emerge, we remain committed to
conducting appropriate research on their safety as wellas engaging with appropriate external stakeholders to
mitigate potential risks associated with them.

BeiGene is unique in that we conduct the majority of ourtrials internally without the help of CROs. This allows us
to ensure stringent quality controls and affords us more
control over timelines for our trials.

Animal Welfare

For every investigational medicine, we follow a structured
and formal process for governing and executing clinical
trials. Our Development Core Teams including individuals
from clinical development, clinical operations, clinicalpharmacology, and regulatory, among others—are
responsible for the CDPs for each product candidate. Eachplan includes an assessment to identify potential risks
to patients and plans to mitigate those issues. We assess
the overall benefits and risks of each new therapeuticcandidate in light of the current and expected treatment
practices in a given indication. Each CDP is reviewed by

We fully support the use of alternatives to animal researchwherever feasible. We follow the 3R (replace, refine,
reduce) principles, and our practices are guided by the
Guide for the Care and Use of Laboratory Animals by the
National Research Council.
In 2022, we made several steps to further our commitment
to the ethical treatment of animals:

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Overview

a Development Review Committee, which is chaired by a Vice President
and/or Executive Committee member and includes senior development
leaders from across the company.
Every CDP includes strict guidelines for protecting patient safety andprivacy in accordance with our internal policies and standards and inalignment with regulatory and international standards. This includes
obtaining the informed consent of each patient participating in our trials,
as well as providing adequate information about the research study andits potential benefits and risks. Our approach allows patients to make an
informed decision about their participation in the clinical investigationand provide their voluntary agreement to participate. We also employ
safeguards to protect patient privacy, guided by our global Privacy andData Protection Policy, which establishes core requirements for the use,
storage, and transmission of medical and genetic patient data.

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standards. Using data-driven approaches, the safety organization utilizes
available data sources, epidemiological techniques, and knowledge about
product class effects to differentiate BeiGene products. Documentation
includes information characterizing the benefits and known risks of our
products in public labeling documents as well as key safety insights to
support regulatory filings used in determining product approval.

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BeiGene quickly acts on any report of a suspected adverse event or productcomplaint received from clinical trial sources or spontaneously reported
from marketed use. GPS’ Global SOP for Adverse Events, Adverse Drug
Reactions, and Product Complaint Reporting is a mandatory, annual
training for all BeiGene employees. This SOP describes the process ofreporting adverse events, adverse drug reactions, special situations,and product complaints for all BeiGene-marketed products by BeiGene“Our duty to ensure the well-being of our patients is paramount, and we dedicate significant time toassessing our medicines’ evolving benefit and risk profiles. When I assumed the position of Chief Safety
Officer in 2022, I was also appointed the Chair of BeiGene’s highest safety governance committee,

Patient Safety

the Company Safety Committee (CSC). The CSC showcases the power of working cross-functionally

Upholding our value of putting Patients First, our Global Patient Safety(GPS) team strives to ensure the safe use of our medicines throughout
their product life cycle, from their first use in humans through prescribedpost-commercialization use. GPS, headed by our Chief Safety Officer,
comprises a global team of over 115 safety scientists and physicians who are
dedicated to characterizing the safety of our products, monitoring patient
outcomes, and identifying any unexpected safety issues that may arise.

expertise of our clinical, regulatory, biostatistics, and other relevant functions, along with GPS, to makeGPS maintains high compliance with the requirements of global
regulatory authorities and BeiGene’s safety protocols. At every stage
in the product life cycle, GPS characterizes and documents the safetyof our medicines in alignment with the standards set out by the ICH,
the European Medicines Agency’s guidance documents on Good
Pharmacovigilance Practices, local regulatory requirements, and BeiGene

21 :: 2022 BEIGENE ESG REPORT

and across geographies in the service of patients globally. Through CSC discussions, we draw on theinformed decisions about the continued safe use of our medicines, subsequent risk actions,and communications globally. With the shared purpose of enabling access to safe and innovative
medicines, BeiGene’s CSC enables us to always put Patients First.”
Han Ma, M.D., Ph.D.
Senior Vice President, Chief Safety Officer and CSC Chair

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Overview

representatives. GPS also maintains internally developed educationalseminars that are available on-demand by the enterprise. Theseseminars, taught by pharmacovigilance experts, bridge the regulatoryenvironment within which we operate with best practices to bolster key
pharmacovigilance practices across our value chain.
To facilitate reporting of any adverse events, BeiGene maintains various
channels, including a dedicated email address and live call centers in
Europe, U.S., Canada, and Asia Pacific (APAC) through which adverse
events may be reported directly in local languages. GPS also maintains
an emergency response plan to ensure the maintenance of routine
functions and activities of GPS, including staffing plans and IT system
redundancies, in case of local or global disruptions.

Quality Assurance
Our commitment to quality extends across our business, from R&D to
the distribution of our medicines. We have developed a comprehensive,robust quality assurance and control program to generate awareness,foster a culture of quality in our business processes and for our people,
and support our compliance with applicable laws and regulations andinternationally recognized standards. Our internal standards are often
stricter than those required by national and industry practice and are
optimized and enhanced on an ongoing basis. We expect our subsidiaries
and external business partners, such as vendors, contract manufacturers,
contract research organizations, specialty service providers, contractors,
and distributors, to demonstrate their alignment with our quality control
requirements to achieve patient safety and compliance.

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Quality Management Systems
We have established a comprehensive Quality Management System(QMS) through which we set quality standards, implement
corresponding procedures, conduct quality-related risk assessments, andpromote continuous improvement. The system covers the full medicine
development cycle and incorporates requirements of Good Laboratory
Practice (GLP), Good Clinical Practice (GCP), Good Pharmacovigilance
Practice (GVP), Good Manufacturing Practices (GMP), Good
Distribution Practices (GDP), Electronic Records and Electronic
Signature Guidance (U.S. FDA Part 11, EU ANNEX 11), and the ICH Q10
Drug Quality Control System.
In addition, we have set up comprehensive, risk-based monitoring programs
to ensure the robustness and effectiveness of our quality system. We carryout Quarterly Management Reviews of the performance of our Quality
System and implement enhancements as needed to maintain an effective
quality system, including training, additional resources, modifications ofroles and responsibilities, and/or procedural changes.
We also leverage a formal monitoring system, Change Control, which
utilizes advanced business intelligence to provide real-time updates on
quality metrics, allowing us to easily review data on a site-by-site level toidentify strengths and areas for improvement. By using Change Control,
we can provide documented evidence that a change was assessed by
all relevant stakeholders and appropriate actions were taken to ensurecompliance with applicable standards and regulations.

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In addition to the Change Control monitoring systems, we instituted a
Change Control Review Board, which consists of representatives from
Regulatory Affairs, Quality Assurance, and Manufacturing, who areresponsible for the management and oversight of Change Control.
If a stock recovery or recall is warranted, our Stock Recovery and Recall
Committee consisting of representatives from Regulatory Affairs, Quality,
Clinical Development, and Supply Chain, follows our global standard
product recall procedure to determine the extent of such a recovery or
recall and appropriate mitigations. Additionally, in-depth root cause
analysis and preventive or corrective actions are implemented to ensurethat the quality issue will not reoccur.

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Protecting Against Counterfeit
and Illicit Medicines
BeiGene is committed to combating counterfeit medicines that
could jeopardize patient safety. We built a Brand Protection
function within our Global Security department that works crossfunctionally to develop and implement solutions designed tomitigate risks associated with counterfeiting, diversion, theft, andillegal resale of our medicines. BeiGene has already assessed highrisk issues and implemented several protections, including regional
brand integrity investigations, regional online risk monitoring
programs, and contractual requirements for third-party vendors toprotect our medicines.

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We also maintain a Global Brand Protection Working Group,
which is guided by its mission to protect BeiGene’s patients frompharmaceutical counterfeiting, diversion, and theft by detecting
incidents, defending our supply chain, and educating both internaland external stakeholders. Since its launch in 2021, the team hasestablished its mission, organizational structure, an executive
steering committee, and cross-functional working groups focusedon tactical programs, including anti-counterfeit packaging
improvements, cargo and warehouse security standards, andinternal educational projects to spread awareness regarding therelated dangers to patients.

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Global Reporting Initiative/
Hong Kong Exchange Limited Index“Unfortunately, society has some bad actors who try
to divert our medicines or sell counterfeit products.
When I joined BeiGene in 2020, I had the opportunity
to develop a strategy to ensure patients receive
authentic BeiGene medicines.
We have since built a global team focused on
implementing measures to protect patients. Key
initiatives include training pertinent company
stakeholders on the methodologies for identifying
suspected counterfeit medicines, introducing
more advanced anti-counterfeit packaging, andleveraging new supply chain technology to improveauthentication capabilities. We know that these threats
will continue to evolve, but we will keep innovating toprotect our patients and the company.”
Mike Keenan
Director, Global Brand Protection

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AdvancingGlobal HealthTransparency inInteractions with
Stakeholders
At BeiGene, we want to provide our patients, healthcare providers,
and regulators with the information they need to make informed
choices regarding our medicines. We strive to be forthright andtransparent in our interactions with all stakeholders.

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Responsible Marketing

Political Advocacy

As part of our commitment to transparency, we employ
stringent procedures to ensure that our marketing
communications are truthful, accurate, and provide
important contextual information that will assist healthcare
providers in determining whether our medicines areappropriate for a patient and in understanding potential
side effects.

BeiGene regularly engages with policymakers in support ofour mission to provide high-quality, affordable medicines topatients. We follow international governance guidelines andcountry-specific regulations and laws, such as the Lobbying
Disclosure Act in the U.S., to ensure proper interactions
with government officials. In 2022, BeiGene did not makeany corporate political donations.

Our responsibility begins with developing accurate labels
for our medicines. Our Executive Labeling Committee
reviews all new labels or significant labeling changes prior
to their submission to a regulatory agency and/or before a
product is released for commercialization. Additionally, our
Promotional Review Committee ensures that all external
messages and claims are consistent with the approved
label and indication in each market. This Committee
also reviews messages to ensure that they are medicallyaccurate and meet local regulatory and legal requirements.
Our medicines may only be promoted for their approved
indications and for use in accordance with the provisions of
the approved label.

Sharing Research Data
BeiGene voluntarily shares data on completed studies
responsibly and provides qualified scientific and medical
researchers access to data and supporting clinical trial
documentation for clinical trials in dossiers for medicines
and indications after submission and approval in applicableregions (generally in the U.S., Europe, and China).
Clinical trials supporting subsequent local approvals, newindications, or combination products are eligible for sharing
once corresponding regulatory approvals are achieved.

Contents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Empowering
Our People
Our culture begins with our values: Bold Ingenuity, Collaborative Spirit, Driving Excellence, and,most importantly, Patients First. Our mission and values have allowed us to attract an extremely
talented workforce that is helping us transform the biotechnology sector. As a global entity withmany remote workers, we have been able to build a diverse team of top medical and businessprofessionals, regardless of their location. Our global operating model fosters a culture ofmutual respect, understanding, and belonging as our colleagues from various backgrounds andgeographies work together towards a common goal. In 2022, BeiGene’s employee base grewalmost 14 percent, with just over 1,250 new colleagues joining our global team this year alone.
We now have over 9,000 colleagues across five continents.
In this chapter, we share our:
Î Colleague Engagement and Well-BeingÎ Career Development
Î Health and Safety
Î A Culture of Belonging

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Contents

Overview

Colleague
Engagement
and Well-Being
We want our colleagues to feel inspired by their workand empowered to positively impact the lives of ourpatients. We strive to cultivate a vibrant workplaceculture that builds on our collective energy andenthusiasm. Our colleagues’ personal well-being isimportant to us, and we value their opinions and goals.
By providing engaging professional opportunities andtaking a holistic view of well-being—one that considers
financial, physical, and social-emotional health—we areworking to cultivate a community and culture where
our colleagues can find balance both professionally andpersonally.

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Colleague Engagement
At BeiGene, we pride ourselves on building a culture that fosters open
communication between employees at all levels. We actively encourage
our colleagues to share their points of view and experiences in meetingsand other workplace forums. We also maintain an open-door policy,
allowing colleagues to seek support and counsel from their managers
and other leaders across the organization.

Global Engagement
Survey Highlights

In 2022, we conducted a global engagement survey to listen to andgather our employees’ opinions on the state of the company. We had a
90 percent overall employee participation rate, a seven percent increase
from our last global engagement survey in 2020. In addition, overall
engagement increased from 79 percent to 84 percent, up five percent
from 2020, and nine percent above the benchmark for global companies
in the biotechnology and medical devices sector that took the same
survey in 2022. Moreover, the survey found:84% 94% agree that the work allows us to create more affordable andaccessible medicines for patients around the world

90%

participation rate (7% increase)engagement (5% increase)94%

agree that the work allows us to create more affordable andaccessible medicines for patients around the world

90%

of colleagues are proud to work for BeiGene 90% of colleagues are proud to work for BeiGene 87% would happily recommend BeiGene to their friends and family

Additionally, 90 percent agree that BeiGene’s commitment to social
responsibility is genuine. Likewise, 85 percent agree that people fromall backgrounds have equal opportunities to succeed at BeiGene,demonstrating that our efforts in ESG and DEI&B are positively viewed
by employees. Our high levels of engagement allowed us to maintain our
relatively low voluntary turnover rate of 18.3 percent.

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Based on the survey results, one area where we continued to have lower
scores was in work-life balance. Leadership is cognizant of the pressures
felt by employees to maximize productivity and has begun working
to put in place measures, which are discussed later in this chapter, toalleviate some of these stressors.
In 2023, we plan to continue conducting pulse surveys and shortquestionnaires that will allow us to gauge colleague sentiment on a wide

Contents

Overview

array of topics. By collecting real-time feedback, we can be nimbler inour efforts to respond to employee needs quickly. We also plan to
conduct another global engagement survey in 2024. Our goal for our2024 survey is to maintain our engagement score of 84 percent, with astretch goal of improving survey engagement by three percent. We will
run the engagement survey every other year after 2024.

2022 Goals

New Goals; Improve colleague

 Maintain colleague

engagement by 3%
globally versus 2020
engagement scores

engagement scores
globally versus 2022
engagement scoreswith a stretch goalof +3% for the 2024
engagement survey

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Employee Benefits
We seek to support our colleagues and compensate their hard work withcompetitive compensation and other benefits that support their overall
well-being. As we grow, we will continue evaluating our offerings toensure there is equity across regions and we are meeting our colleagues’
needs while also remaining competitive by industry standards.

Compensation and Benefits
We offer colleagues competitive compensation and benefits packages
tailored to the region of the world where they work. Our total rewards
structure includes a competitive base salary and annual performance
incentives, generous equity grants (or cash grants for the small number

Family Day in Shanghai
From March to May 2022 as a result of COVID-19, 96 research scientists and supporting function personnel volunteered
to move into the lab facilities in Shanghai to continue to advance their research and in process tests. Their willingness
to prioritize their research speaks to their belief in the company’s mission to find medicines for life-threatening
diseases. During this time, BeiGene supported the members of the group with an additional hardship allowance, as wellas provided fitness equipment, entertainment activities, and mental health training to support employee well-being.
BeiGene also delivered groceries and health supplies to support these colleagues’ families while they were away.
In September 2022, our colleagues’ families were invited to visit Shanghai’s R&D facilities as a part of Family Day.
Children received lab coats and were shown the labs where their parents lived and worked during those months away.
It was a day of celebration for the close-knit community that developed during that exceptional time in support ofcancer research and appreciation for both our colleagues and their families’ contributions to BeiGene’s mission.

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Global Reporting Initiative/
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coverage, paid time off, and other benefits specific to meet the needsof each market.
Annually, all employees receive a performance review to reflect on theircontributions and achievements and receive corresponding performance
incentives. Beyond these performance reviews, we also offer additional
incentives for high-performing, high-potential employees. For instance,
through our Key Contributor Program, employees are eligible to receive
additional cash and/or stock awards for making contributions that arebusiness-critical to the success of BeiGene. In addition, for unique oneoff, business-critical situations, the CEO has the ability to grant an equity
award to high-performing, high-potential talent.
In 2022, our median employee compensation was $78,019, including
annual base pay, an annual target cash incentive opportunity, and grant
date fair value of equity awards granted in the same year. Our CEO Pay
Ratio for 2022 was approximately 231:1, as determined in accordance withthe rules of the U.S. Securities and Exchange Commission (SEC).

Contents

Overview

BeiGene is firmly committed to equal pay for equal work. As a pay-forperformance company committed to pay equity, we continue to embed
policies, principles, and practices of equity and inclusion across ourprocesses, employee life cycle, and culture. Consistent with our BeiGene
promise statement to address systemic injustices and inequities, we
continue to fairly compensate our employees based on the work that they
perform.
In 2021, BeiGene instituted annual internal pay equity reviews. BeiGene isproud that our 2022 analysis revealed no systemic pay equity issues. Witha dynamic business and rapidly growing workforce, we will continue toreview our processes annually going forward to ensure that all employees
are paid fairly and equitably.
We also regularly assess benefits across our full employee population
to ensure that we are competitive with market norms. For example,
we increased 401(k) matching in the U.S. to be more aligned with theindustry. We also review our benefits offerings to ensure we are supportingcolleagues in all life cycle stages, from those with young families to thoserequiring elder care for aging parents. Additionally, we review our benefits
to ensure that they are inclusive and support the needs of minority groups,
such as the LGBTQ+ community, colleagues with disabilities, and others.
In 2022, BeiGene quickly reacted to the overturning of Roe v. Wade in
the U.S., adding reproductive services to our existing benefits for thoseneeding medical care out of state. This benefit already covered a range ofcare categories, including cancer, bariatric surgery, orthopedic surgery,transplant services, cardiac services, among others. In addition, BeiGene
expanded our benefits to include additional healthcare services for ourtransgender colleagues. Finally, we worked to bolster our global mental
health services to support our colleagues, many of whom continued tofeel the effects of the COVID-19 pandemic.

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Work-Life Balance
As a global company, colleagues are often collaborating with co-workers
across multiple time zones. Additionally, the urgency of the work can
result in long hours, leading to challenges in finding a balance between
work and personal life. In response to BeiGene’s Global Employee
Engagement Survey results regarding work-life balance, BeiGene has
pledged to make work-life balance a priority.
BeiGene is committed to finding balance for our colleagues in waysthat work for them, given their unique circumstances and the varying
demands of their roles. In 2022, we established a leader-led initiative toimprove work-life balance for all. Leaders have been given resources toengage their teams in order to set expectations around meetings, work
hours, time off, and deadline etiquette. We have also created a work-lifebalance global task force with cross-functional, cross-regional, and multilevel members to discuss additional global initiatives throughout 2023.
Additionally, we will continue to offer: company-wide quiet weeks, whenno meetings are scheduled and out-of-team contact is limited, allowing
colleagues time to catch up, step back, and plan; Focus Fridays, when
meetings and calls are reduced in an employee’s local time to free up work
time; and quiet hours during local time to fully disconnect and make time
off meaningful.

2022 Goals

New Goals; Roll out global Improve work-life

initiative to address
work-life balancebalance survey scoresby 3%, with a stretch
goal of 5% in 2023

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Overview

CareerDevelopment
BeiGene values the individual growth and careerdevelopment of all our colleagues. As a company,
we encourage our employees to seek andparticipate in opportunities to further their career,develop valuable skills, and grow in the direction
most beneficial to their career path.

18%

of available positions filled throughinternal promotions or lateral moves,compared to just 4% in 2021

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Development Planning
BeiGene encourages all employees to set professional development
goals and work with their managers to craft personal development plans toreach those goals, including on-the-job and formal training opportunities.
In 2021, we piloted an individual development planning program (IDP)
through an online platform in Asia, which was expanded in 2022. In 2023,
we will encourage all colleagues to use this platform.
To help us prepare for leadership transitions, we created a global succession
plan in 2022. Members of our leadership team have received succession
planning training and are working with select talent to formalize IDP plans
focused on preparing future leaders to be ready to step into new roles.
Likewise, the company is prioritizing internal hiring and promotions as ameans of retaining and growing top talent. In 2022, 18 percent of available
positions were filled through internal promotions and lateral moves,compared to just four percent in 2021.

Learning and Development
As the company expands, so do the professional development needs of ouremployees. Ultimately, we want every employee, at every level, to havethe opportunity to learn, develop, and flourish at BeiGene. To supplement
on-the-job learnings, managers work with their direct reports to identify
relevant skills and knowledge essential to specific roles and offer training
opportunities for employees to grow in those areas. For many roles, certain
trainings on topics like ethics, regulatory compliance, or environment,
health, and safety (EHS) are mandatory. Others are focused on generalprofessional skills, management skills, and job-specific technical skills.
Employees work with their managers to select the training that aligns with
their professional development goals. In each case, we strive to provide
employees with the opportunity to direct the majority of their training

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hours to individual needs. Over the course of the year, all of our employees
completed a combination of compliance and job-specific skills training.
Since the establishment of the Global Talent Development team in 2021,
BeiGene has made great progress in designing a global training curriculum
while supporting colleagues’ different business and geographic-specificdevelopment needs with customized solutions. These successes include: Aligning content for key trainings in English-speaking regions with global

requirements
 Sharing resources across regions to offer more session options forcolleagues working in different time zones
 Standardizing company language globally to drive consistency interminology and messaging
 Embedding more “experiences” and “exposure” elements into talentdevelopment programs to drive learning effectiveness and shift the focus
from “training” to “development”
 Hiring highly experienced trainers and consultants to help us develop
and deliver trainings
In October 2022, BeiGene also implemented a new global on-demandlearning platform. This platform not only allows different functions tocreate custom learning paths, but it also includes self-directed trainings ona multitude of topics, including DEI&B and work-life balance.
BeiGene also offers several leadership development programs for highperforming employees. The Talent Acceleration Program (TAP), which
was started in 2021, focuses on skill-building for our top high-potential
employees. In 2022, TAP enrolled new cohorts and expanded in the APAC
region. In 2023, BeiGene is looking to expand TAP globally to all colleagues,
establish a formal mentoring process at the company, and implement a
Global Leadership Behavior program.

Contents

Health and
SafetyWe are committed to protecting thehealth and safety of all our colleagues
as well as that of the communities
where we operate. We maintain acomprehensive EHS program toprotect the safety of our workforce
in our laboratory, clinical trial,
manufacturing, and office settings.

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

In 2022, we continued our robust safety protocols to manage the risks
associated with the COVID-19 pandemic. When an outbreak of COVID-19 in
Shanghai closed the city for more than two months, we strictly followed the
local epidemic prevention policy requirements, equipping staff with epidemic
prevention PPE and regularly carrying out nucleic acid detection tests. We alsoestablished an epidemic emergency response team to monitor the impact of theepidemic on employees’ mental and physical health.
Outside of Shanghai, our other manufacturing facilities, laboratories, and field
staff continued normal operations. To protect our colleagues, we continued to
enforce requirements from the World Health Organization, the National HealthCommission of China, the U.S. Centers for Disease Control and Prevention,and other governmental entities. We also continued to operate our COVID-19
testing protocol for our commercial and field teams. Around 85 percent of thestaff on those teams participated, helping to prevent work-related outbreaks.
Beyond the pandemic, we focused on improving safety performance in our
manufacturing facilities and laboratories. Across our manufacturing andlaboratory facilities, we organized various EHS activities to improve EHS
culture, such as EHS Day, emergency response drills, and trainings on individual
safety topics. Additionally, both our Guangzhou and Suzhou facilities updated
their health and safety procedures and systems to meet ISO 45001 standards,
achieving certification in November 2022. As part of this effort, both facilities
revised their health and safety risk assessment processes and implemented
mitigations to provide a safer working environment for employees. In the lastyear, BeiGene has also focused on biosafety practices, obtaining biosafetylevel-2 certificates for all biological-related laboratories.

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Across our manufacturing and laboratory facilities, BeiGene’s total incident
rate for 2022 was 0.13, with a lost time incident rate of 0.07. BeiGene did notexperience any employee fatalities.

2

ISO 45001 certifications, one for each of our manufacturing
facilities in Guangzhou and Suzhou

Globally, we conducted our monthly Safety and Security Awareness campaigns,
which have been ongoing since 2020. To aid employees who have been impacted
by natural disasters, BeiGene continued to provide employees with a 24hour/worldwide aware button to request emergency care or help in specificsituations.
To expand our EHS capabilities, in 2022, we launched a new digital EHS
system in our manufacturing and laboratory facilities to manage EHS data. We
also hired a new head of EHS for our Princeton West Innovation Campus in
Hopewell, New Jersey, and plan to hire a new leader to oversee EHS globally for
all of our non-manufacturing and non-R&D facilities in 2023.

Contents

Overview

A Culture ofBelonging
As a global organization comprised of employees
at various life stages, of multiple backgrounds,
and from diverse cultures, we value everyone
sharing their ideas and perspectives. We know
this is the foundation for greater innovation,
bigger breakthroughs, and better results.
We celebrate our differences and encouragecolleagues to share their viewpoints to foster aculture of understanding and mutual respect. We
strictly prohibit discrimination or harassment in
the workplace on the grounds of race, religion,color, sex, gender identity, gender expression,sexual orientation, age, disability, national origin,veteran status, or any other basis covered byappropriate law.

AdvancingGlobal Health

Empowering
Our People

DEI&B at BeiGene
In 2021, we committed to developing a three-year
global DEI&B strategy. Our new strategy,
Belong@BeiGene, has four focus areas—
culture, career, community, and communication—
and ambitious 2030 DEI&B goals. Approvedby BeiGene’s Board of Directors in September
2022, these 2030 goals include:

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Belong@BeiGene
At BeiGene, we like to say, “Cancer has no borders, and neither do we.’”
Because to create impactful medicines that will help everyone, we believe
in including everyone.

 Reaching global gender parity at the VP level

and above Achieving a 50% improvement in workforce

diversity (underrepresented groups) companywide at management levels in the U.S.
 Continuing to address the composition of
the Board of Directors for gender and U.S.
underrepresented groups
Our strategy and goals were created incollaboration with the Global IDEA Council,
comprising a diverse group of employees fromaround the world.

We continually foster an environment and culture that reflects andsupports the diverse communities of patients we serve, the unique qualities
that each colleague brings to BeiGene, and our core principles in supportof social justice and equity for all.
We don’t only want to be the best biotech company for our colleagues andour patients. We want to be the best biotech company for the world.
At BeiGene, we are driven by the power of change, and we know that if
each of us focuses on diversity, equity, inclusion, and belonging at work
and in our lives, we will leave a lasting legacy that will continue beyond us.
Everyone belongs at BeiGene, and we’re all in!

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Overview

To help us meet these targets, we are hiring a new Executive Director,
Diversity and Health Equity, responsible for overseeing our DEI&B
and health equity strategies. This individual will shepherd the creationof regional goals and action plans to support our global 2030 strategy.
We also plan to continue DEI&B trainings as well as establish several
employee resource groups (ERGs) in 2023. Initially, we will focus on
ERGs for female, LGBTQIA, Black/African American, Hispanic/Latinx,
and neurodiverse colleagues, but we expect to form others in the future
based on employee interest.
Also, in 2023, our Global IDEA Council will continue to run Coffee
and Conversations programming, which is an opportunity for diverse
members of the BeiGene community to share information and theirpersonal experiences on a DEI&B-related topic. Topics in 2022 included
Hispanic Heritage Month, neurodiversity, mental health, and Ramadan,among others.

Diverse Representation at BeiGene
Having a diverse workforce that reflects the diversity of our global patient
population is crucial for our success. In 2022, we maintained gender
parity in all levels of the organization below vice president. At the vicepresident and above level, we saw the percentage of women increase from24 percent in 2021 to 33 percent in 2022. Within the U.S., the percentagesof individuals from underrepresented groups remained largely thesame with 52 percent of U.S. employees identifying as members ofunderrepresented groups. Moving forward, we will work to increase
the representation of individuals from underrepresented groups withinmanagement levels.

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AdvancingGlobal Health

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33%

of employees at level of Vice President andabove are women, up from 24% in 2021

52%

of U.S. employees identify as members ofunderrepresented groups

2022 Goals

New Goals; Develop a three-year global

By 2030:

strategy to improve DEI&B
across the company

 Reach global gender parity
at the VP level and above Achieve a 50% improvement
in workforce diversity(underrepresented
groups) company-wide
at management levels in
the U.S.

 Continue to address thecomposition of the Board of
Directors for gender and U.S.
underrepresented groups

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index“Facing negative repercussions when disclosing an autism
diagnosis at work is something many autistics fear, myself
included. The fact that BeiGene welcomes different
perspectives and values individual contributions has helped
me a lot. When I shared my diagnosis, I was asked what
accommodations I might need. I found a colleague who’s
become a good friend to assist me when I don’t understanda social situation or need guidance on how to navigate aninteraction. I feel lucky to have colleagues who have always
made me feel safe and welcome as I am.
The ability to work remotely is also incredibly valuable forme because it automatically removes many of the obstacles
I would otherwise face in an office setting, such as any
background noise, interruptions, and the increased potential
for social interactions. While I don’t dislike social interactions,they can be stressful because I don’t always understandhow I am expected to act and, at times, misunderstand theother person’s meaning.
At the same time, educating others about autism issomething that is very important to me. I am really glad
to be in the Global IDEA Council because I see it as awonderful opportunity to educate each other about ourvarious backgrounds and different perspectives and tofurther understanding and tolerance.”
Slava Gayko
Quality Control Specialist

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AdvancingGlobal Health

Overview

Empowering
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Employees by Employment Type

Employees by Age

Employees by RegionAPAC

33 :: 2022 BEIGENE ESG REPORT

Americas

Europe

MENA

<30

30-50

51-65

>65

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Overview

AdvancingGlobal Health

Employees by Gender (% total)

Empowering
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U.S. Employees by Race & Ethnicity
FemaleMale

Not declared

White

White
Asian
Two ormore races

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Black or
Hispanic
Black
Hispanic
Asianor
response No response
African Americanor No
LatinoAfrican Americanor Latino
TwoNativeor
NativeHawaiianor
American Indian
Hawaiin or
American Indian
more
races
other Pacific Islanderor Alaska Nativeotherpacific Islanderor Alaska NativeContents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably
At BeiGene, we recognize that human health and the health of theplanet are intrinsically linked. Scientific studies show that higher levelsof pollution correlate with higher incidences of disease, including someforms of cancer. Moreover, climate change impacts continue to growin scale and intensity, increasing the risk of disruptions to our businessand our ability to provide care to our patients. As a company focusedon improving health and health equity, we believe it is imperative tooperate our business in a way that mitigates our environmental impacts
beginning with climate change.
In this chapter, we share our:
Î Our Climate Strategy
Î Our Environmental Performance

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Overview

Our Climate
Strategy
In 2022, we completed our first holistic greenhousegas (GHG) emissions inventory, including emissions
from our own operations (Scopes 1 and 2 emissions)and our value chain (Scope 3 emissions). We plan
to set a quantitative Scopes 1 and 2 emissions goalby 2024. To help us set our goal, we are building astrategic roadmap that considers energy efficiency
investments and renewable energy purchases. We
are also conducting energy audits in our R&D andmanufacturing facilities, which account for the majorityof our Scopes 1 and 2 emissions.

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We are also assessing how to best reduce GHG emissions acrossour value chain. We found that in our 2021 baseline year,
Scope 3 GHG emissions comprised 84 percent of total emissions
compared to one percent for Scope 1 and 15 percent for Scope 2.
This analysis also helped us identify our three largest Scope 3
emissions hotspots within our value chain: Purchased Goods andServices (72 percent), Capital Goods (14 percent), and Fuel- andEnergy-Related Activities (seven percent).

OperatingResponsibly

away from relying on less accurate spend-based emission factors.
The more robust data will serve as the baseline for developing a
Scope 3 reduction goal by 2025.

Looking forward, we plan to engage two-thirds of our raw materials
supplier base in order to gather primary GHG emissions data and move

GHG Emissions: 2021 Baseline

In addition to reducing our impacts on climate change, we completed
a scenario analysis to determine the potential climate-relatedrisks and opportunities for our business in alignment with TCFD
recommendations. This analysis, which assessed both physical andtransitional risks, identified potential areas of vulnerability throughout
our value chain. This assessment will allow us to develop future
strategies for mitigating those risks.

Scope 3 GHG Emissions Breakdown:
2021 Baseline2
MT CO2e2,423 (1%)

2,442 (1%)

2022 Goals

New Goals; Expand our GHG inventory to Set a quantitative Scopes 1 andinclude Scope 3 value-chain
emissions in alignment with
the GHG Protocol; Conduct a TCFD-aligned
climate risk scenario analysis
and assessment; Set a global climate strategy

35,900 (15%)

Tonnes of carbon

31 (0%)

dioxide equivalent

3,577 (2%)

(MT CO2e)12 emissions goal by 2024

8,514 (4%)
1 (0%)

1 (0%)

13,711 (7%)

Scope 2

Waste Generated in
Operations
Business Travel

Total

Employee Commuting

241,253 (100%)

Downstream Transportation
and Distribution
145,772 (72%)

202,911 (84%)

36 :: 2022 BEIGENE ESG REPORTCapital Goods

Upstream Transportation
and Distribution

28,881 (14%)

Scope 3emissions goal by 2025. To
advance this goal, engage with
two-thirds of our raw material
supplier base (based on 2021
spend information)

Purchased Goods andServices

Fuel- and Energy-Related
Activities

Scope 1

 Set a quantitative Scope 3

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1 Market-based emissions
2 The following categories were deemed not applicable to BeiGene: 8. Upstream Leased Assets, 10. Processingof Sold Products, 11. Use of Sold Products, 13. Downstream Leased Assets, 14. Franchises, and 15. Investments.

End-of-Life Treatment
of Sold Products
Total
202,911 (100%)

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Mapping Our Climate-Related Risks
Given the rapid pace of climate change, BeiGene conducted a climate risk
assessment in alignment with TCFD to better understand the potential impacts
climate change could have on our business. As part of this, we utilized two climate
scenarios, including both a “Low Carbon,” or a more aggressive shift to a lowcarbon economy, and a “High Carbon,” or a business-as-usual case where global
economies and governments continue with the current, lagging pace of climate
commitments and actions.9 We also defined three time horizons as part of theanalysis: short (present-2030), medium (2030-2040), and long (2040-2050).
We worked with an outside partner to assess both physical risks—those that result
from climatic events, such as wildfires, storms, and floods—and transition risks—
those that occur from market, technology, or policy shifts—as we move towards a
low-carbon economy. After identifying a longlist of nearly 50 physical and transition
risks and opportunities, we conducted a vulnerability assessment and analyzed
each for BeiGene’s level of exposure, scale of impact in both low- and high-carbon
scenarios, and our ability to adapt from a cost and resources perspective. We’ll use
this analysis to inform the development of our business strategy, so we can mitigate
potential risks and equip the company to address opportunities that may arise.
The vulnerability assessment identified our six most critical risks and opportunities.
Most are described as both a risk and opportunity, as the impact on BeiGene
will depend on the company’s response strategy and achievement of oursustainability goals.

BeiGene’s Six Most Critical Climate Change Risks and Opportunities
CriticalTimeframe

High Carbon

Low Carbon

Optimize procurement
practices for emissions reduction

Short

MediumHigh

Risk &
Opportunity

Expectations and mandates
to comply with increasingclimate-related policies

Short

MediumHigh

Risk

Attracting and retaining talent throughsustainability commitments andadvancement of broader ESG goals

Short

MediumHigh

Risk &
Opportunity

Investor & institutional stakeholder
expectations on managing
climate-related impacts

Short

MediumMediumRisk &
Opportunity

Cost of energy sources (fossil fuels)

Short

High

MediumRisk

Extreme weather impacts (e.g., wind,severe storms) on production facilities

Short

83%*

83%*

Type

Risk/Opportunity

Risk &
Opportunity*Percentage of production facilities at risk of acute weather events

Scenarios were informed by the projected warmings in the Intergovernmental Panel on Climate Change (IPCC) Shared
Socioeconomic Pathways and supplemented by information from the International Energy Agency World Energy Outlooks.
9

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Overview

Our
Environmental
Performance
Our ability to rapidly develop and commercialize
new medicines is helping us bring innovative,
life-saving medicines to millions more patients
globally. To meet the growing demand forour medicines, we are investing in additional
laboratory space and manufacturing capacity,
resulting in increased GHG emissions, water use,
and waste creation.

2022 Goals

New Goals; Achieve ISO 14001

 Continued from 2022:

certifications for our
Suzhou and Guangzhou
manufacturing facilities

Explore the creation ofa product stewardshipprogramAdvancingGlobal Health

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Our People

Innovating
Sustainably

Supporting
Communities

While our overall resource use is projected to increase, we areworking to improve our efficiency, producing more product withfewer inputs per batch. In 2022, we undertook several initiatives toreduce our energy use, water use, and waste to improve production
efficiency. To begin, we achieved ISO 14001: Environmental
Management Systems certification in our Suzhou and Guangzhou
manufacturing facilities in November 2022. These certifications
validate that our systems are robust and designed to foster
continuous improvement in environmental performance. Other
efficiency measures we implemented in 2022 include:
Guangzhou Manufacturing Facility:

Global Reporting Initiative/
Hong Kong Exchange Limited Index“I entered the EHS field because of the importantrole it plays in protecting the environment, thehealth and safety of my colleagues, and thecommunities where we work. This year, I helped
our Guangzhou and Suzhou manufacturing
facilities achieve ISO 14001 for environmental
management systems and ISO 45001
certification for occupational health and safety.
I really appreciate ISO’s focus on continuous Waste Reduction: Upgraded production process to increase finishedimprovement and how it actively engages

batch size by 18 percent, reducing hazardous waste production byseven percent per batch. This is estimated to reduce hazardous waste
production by four tonnes annually.
 Energy Savings: Optimized the automatic lighting controls in publicareas, reducing daily energy use by up to 85 percent. This change
saved over 16,000 kilowatt-hours (kWh).
 Energy Savings: Installed an on-line tower water cleaning system toenhance the heat exchange efficiency and reduce electricity use in thecooling towers, which saved over 110,000 kWh.

employees in that process. By applying theSuzhou Manufacturing Facility: Energy and Materials Savings: Optimized the wastewater treatment

process, reducing the use of treatment agents by 9,000 kg and saving
more than 4,752 kWh and 1,368 tonnes of steam annually.
 Materials Savings: Adopted several paper-saving initiatives, including
removing unnecessary printing requirements from operational
procedures and moving to online recordkeeping for certain procedures,
while reducing time spent on document distribution.
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OperatingResponsibly

core principle of PDCA (Plan-Do-Check-Adjust),
we are building our colleagues’ awareness,knowledge, and skills to drive an EHS culture
where they take ownership of our performanceand are empowered to make improvements.”
Leo LiHead of EHS

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Bioisland: Energy Savings: Added an air compressor with a variable frequency drive to supplement

the existing air compressor system, optimizing run times, which is estimated to save over
95,000 kWh per year.
 Energy and Water Savings: Replaced the current boiler system with a vapor generator,
which will save an estimated 10,000 cubic meters of natural gas and 7,000 cubic metersof water per year.
 Energy Savings: Added automated controls to the garage lighting system, which isestimated to save 7,200 kWh per year.
In 2022, our total product revenue increased approximately 98 percent, while our total
GHG emissions only increased 49 percent. Furthermore, BeiGene’s overall energy and
GHG emissions intensity per kilogram (kg) of internally manufactured commercial productdecreased by five percent, despite increasing production and continuing to expand BeiGene’s
R&D facilities. These results highlight BeiGene’s commitment to improving our efficiency
and growing in a responsible manner.
Water intensity increased in 2022 due to increased production volumes and higher water use
in our new Bioisland facility and in other R&D facilities. Waste intensity remained the same.
Moving forward, we will continue to examine ways to reduce water use and waste as part ofour product stewardship efforts.

Our Operational Footprint
BeiGene has R&D facilities in Beijing, Shanghai, and Taipei, as well as Bioisland, an incubator for new
biotechnology companies, in Guangzhou. In addition, we operate manufacturing facilities for smallmolecule medicines and large-molecule biologics in Suzhou and Guangzhou, respectively, to support thecommercialization of our internally developed medicines. In 2022, we broke ground on a third manufacturing
facility on the Princeton West Innovation Campus in Hopewell, New Jersey. We also maintain offices in several
geographies where we operate to facilitate clinical trials and applications for approvals and reimbursement.

Research and Development

Manufacturing

Beijing:Suzhou:•Over 17,000-square-meter R&D
facility•Over 13,000 square meters of small molecule
production capacity (100 million tablets annually)•

Pilot scale (approximately 140
square meters) manufacturing
capabilities for preclinical andclinical trial materials for someof our small-molecule drugcandidates•

Continued construction on a new 82,000-squaremeter campus, which is expected to expand smallmolecule manufacturing capacity to one billion
tablets/capsules annually (10 times the current
capacity)•

Phase 1, expected to be completed in 2023, will
expand production to 600 million tablets/capsules•

The facility also produces commercial medicinesand biologics candidates for clinical supply with
500 liters capacity

Shanghai:•Over 13,000-square-meter R&D
facility

Guangzhou:
Taipei:IN 2022, BEIGENE BEGAN PARTICIPATING IN

HSBC’S GREEN DEPOSIT PROGRAM
in China. Through this program, short-term cash deposits are used to financeenvironmentally beneficial projects. Green project themes include renewableenergy, energy efficiency, sustainable waste management, and sustainable water
management, among others.

39 :: 2022 BEIGENE ESG REPORT••Approximately 163,000-square-meter state-of-theart commercial-scale manufacturing facility for the
manufacturing of large-molecule biologics•

Continued construction, bringing total capacity
to 54,000 liters in 2022, with an additional 10,000
liters planned for 2023

11,000-square-meter R&D facility

Guangzhou:•

Opening of 41,000-square-meter
Bioisland facility, an incubator for
new biotechnology businesses

Hopewell:•

Broke ground on a more than one million-squarefeet commercial-stage manufacturing and clinicalR&D campus

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Overview

BeiGene’s Environmental
Performance

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Energy Use

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GHG Emissions

These graphs detail BeiGene’s
performance for the years 2020
to 2022. In all charts, commercial
product refers to net weight of internally
manufactured commercial product,
not including packaging.

Total energy consumption(MWh)Total energy consumption per kgof commercial product(MWh/kg commercial product)

GHG emissions (tonnes CO2e)1,2
Scope 1 (Direct
GHG emissions)

Scope 2 (Indirect
GHG emissions)

Scope 3 (Value
chain emissions)

Scope 1 and 2 GHG emissions per
kg of commercial product(tonnes/kg commercial product)

1. Scope 2 emissions are market-based emissions. Location-based emissions are 35,898 tonnes CO2e in 2021 and 53,870 tonnes in 2022.
2.We have not yet conducted a Scope 3 inventory for 2022 as we are working on a methodology and process to collect actual data frompriority vendors. We plan to publish 2022 and 2023 Scope 3 data in our next report.

Waste1

Waste (tonnes)
Hazardous waste1

Non-hazardous waste3

1.Global office data was excluded from these metrics.

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Hazardous waste per kgof commercial product(tonnes/kg commercial product)

Water Consumption1

Non-hazardous waste per kgof commercial product(tonnes/kg commercial product)

Total water consumption2(cubic meters)

Water consumption per kgof commercial product(tonnes/kg commercial product)

1.Global office data was excluded from these metrics.
2.The 2022 increase in production water consumption was due to the expansion of commercial production in our Guangzhou facility and higher
water use in Bioisland facility and other R&D facilities.

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Overview

AdvancingGlobal Health

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Supporting
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As we work to provide treatments to patients worldwide, we also strive
to support their families, caregivers, and the advocacy organizations
who act on their behalf. Our values and mission drive us to elevatepatient voices, engage in the community, and evolve the global healthconversation to improve patient care. We are also fortunate to have
many passionate colleagues who give their time and resources tosupport related causes, and we are working to provide them withadditional opportunities to expand their reach and impact.
In this chapter, we share our:
Î Patient Engagement and Advocacy
Î Employee Volunteerism and Charitable Giving

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Overview

Patient
Engagement
and Advocacy
Over the last several years, we have established strong
relationships with patient advocacy organizations (PAOs)
globally and continue to build new partnerships as weenter new geographies. These partnerships provide
important patient insights that we use to inform ourclinical development and commercial programs. PAOs
also provide invaluable information and education
programs to patient communities and medical
professionals. We strive to support their efforts to elevatepatient needs globally.
We are committed to the highest standards of integrity
and adherence to industry codes and relevant laws
relating to patient engagement and advocacy. Ourcommitment includes honoring the independence of
PAOs in their political judgment, strategies, policies,
and activities; never requesting a PAO to promote aprescription-only medicine; ensuring that the objectives
and scope of our partnerships are transparent; andthat financial or non-financial support is clearly
acknowledged.

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Our Approach

Patient Engagement andAdvocacy Mission

In 2022, BeiGene developed a three-year patient engagement andadvocacy strategy detailing how we can better learn from andsupport patients and patient advocacy organizations. Our goal is toengage in the creation of multi-stakeholder solutions that empower
patients and disrupt systemic access barriers by 2025. Over thecourse of the year, we expanded our partnerships with a number of
PAOs around the world. We partnered to support their missions,gained a broader understanding of patient needs, and began our
engagement in policy discussions. We also initiated two important
collaborations—joining the UICC’s ATOM Coalition to improveaccess to oncology medicines in LLMICs and collaborating with
the Cancer Support Community (CSC) to conduct a survey that
helped to identify and amplify the mental health needs of the cancer
community—as part of our signature Talk About It initiative.

We strive every day to create highquality, innovative medicines that are
more accessible and affordable to far
more people. We want to ensure patients
can access them; it is not enough forinnovative drugs to simply exist. We
work with cancer communities in the U.S.
and around the world to learn from andprovide support to patients, caregivers,
and families to raise awareness andimprove lives.

2022 Goals

New Goals; Develop a three-year Spearheadpatient engagement
and advocacy strategy

multi-stakeholder
solutions thatempower patientsand disrupt systemic
access barriers by2025

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Overview

AdvancingGlobal Health

We recognize that in each geography that we enter, the PAOs we partner withare different, with unique capabilities, resources, and needs that support
their local patient communities. Therefore, we have also developed regional
strategies in our three main geographies—North America, APAC, and Europe—
to provide tailored support. These strategies include:
In North America: Advancing oncology, health equity, and public health policy in partnershipwith stakeholders to improve access to healthcare for patients
 Engaging with community networks to gain insights into patient andcaregiver needs to inform disease education, awareness efforts, and patient
program support
 Partnering on shared patient advocacy imperatives to inform public policy,

advance science, increase disease awareness, improve access, promotetransparency, and foster trust
In APAC: Partnering with patient organizations to expand advocacy capabilities

relevant to the diverse countries and populations of the region
 Establishing networks to integrate contemporary patient insights andexperiences into research, education, and policy activities
In Europe: Ensuring patient access programs deliver improved patient outcomes Using patient and caregiver insights to inform trial design, educational

materials design, and patient partnership programs

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Patient Education
BeiGene recognizes that many patients and their caregivers
need help understanding what can be very complicateddiagnoses and treatment options. PAOs play a vital rolein educating patients and caregivers about their diseases,
available treatments, and support options. Throughout 2022,
BeiGene sponsored and supported PAO initiatives to create
educational resources for patients, including educational
videos, forums, webinars, and fact sheets. In China alone, in
cooperation with 16 PAOs, we supported over 2,240 lectures
throughout the year, reaching more than 4,000,000 online
patients with different solid tumors, hematologic tumors, andrare diseases.

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index“The isolation, stress, and access issues experienced
by cancer patients point us to a truth that was alreadyself-evident within the cancer community, whichis that mental healthcare matters. We conducted
research in collaboration with the CSC and found that
60 percent of individuals impacted by cancer who
experience emotional distress were not referred to amental health professional by their cancer care team,and one in five who specifically wanted mental healthsupport did not receive it.
BeiGene believes mental health support can
improve the quality of life and health outcomes for

As part of our own patient-focused initiatives, BeiGene also
launched Talk About It in late 2022 to help increase awarenessaround the important intersection of mental health andcancer in improving patient health outcomes. The Talk About
It program will curate links to resources, including classes,
webinars, materials, and support group organizations, thatare being offered by BeiGene as well as our partner patientadvocacy groups. Building awareness around the mental andemotional distress cancer patients often face is essential in
supporting the whole patient, and BeiGene hopes this initiative
can help put patients’ needs first.

individuals impacted by cancer, so we created Talk
About It. Aimed at patients, caregivers, healthcare
professionals, and policymakers, this comprehensive
program features innovative empowerment
strategies, advances public policy conversations, andinspires dynamic health equity initiatives to support
people throughout their entire cancer journey.”
Dr. Christiane Langer
SVP, Global Medical Affairs (ex-China)

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Overview

CASE STUDY

Access to Patient Disease andMedicine Education in China

AdvancingGlobal Health

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Medical Education andResearch

These tools are available for patients’ receiving treatment
with tislelizumab, BRUKINSA, and XGEVA, which is an inlicensed medication from Amgen. Patients with multiple
myeloma also have access to the engagement tools.

BeiGene supports medical education and research as a meansof educating healthcare professionals on our medicines,
innovations in drug development, and new approaches
to patient care. This includes sharing research findings at
conferences and congresses as well as sponsoring scientificmeetings globally. In 2022, we supported and attended
over 40 medical education and research events around theworld, including the European Society for Medical Oncology
Conference in Paris and Blood 2022 in Sydney, among manyothers. This was also the first year BeiGene sponsored theWorld Cancer Congress, where BeiGene hosted a globally
representative multi-stakeholder panel to discuss the global
impact of cancer and mental health.

Through these platforms, patients may access a variety ofeducational information, disease self-management tools,
and online consultations to help patients in China better
manage their diseases and improve their quality of life.
In 2022, the online platforms served more than 30,000
patients in China. The platforms were awarded the Best
Patient Experience Program and the Most Innovative
Program by the Chinese Medical Affairs Conference in 2021.

In China, BeiGene also hosted two annual corporate-levelsummits, the BeiGene Hema Summit and the BeiGene Summitof Solid Tumors, which aimed to provide information on China’s
clinical diagnosis and treatment developments to oncology
healthcare professionals. These summits, which started in2017 and 2019, respectively, help to drive knowledge sharing
and innovation in the industry and cover cancers, such as liver,genitourinary, and bone cancers, as well as lymphomas.

To help reach more patients in need, BeiGene partneredwith the China Primary Health Care Foundation, VLove
Foundation, and Beijing Medical Award Foundation todevelop four online engagement tools to help patients
access the best possible care from their homes, eliminating
the need to travel to a hospital or clinic.

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Overview

Employee
Volunteerism
and Charitable
GivingWe are fortunate to have many passionate
colleagues who give their time and resources tosupport cancer-related causes. Over the past year,
numerous colleagues participated in walks, runs,
and bike rides that helped raise money for various
diseases.

2022 Goals

New Goals; Launch colleague

 Engage employees inengagement and volunteer
events in the U.S., Europe,and Australia; Engage employees tosupport organizations
focused on cancer
awareness raising, patient
support, and research

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10,000 hours of global
volunteerism in 2023

 Expand paid volunteer

time-off policy globallyin 2023

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In the U.S., BeiGene became a national sponsor of The
Leukemia & Lymphoma Society’s Light the Night, andover 150 colleagues attended local Light the Night events
around the country. In September, which is Blood Cancer
Awareness Month, BeiGene helped support Lymphoma
Australia’s World Lymphoma Awareness Day campaign
by hosting a community walk and morning tea in Sydney,
Australia, to raise awareness and support for our partners.
BeiGene colleagues also participated in events to raisemoney for other PAOs, including participation in the CLL
Society’s National Celebrating Long Lives 5K, Pelotonia’s
The Ride, Legs Out for Lymphoma’s charity event, ASH
Foundation’s Run/Walk, and Cancer Support’s Community
San Francisco Bay Area Community Golf Classic.
Beyond PAO-sponsored events, BeiGene colleagues
supported those in need with medical aid. In China,
BeiGene teams volunteered at some testing sites and madecare packages for community members who were sick.
Likewise, BeiGene colleagues in Spain coordinated with ahospital in Kyiv, Ukraine to get them much-needed medical
supplies. Whether it is in the office, the lab, or out in ourcommunities, BeiGene colleagues are driven to support
those in need.
To support employee volunteerism, we piloted a new
employee volunteerism initiative in the U.S. in 2022.
Colleagues received one day of paid time off to volunteer
for a cause they care about. At the beginning of 2023, werolled this program out globally. Our goal is for employees
to volunteer a combined 10,000 hours in 2023.

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BeiGene Provides Hospital Supplies to Ukraine
BeiGene colleagues in Spain partnered with the Balearic
Society of Hospital Pharmacy, the Andalusian Hematology
Society, and the nonprofit Juntos por la Vida to donate
critically needed medical supplies to a hospital in Kyiv,
Ukraine. Multiple members of BeiGene’s team helped
organize donations and coordinated their delivery. The
bus carrying the donated supplies traveled from Palma de
Mallorca to Barcelona and then to Valencia, where more items
were collected. From there, it traveled to Poland and on to
the Romadonov Neurosurgery Institute in Kyiv. The donatedsupplies included medicines, medical supplies, surgicalsupplies, and more items requested by the hospital. The bus
returned to Valencia carrying refugees fleeing the conflict.

BeiGene Supports Rare Cancers Australia in 2022
Kosi Challenge
In March, Team BeiGene climbed Australia’s highest peak,
Mount Kosciusko, as part of the 10th annual Kosi Challenge,an event hosted by Rare Cancers Australia (RCA) to raiseawareness and funds for the over 52,000 Australians
diagnosed with a rare and less common cancer each year.
One hundred percent of the funds raised go towards RCA’s
work with government, clinicians, and industry leaders tomake certain that these cancers, of which there are over 200,
will not be ignored.

Contents

Overview

AdvancingGlobal Health

Empowering
Our People

OperatingResponsibly
Grounded in our mission and exemplified in our values, BeiGene works
to build trusted relationships with all our stakeholders so that we canbest support their needs as our business evolves and grows. We arecommitted to conducting our business activities with honesty, integrity,and transparency. Our commitment to ethical business conduct begins
with our Board of Directors and extends to our expectations of ouremployees, business partners, and suppliers.
In this chapter, we share our:
Î Board GovernanceÎ Responsible Procurement

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Board
GovernanceGood governance is fundamental to ourbusiness operations. Our commitment
begins with our Board of Directors.

Overview

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Corporate Governance
Our Board of Directors guides our business strategy and ensures that wepractice good governance across our operations. All members of the Board,
except John V. Oyler and Xiaodong Wang, are independent, as determinedin accordance with the rules of the NASDAQ Stock Market and HKEX. The
Board is comprised of five independent board committees, including (1) Audit
Committee, (2) Compensation Committee, (3) Nominating and Corporate
Governance Committee, (4) Scientific Advisory Committee, and (5)Commercial and Medical Affairs Advisory Committee.
BeiGene maintains a Board Diversity Policy to enhance diversity on the Boardof Directors. Pursuant to the Board Diversity Policy, our Nominating andCorporate Governance Committee will review annually the structure, size, andcomposition of the Board and, where appropriate, make recommendations onchanges to the Board of Directors. In reviewing the Board composition, ourNominating and Corporate Governance Committee will consider, among othercharacteristics, the nationality, ethnicity, gender, age, skills, expertise, andindustry and regional experience of board members and nominees. Our Board
is comprised of eleven directors, two of whom are female.

ESG Governance2022 Goals; Become a signatory of the
UN Global Compact

As part of its normal course of business, the Board regularly participates in
discussions on specific ESG issues core to our business strategy, including
R&D initiatives, efforts to expand access to our medicines, and employee
engagement activities. For example, the Board reviewed and approved our
new DEI&B goals in the fall of 2022. The Board also annually reviews progressagainst our broader ESG strategy as well as our annual ESG report.
Given the increasing importance of ESG to both our company and external
stakeholders, the Board established a dedicated ESG Working Group in

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June 2022. The Working Group, comprising four Board members and sevenemployees from different functions, meets quarterly with BeiGene’s ESG teamto review pressing ESG topics and keep apprised of emerging issues. During thetwo meetings held this past year, the Working Group discussed BeiGene’s ESG
governance approach, ESG strategy, and the development of new ESG-related
policies. It also reviewed and approved BeiGene’s climate risk assessment andstrategy in early 2023.
Within BeiGene, ESG efforts are led by our Executive Director, Sustainability
and Corporate Social Responsibility, who works with specialists across theorganization to implement BeiGene’s ESG strategy. For longer-term projects
that require input from multiple disciplines, the company assembles crossfunctional working groups. For example, BeiGene convened working groups
to develop corporate position statements on our approach for increasing
access and improving affordability and to create the company’s climate change
strategy. Recommendations from each working group were then approved byfunctional leads and members of the broader executive team.

Stakeholder Engagement
To effectively run our business, we need to understand the needs of ourmany stakeholders, from our patients to colleagues to investors. Across theorganization, colleagues are constantly interacting with and learning fromvarious constituencies that have a vested interest in how we manage ourbusiness, including our ESG strategy. Individual functions leverage insightsfrom these interactions when creating their departmental strategic plans andwhen contributing to ESG goals and program development.
BeiGene also participates in a number of industry associations and professional
networks relevant to our business. Examples of such memberships include
BIO, Massachusetts Biotechnology Council (MassBio), BioNJ, the Biopharma
Sustainability Roundtable, and the International Consortium for Innovation

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Overview

and Quality in Pharmaceutical Development. Participation in theseorganizations allows us to exchange information on trends and bestpractices for the betterment of the industry. In certain cases, we also
partner with others to expand our impact and reach. In 2022, we were afounding partner in the UICC ATOM Coalition, working with other highly
respected organizations to improve access to cancer medicines
in LLMIC countries.

“Women continue to be underrepresented inleadership roles within the biotechnology sector.
BeiGene has equal representation at levels below
the VP level, but the percentage falls dramaticallyfor women at the VP level and above. We need to
remedy that.
This fall, we became members of the UN Global
Compact. We chose to accelerate progress on
Gender Equality with the ambitious benchmark ofachieving global gender parity at the VP level andabove by 2030. We’re excited to roll out this plan
along with our other DEI&B initiatives as we work
to create a diverse and inclusive culture where
everyone feels valued and has a sense of belonging.”
Linda MarcheseVice President, Global Total
Rewards and Diversity

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Beyond our industry, we look to align our efforts with internationalframeworks to further shared goals for a prosperous, just, andsustainable planet. This past year, BeiGene joined the UN Global
Compact, committing to operate in alignment with the UN’s sustainable
development goals and report to the UN Global Compact annually on our
ongoing efforts.

Business Ethics
Our Code of Conduct guides our daily interactions with one anotherand with all of our stakeholders—from our patients and their doctors togovernment regulators and our collaboration partners. We pursue ourbusiness objectives with integrity and respect and in compliance withapplicable laws and regulations. Our Code of Conduct addresses issues,
including compliance, interactions with healthcare professionals, anticompetitive behavior, conflicts of interest, confidentiality, and more.
We continually promote a culture of compliance and ethical operations
through new hire and regular trainings and maintain robust monitoring
and reporting systems. Each year, employees are asked to certify that they
understand and will comply with our Code of Conduct. Code of Conduct
training and certification were completed in Q1 2022.

Anti-Bribery and Corruption
BeiGene takes a zero-tolerance approach to bribery and corruption andis committed to acting professionally, fairly, and with integrity in all ourbusiness dealings and relationships. We assign a combination of electronic
learning modules and live trainings on our Anti-Bribery and Corruption
Policy and related topics. Global e-learning modules are incorporated
into an annual curriculum at least every other year. Live trainings are
conducted based on an employee’s role within the organization. For
sales personnel, for instance, we have separate ethical marketing training
programs, including quarterly tests, to ensure they understand relevant

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policies and regulations. Each year, our employees sign off on our AntiBribery and Corruption Policy. Additionally, the Audit Committee of
our Board of Directors receives quarterly reports on anti-corruption andsignificant compliance program activities.

Whistleblower andAnti-Retaliation Protection
We promote an open-door policy and encourage our employees to ask
questions or raise concerns without hesitation or fear of retaliation. If
individuals are not comfortable reporting issues of concern directly to
management, they may file complaints via our compliance hotline or web
portal, available 24 hours a day, 365 days a year, in multiple languages.
BeiGene prohibits retaliation, harassment, or other adverse action
against someone who files a complaint; assists with or participates in an
investigation; opposes harassment; or otherwise exercises rights protectedby applicable laws. Avenues for raising complaints are discussed during
new hire and other ethics trainings as well as in our Code of Conduct andHarassment, Discrimination, and Retaliation Policy. BeiGene also has aformalized Reporting Misconduct, or whistleblower, policy. All reports
are investigated thoroughly and independently by designated compliance
personnel, and appropriate disciplinary or preventive actions are taken toaddress any findings.

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Overview

Responsible
Procurement
BeiGene seeks to partner with suppliers whoshare our commitment to high-quality products
and responsible operations. We lay out our
expectations in our global Supplier Code of
Conduct and monitor performance through our
supplier due diligence program.

2022 Goals

New Goals; Introduce procurement

 Continued from 2022:

academy, including training
on responsible sourcing

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Implement a third-party
supplier risk management
program in 2023

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Global Supplier Code of Conduct

Supplier Risk Assessments

To establish baseline expectations for ethical operations among our
suppliers, our procurement and compliance teams released a global
Supplier Code of Conduct in June 2021. The Code covers a wide range
of factors—from cost and reliability to environmental and social
considerations. This includes a large emphasis on business ethics,
including adherence to anti-corruption rules and a commitment tooperate with honesty and integrity. All new suppliers must certify theircompliance with the Code’s standards in order to work with BeiGene.
Existing suppliers will be asked to adhere to the Code as their contracts
come up for renewal.

We expect suppliers to abide by all laws, regulations, and standards
related to not only healthcare but also those that address financial, labor,
health, safety, transparency, and environmental practices. BeiGene
conducts routine site quality audits of manufacturing-related suppliers.
As part of these assessments, we evaluate several ESG topics, including
ethics, employee health and safety, and environmental performance. If
we are aware of any actions or conditions not in compliance with ourstandards with any suppliers, we will seek to work with them to takecorrective or remedial actions. We have also strengthened our focus
on supplier due diligence through our vendor due diligence procedure,ensuring that new vendors are set up for success.

For suppliers with higher environmental and social risks, such asengineering and construction suppliers, we have additional stringent
requirements for managing those risks. For example, our contracts
with engineering suppliers specify that they are obliged to minimize theadverse impact of their operations on the environment.
All members of the Global Procurement Team receive corporate andlocally tailored trainings on our procurement policies and approach.
In 2022, we launched a Procurement Academy, which includes several
optional trainings on how to improve ESG practices in supply chains.
Topics include evaluating supply chain risks, implementing an ESG
program in supply chains, improving supplier diversity, and conducting
supplier audits, among others.

In the summer of 2022, we hired a manager to oversee theimplementation of a new third-party supplier risk assessment program.
This program will expand the number of ESG factors we evaluate, such as
reputation, child labor, and working conditions. Our goal is to have 100
percent screening of all newly added vendors. We anticipate rolling out
this screening program in 2023.

Contents

AdvancingGlobal Health

Overview

Empowering
Our People

Local Procurement
To lower our environmental footprint and ensure the continuity of the supplies we need, BeiGene is increasingly
prioritizing working with local suppliers, meaning suppliers within the country or region where the supplies orservices are required. In 2022, approximately $40 million of our spend for our Guangzhou and Suzhou facilities was
sourced from within China. Additionally, supplier diversity is considered in the U.S., and BeiGene reports on this inaccordance with local government regulations.

RegionNumber of
Suppliers

Percentage ofTotal SuppliersCountries Included Based on 2021
Purchase Orders

North America

999

27%

U.S., Cayman Islands, Canada

Central and SouthAmerica

-

0%

None

Europe, Middle East,
and Africa

615

17%

United Arab Emirates Austria, Belgium,
Switzerland, Germany, Denmark, Spain,
Finland, France, Great Britain, Italy,
Netherlands, Norway, Poland, Sweden

Asia Pacific

428

12%

Australia, Japan, South Korea, New Zealand,
Singapore

China

1,621

44%

China

Total

3,663

100%

* The data is limited to procurement of products and services for corporate, commercial, and technical operations functions. It excludes donations, grants, sponsorships,
investigator, partner/in-licensing, or similar expenditures.

50 :: 2022 BEIGENE ESG REPORT

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Contents

Overview

AdvancingGlobal Health

Empowering
Our People

GRI/HKEX
Index
This report was developed with reference to the GRI Standards andin accordance with the requirements of Appendix 27: Environmental,
Social, and Governance Reporting Guide of the Rules Governing the
Listing of Securities on The Stock Exchange of Hong Kong Limited,
where our ordinary shares are listed for trading under the stock code
06160. The following index details where information may be found in
this report. In addition, we have included supplemental information on
certain issues in the index that may be of interest to stakeholders.

51 :: 2022 BEIGENE ESG REPORT

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Contents

Overview

AdvancingGlobal Health

Description

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Response

Chapter 1, About Beigene
GRI 1: GRI Content Index

Statement of Use

BeiGene has reported the information cited in this GRI content index for the period January 1 – December 31, 2022, with reference to the
GRI Standards.

GRI 1 used

GRI 1: Foundation 2021

GRI 2: General Disclosures

GRI 2-1

Organizational details

BeiGene does not have a single corporate headquarters. Rather, we have administrative offices in Basel, Switzerland; Beijing, China; andCambridge, Massachusetts, U.S. See page 4.

GRI 2-2/ HKEX 15

Entities included in the organization’s sustainability
reporting

About BeiGene. See page 4.

GRI 2-3

Reporting period, frequency, and contact point

About This Report. See page 4.

HKEX 14: Materiality and Quantitative

Disclose the process to identify material ESG factors and if
stakeholder engagement is conducted

Our Material Topics. See page 9.
Stakeholder Engagement. See pages 24, 47.

GRI 2-4/ HKEX 14: Consistency

Restatements of information

None.

GRI 2-5External assuranceThis report has not been externally assured.

GRI 2-6

Activities, value chain, and other business relationships

BeiGene is part of sector 3520: Pharmaceuticals, Biotechnology, and Life Sciences, according to the Global Industry Classification
Standard (GICS). BeiGene is a global biotechnology company that is developing and commercializing innovative medicines to improvetreatment outcomes and access for patients worldwide. BeiGene manufactures our medicines in China and, in 2022, broke ground on a new
manufacturing facility in the U.S.
BeiGene’s upstream value chain primarily consists of the production and transport of the materials needed to conduct R&D activities andto manufacture and package our medicines. In addition, BeiGene relies upon a global network of clinics, hospitals, and other partners to
conduct clinical trials. BeiGene’s downstream value chain includes distribution partners and a larger network of clinics from which BeiGene’s
medicines are administered to patients.

GRI 2-7

Employees

Employee Statistics. See page 33-34.

GRI 2-8

Workers who are not employees

Employee Statistics. See page 33-34.

GRI 3-1

Process to determine material topics

Our Material Topics. See page 9.

GRI 3-2

List of materials topics

Our Material Topics. See page 9.

GRI 3-3Management of material topics

ESG Strategy and Goals. See page 6.
ESG Governance. See page 47.

GRI 3: Material Topics 2021

52 :: 2022 BEIGENE ESG REPORTContents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

Description

Response

Information on the policies and compliance with relevantlaws and regulations that have a significant impact on theissuer relating to health and safety, advertising, labelling, andprivacy matters relating to products and services provided,and methods of redress

Patient Safety and Product Quality Systems. See page 20.

Incidents of non-compliance concerning the health andsafety impacts of product and services;

Patient Safety. See page 21.

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Chapter 2, Advancing Global Health
Product Responsibility

HKEX Aspect B6

GRI 416-2/ HKEX KPI B6.1

In addition, we strive to maintain compliance with the evolving regulatory environment related to product responsibility including, but notlimited to, compliance with the ICH Q10 Drug Quality Control System; U.S. Federal Food, Drug, and Cosmetic Act; California Consumer
Privacy Act; regulations from the U.S. Food and Drug Administration; EU General Data Protection Regulations (“GDPR”); Patent Law of
the People’s Republic of China; Regulation on the Administration of Human Genetic Resources of the People’s Republic of China; and China
Personal Information Protection Law.

Percentage of total products sold or shipped subject torecalls for safety and health reasons
HKEX KPI B6.2

Number of products and service-related complaints received
and how they are dealt with

Quality Assurance. See page 22.

HKEX KPI B6.3

Description of practices relating to observing and protecting
intellectual property rights

Our commercial success depends on our ability to develop and protect our inventions, proprietary technology, and knowledge. We strictly
abide by and keep abreast of the requirements of relevant laws and regulations related to intellectual property rights in the countries andregions in which we operate. We also provide training to employees to raise their awareness of intellectual property protection and BeiGene’s
policies and procedures.
We have filed and continue to pursue patent applications and obtained patents in the U.S., Europe, China, and other geographies, relating
to our medicines, drug candidates, and technologies. In addition, we have established an employee inventor policy to encourage drug
innovation and new drug development, and we comply with all applicable laws and regulations regarding inventor remuneration. Our
position is laid out in Our Global Statement on Patents and Intellectual Property.
We avoid infringing on the valid patents and other intellectual property rights of third parties by conducting Freedom to Operate (FTO)
analyses to make sure that the development and commercialization of our medicines do not infringe others’ valid patent rights. In certain
cases, we rely on in-licensing opportunities to develop, strengthen, and support our development programs. We conduct intellectual
property due diligence for in-license and out-license projects to minimize intellectual property risks.

HKEX KPI B6.4

53 :: 2022 BEIGENE ESG REPORT

Description of quality assurance process and recall
procedures

Quality Assurance. See page 22.

Contents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Description

Response

Management approach/description of consumer dataprotection and privacy policies and how they are
implemented and monitored

Clinical Trials Excellence. See page 20.

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Data Privacy

GRI 418-3-3/ HKEX B6.5

Each function is responsible for its compliance with data privacy laws and regulations, with support from and in alignment with policies
issued by the BeiGene Privacy Team and the Information Governance Team, which are part of the Legal and Compliance Department, as wellas the Information Security Team, which is part of the Information Technology Department.
BeiGene’s Global Privacy Policy mandates that only the minimum amount of personal data should be collected for its intended purpose andshould be deleted or returned when it is no longer needed or required by law to be stored by the company. Where required by applicabledata protection law(s), BeiGene provides certain individual rights or Data Subject Rights with respect to Personal Data. BeiGene has
recently obtained ISO 27001: Information Security Management certification, which is renewed every three years with yearly incremental
audits. In addition to ISO 27001, BeiGene also assesses the Information Security Program to align with the National Institute of Standards
and Technology Cybersecurity Framework, which is assessed yearly. These controls include a Data Breach Policy and Information Security
Incident Response Plan.

GRI 418-1

Substantiated complaints concerning breaches of customer
privacy and losses of customer data

In 2022, BeiGene did not receive any complaints concerning breaches of customer privacy or losses of customer data.

GRI 418-3-3/ HKEX B6.5

Management approach

Political Advocacy. See page 24.

GRI 415-1

Political contributions

Political Advocacy. See page 24.

GRI 417-3-3

Management approach

Responsible Marketing. See page 24.

GRI 417-1

Requirements for product and service information andlabeling

Responsible Marketing. See page 24.

GRI 417-2

Incidents of non-compliance concerning product and service In 2022, we are not aware of incidents of non-compliance concerning product and service information and labeling.
information and labeling

GRI 417-3

Incidents of non-compliance concerning marketing
communications

Public Policy

Responsible Marketing

54 :: 2022 BEIGENE ESG REPORTIn 2022, we are not aware of incidents of non-compliance concerning marketing communications.

Contents

Overview

AdvancingGlobal Health

Description

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Response

Chapter 3, Empowering Our People
Diversity, Equity, and Inclusion/Non-discrimination

GRI 405-3-3Management approach

A Culture of Belonging. See page 31.

GRI 405-1

Diversity of governance bodies and employees

A Culture of Belonging. See page 32.

GRI 405-2

Ratio of basic salary and remuneration of women to men

Compensation and Benefits. See page 27.

GRI 406-1

Incidents of discrimination and corrective actions taken

We were not aware of any incidents of material non-compliance with applicable laws and regulations relating to incidents of discrimination.

GRI 401-3-3

Management approach

Colleague Engagement and Well-Being. See page 26.
Supplier Risk Assessments. See page 49.

HKEX Aspect B1: Employment

Information on the policies and compliance with relevantlaws and regulations that have a significant impact on
the issuer, relating to compensation and dismissal,
recruitment and promotion, working hours, rest periods,
equal opportunity, diversity, anti-discrimination, and otherbenefits and welfare

We maintain compliance with relevant laws and regulations related to employment, including, but not limited to, the U.S. Civil Rights Act
of 1964; U.S. Americans with Disabilities Act; U.S. Age Discrimination in Employment Act; U.S. Equal Pay Act; U.S. Employee Retirement
Income Security Act; Labor Law of the People’s Republic of China; Labor Contract Law of the People’s Republic of China; Law of the People’s
Republic of China on the Protection of Women’s Rights and Interests; Social Insurance Law of the People’s Republic of China; Provision on
Minimum Wage of the People’s Republic of China; Swiss Code of Obligations; German Civil Code; French Labour Law; Italian Civil Code; UK
Employment Rights Act 1996; and Spanish Civil Code and its Collective Bargaining Agreements.

Employment

55 :: 2022 BEIGENE ESG REPORTContents

AdvancingGlobal Health

Overview

Description

GRI: 401-1/HKEX KPI B1.1-B1.2

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Response

Total number and rate of new employee hires and turnoverSee tables below:
during the reporting period, by age group, gender, and region

New Employee Hires

Employee Turnover

Employee Hires

2020

2021

2022

Turnover (%)

2020

2021

2022

Total

2,718

5,026

3,431

Total

16%

21%

18%

By employment type

By gender (%)

BeiGene Employees

2,450

4,271

2,705

Female

14%

19%

17%

Contingent Workers

268

755

726

Male

19%

25%

21%

By gender (%)

By age (%)

Female

58%

55%

58%

30 and under

16%

23%

21%

Male

42%

45%

42%

31-50

15%

20%

17%

51-65

13%

16%

15%

65 and above

38%

23%

26%

By age (%)

30 and under

41%

55%

45%

31-50

55%

41%

48%

By region (%)

51-65

4%

3%

7%

Asia Pacific

16%

23%

19%

65 and above

<1%

<1%

<1%

North America

13%

17%

19%

EMEA

17%

18%

7%

By region (%)

Asia Pacific

85%

84%

75%

North America

13%

13%

16%

EMEA

2%

3%

9%

56 :: 2022 BEIGENE ESG REPORTContents

GRI 401-2

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Description

Response

Benefits provided to full-time employees that are notprovided to temporary or part-time employees

Compensation and Benefits. See page 27.

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

In the U.S., we offer medical, dental, vision, life insurance, and disability insurance; fertility/adoption services; family support services;wellness programs; and a 401(k) retirement plan with up to five percent matching. Our health insurance programs also provide coveragefor travel and lodging should our employees need to travel to receive the care they need. We also contribute 50 percent of the deductible
toward a Health Savings Account with our high-deductible medical plan option. In other parts of the Americas and EMEA, we offer statutory
coverages and supplemental coverages, which may include a pension; medical, dental, vision, life and disability insurance; and wellness
programs.
In China, we provide social insurance and commercial insurance to all full-time employees. For social insurance, BeiGene contributes to theemployee’s social security account. Additionally, our comprehensive commercial plan covers medical in-patient benefits with a 100 percent
reimbursement, medical out-patient benefits with a 90 percent reimbursement, critical illness insurance, life insurance, accidental insurance,and global travel insurance, among others.
In Australia, New Zealand, Singapore, South Korea, and Japan, we offer both statutory benefit plans and supplemental benefit plans
recognized by local practice, including individual medical insurance reimbursement, home office assistance, flu vaccine support, andglobal travel insurance, among others. In Australia and New Zealand, we also provide commercial life and income protection insurance toemployees.
Additional Programs
Program

Region available

Well-being (health, fitness, and healthy habits)

Americas, Europe, MENA, APAC (excluding China)

Care services (all countries serviced through Care.com) for childcare, senior U.S., Canada, Germany, UK, Australia, Austria, Denmark, France, New
care, special needs, etc.
Zealand, Spain, Sweden, Switzerland

57 :: 2022 BEIGENE ESG REPORT

Mindfulness, meditation, sleep, etc.

Americas, Europe, MENA, APAC (excluding China)

Coaching and therapy (coming in 2023)

Americas, Europe, MENA, APAC (excluding China)

Employee assistance program (short-term counseling, resources andreferrals, consultations on personal and professional matters)

GlobalLifestyle spending accounts; under DEI&B offers anti-racism and LBGTQ+
education; offers alternative health, charitable giving, emotional, financial
and physical well-being options

Americas, Europe, MENA

Tuition reimbursement

Americas, Europe, MENA

Family-forming benefits (fertility/pregnancy/ adoption/surrogacy); includes
individuals of any age, sex, sexual orientation, or gender identity

Americas, Europe, MENABusiness travel assistance plus insurance for medical care

GlobalCancer support services

U.S.

Parental leave (company-provided)

U.S., Canada, Australia

Discount programs

U.S., UK, Switzerland

Contents

GRI 401-3

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Description

Response

Parental leave benefits

For new parents, BeiGene offers 12 weeks of parental leave at full pay for U.S. employees in addition to state paid leave and disability
programs. In Canada, we offer 18 weeks of top-off pay for those on maternity leave.
For new parents in China, we follow local regulations, which vary by province. The minimum national requirements include 128 days full
paid maternity leave and seven days full paid paternity leave; however, different cities/provinces will have different requirements.
In Australia and New Zealand, for all eligible employees who complete 12 months’ service in BeiGene, we offer 12 weeks full paid maternity
leave on top of the state standard as well as two weeks full paid paternity leave on top of state standard. In the rest of the Asia Pacific(APAC), we follow country-specific parental leave guidelines.
Below is a summary chart of parental leave taken by region in 2022:

GRI 2-21

58 :: 2022 BEIGENE ESG REPORT

Annual total compensation ratio

Parental Leave

APAC

Americas

EMEA

Men entitled to parental leave

3,021

558

162

Men that took parental leave

63

28

1

Total male employees that
returned to work in the reporting
period after parental leave ended

63

23; 5 still on leave1

Total male employees that
returned to work after parental
leave ended that were still
employed 12 months after58

All except 3

1Females entitled to parental leave

4,293

770

254

Females that took parental leave

197

39

4

Total female employees that
returned to work in the reporting
period after parental leave ended

195

31; 8 still on leave

All 4 still on leave

Total female employees that
returned to work after parental
leave ended that were still
employed 12 months after theirreturn to work

177

All except 4

All 4 are still on leave

Total parental leaves taken in
2022:

260

67

5

Compensation and Benefits. See page 27.

Contents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Description

Response

GRI 402-3-3

Management approach

We respect fundamental human rights as set out in the International Bill of Human Rights and support the key tenants of the U.N. Guiding
Principles on Business and Human Rights. We are committed to complying with all applicable laws related to the rights of our patients andassociates in the geographies where we operate. This includes compliance with the People’s Republic of China’s Provisions on Prohibitionof Child Labor and U.S. Fair Labor Standards Act. In addition, employees must adhere to additional requirements outlined in our Code of
Conduct and other business policies. We also detail expectations related to human rights for our business partners in our Supplier Code of
Conduct.

HKEX Aspect B4Information on the policies and compliance with relevantlaws and regulations that have a significant impact on theissuer relating to preventing child and forced labour

In strict accordance with relevant laws and regulations, we strictly forbid the employment of child labor and incidents of forced labor. Our
Supplier Code of Conduct also includes a prohibition of slavery, human trafficking, and child labor.

HKEX KPI B4.1

Description of measures to review employment practices toavoid child and forced labour

Every job applicant is required to provide information such as proof of identity, educational background, and work experience, which isreviewed by us to avoid related risks. During the reporting period, BeiGene did not have any known incidents of child labor or forced labor.

HKEX KPI B4.2

Description of steps taken to eliminate such practices when
discovered

See above.

Management approach

We maintain a robust EHS program to ensure the safety of our workforce in laboratory, clinical trial, manufacturing, and office settings.
We are committed to creating a safety culture—one that fosters a safe work environment to promote employee health and well-being.
Our EHS management system is based on ISO 14001 and 45001 frameworks. The system includes our EHS Management System Manual,
which includes corresponding policies and SOPs, such as our Restricted Space Management Procedure, Procedure for Explosive Chemicals
Management, and Occupational Health Management Procedure, to manage and control occupational health and safety risks. We regularly
review and update our SOPs.

Labour Standards

Occupational Health and Safety

GRI 403-3-3

Our Global Head of Technical Operations and Manufacturing is responsible for overseeing and directing overall EHS management and is
supported by the EHS department that integrates EHS considerations into our business. In 2022, a total of 193 employees in manufacturing
and R&D facilities, or 52 percent of front-line employees, were represented by a formal EHS committee.
HKEX Aspect B2: Health and Safety

Information on the policies and compliance with relevantlaws and regulations that have a significant impact on theissuer relating to providing a safe working environment andprotecting employees from occupational hazards

We strictly comply with the applicable laws related to occupational health and safety, such as the workplace safety standards set by thefederal U.S. Occupational Safety and Health Administration or state/local safety standards, the Law of the People’s Republic of China on
Prevention and Control of Occupational Diseases, the Technical Specification for Occupational Health Surveillance, the Law of the People’s
Republic of China on the Prevention and Treatment of Infectious Diseases, and the Provisions of the State Council on the Investigation of
Administrative Responsibility for Major Safety Accidents.
See above for our approach to EHS management.

59 :: 2022 BEIGENE ESG REPORTContents

GRI 403-1, 403-2 and 403-3/ HKEX KPI B2.3

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Description

Response

Hazard identification, risk assessment, and incident
investigation

Health and Safety. See page 30.

Occupational health and safety management system
Description of occupational health and safety measures
adopted, and how they are implemented and monitored, andcommunication on occupational health and safety

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

See GRI 403-3-3 for our approach to EHS management.
We conduct regular safety inspections and internal EHS audits. We have also established an emergency response system to deal with natural
disasters, medical emergencies, fire and explosion emergencies, and chemical spills, among others. We carry out relevant emergency drills
regularly to ensure that employees are trained on emergency procedures. All first aid specialists in the plants have received professional
training delivered by the local Red Cross, and in our manufacturing facility in Guangzhou, China, we employ a full-time nurse on staff.
External assessments are periodically conducted at our manufacturing and R&D sites by governmental agencies, including the Environmental
Protection Bureau and Police Bureau. When designing new facilities, we employ qualified third parties to evaluate and design safety features
to mitigate risks within our facilities and production lines. Each manufacturing facility and R&D site has an EHS committee comprisingleadership and frontline employees to promote a safety culture, review performance scorecards, investigate safety near misses or incidences,and implement corrective actions.

GRI 403-4

Worker participation, consultation, and communication on
occupational health and safety

Each manufacturing facility and R&D site has an EHS committee comprising leadership and frontline employees to promote a safety culture,review performance scorecards, investigate safety near misses or incidences, and implement corrective actions.

GRI 403-5

Worker training on occupational health and safety

We conduct occupational health and safety trainings for all our employees and third parties on a regular basis to enhance occupational healthand safety awareness and improve their capabilities to cope with safety incidences. Our employees who engage in higher-risk work activities
are required to take additional trainings or receive certifications before performing certain tasks. Employees are provided with appropriate
personal protective equipment to reduce potential exposure.

GRI 403-7

Prevention and mitigation of occupational health and safety
impacts directly linked by business relationships

Responsible Procurement. See page 49.

GRI 403-8

Workers covered by an occupational health and safety
management system

All of the employees in our manufacturing and R&D facilities are covered by our EHS management system.

GRI 403-9 and 403-10/ HKEX KPI B2.1 and
B2.2

Work-related injuries and ill health fatalities

Health and Safety. See page 30.

Total injury rate
Lost days due to work injury

Supplier Risk Assessments. See page 49.

Health and Safety Performance in
Manufacturing Facilities*

2020

2021

2022

Total Incident Rate

0

0

.13

Lost Time Incident Rate

0

0

.07

Fatalities

0

0

0

*Calculated using U.S. Occupational Health and Safety Administration Definitions

60 :: 2022 BEIGENE ESG REPORTContents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Description

Response

GRI 404-3-3/ HKEX Aspect B3Management approach

Career Development. See page 29.

GRI 404-1/ HKEX KPI B3.2

The average training hours completed by gender andemployee category

BeiGene does not track training hours per employee at this time. For more information, see Learning and Development on page 29.

HKEX KPI B3.1

The percentage of employees trained by gender andemployee category

Career Development. See page 29.

GRI 404-2

Programs for upgrading employee skills and transition
assistance program

Career Development. See page 29.

Percentage of employees receiving regular performance andcareer development reviews

One hundred percent of BeiGene’s employees receive regular performance and career development reviews.

Training and Education

GRI 404-3

61 :: 2022 BEIGENE ESG REPORT

BeiGene provides assistance programs to facilitate continued employability for those employees separated from the company.

Contents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Description

Response

Management approach

BeiGene is committed to acting as a responsible environmental steward. This includes minimizing our use of materials, energy, and waterand reducing the amount of waste produced by our operations.

Chapter 4, Innovating Sustainably
Materials

GRI 301-3-3/ HKEX A1, A2, A3, and A4

BeiGene only has active manufacturing facilities in China. We comply with relevant laws and regulations, including the Environmental
Protection Law of the People’s Republic of China, Water Pollution Prevention Law of the People’s Republic of China, Law of the People’s
Republic of China on the Prevention and Control of Environmental Pollution by Solid Waste, and Regulations on the Administration ofConstruction Project Environmental Protection.
We also maintain a robust EHS program to ensure sound environmental practices in our laboratory, clinical trial, manufacturing, andoffice settings. Our EHS management system is based on the ISO14001 framework, and two of our facilities in Guangzhou and Suzhou
were certified ISO14001 compliant this year. Our system includes our EHS Management System Manual, which has corresponding policies
and SOPs.
For example, we maintain management procedures for wastewater, gas emissions, leak prevention, and solid waste, among others. We
regularly review and update our SOPs. To assess risk, we conduct regular internal assessments. External assessments are periodicallyconducted at our manufacturing and R&D sites by governmental agencies, including the Environmental Protection Bureau and Police Bureau.
Our Global Head of Technical Operations and Manufacturing is responsible for overseeing and directing overall EHS management and is
supported by the EHS department that integrates EHS considerations into our business.
In 2022, a total of 193 employees in manufacturing and R&D facilities, or 52 percent of front-line employees, were represented by a formal
EHS committee.
GRI 301-1/ HKEX A2.5

Materials used by weight or volume

BeiGene does not yet collect information outside of packaging materials used for finished products.
Packaging Use (tonnes)

2020

2021

2022

Total packaging material used for finished medicines1

2.55

94.00

132.00

Packaging material used per kg of internally
manufactured commercial product (tonnes/kg
commercial product)

0.001

0.006

0.005

Packaging use increased in 2021 due to the expansion of commercialized production in our Guangzhou facility.

1

GRI 301-2

Recycled input materials used

BeiGene does not yet collect this information.

GRI 301-3

Reclaimed products and their packaging materials

BeiGene does not yet collect this information.

62 :: 2022 BEIGENE ESG REPORTContents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

Description

Response

Management approach

See Materials: Management Approach (GRI 301-3-3).

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

EnergyGRI 302-3-3/ A2.3

Our Climate Strategy. See page 36.
Our Environmental Performance. See page 38.
GRI 302-1/ HKEX A2.1

Energy consumption within the organization

Our Environmental Performance. See page 40.
Energy Use (MWh)

2020

2021

2022

Total energy consumption

63,392

82,977

122,385

Direct energy consumption

2,439

10,585

14,761Natural gas1

2,439

9,066

11,455

Mobile2

-

803

3,230

Diesel fuel

-

717

76

Indirect energy consumption

60,95372,392

107,625

Electricity3

31,28747,78068,970

Steam429,666

24,61238,655

28.24

4.99

4.70

Total energy consumption per kg of internally
manufactured commercial product (MWh/kg
commercial product)

In 2022, natural gas use increased due to the opening of Bioisland.
Mobile consumption significantly grew in 2022 due to growth in U.S. fleet vehicles.
3
In 2022, electricity use increased due to the expansion of commercial production in the Guangzhou manufacturing facility, expansion of the Beijing R&D center, and the opening of Bioisland.
4
In 2022, the increase in steam primarily reflects the expansion of production in the Guangzhou manufacturing facility.
1
2

GRI 302-2/ HKEX A2.1

Energy consumption outside of the organization

BeiGene does not currently track this information.

GRI 302-3/ HKEX A2.1

Energy intensity

Our Environmental Performance. See page 40.

GRI 302-4

Reduction of energy consumption

Our Environmental Performance. See page 38-39.

GRI 302-5

Reductions in energy requirements of products and services

Not applicable.

63 :: 2022 BEIGENE ESG REPORTContents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

Description

Response

Management approach

See Materials: Management Approach (GRI 301-3-3).

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

EnergyGRI 303-3-3

Our Environmental Performance. See page 38.
GRI 303-1/ HKEX A2.4

Interactions with water as a shared resource

BeiGene operates two main manufacturing facilities located in Guangzhou and Suzhou, China. The locations of our Guangzhou and Suzhou
facilities are rated as Medium-High and High, respectively, for overall water risk according to WRI Aqueduct as assessed on January 25, 2022.
We have not experienced any issues sourcing water for our operations. We continue to explore opportunities for reducing our water use inthese locations. See Operational Efficiency, pages 38-39.

GRI 303-2

Management of water discharge-related impacts

Our R&D centers and manufacturing plants are equipped with wastewater treatment facilities, and we conduct monitoring to ensure thatthe treated water meets national and local standards. The industrial wastewater from the Suzhou plant is 100 percent recycled after being
treated. The sanitary sewage from our plants is discharged into the municipal pipelines in accordance with the local standards. We engage
qualified testing institutions to conduct regular wastewater discharge testing. In 2022, we did not find any cases in which wastewater
exceeded the local standards.

GRI 303-3

Water withdrawal

Water Use (cubic meters)1

2020

2021

2022

Total water consumption

319,979

359,004

735,420

Production water consumption

295,957

342,172

673,844

Other water consumption

24,021

16,832

61,577

Recycled water

2,912

2,388

5,010

Wastewater3

52,481

66,156

158,496

Chemical oxygen demand

5.57

5.24

7.86

Ammonia nitrogen

0.42

0.44

0.98

Water consumption per kg of internally manufactured
commercial product (cubic meters/kg commercial
product)

142.53

21.60

28.27

Wastewater consumption per kg of internally
manufactured commercial product (cubic meters/kg
commercial product)

23.38

3.98

6.09

2

Global office data was excluded from these metrics.
The 2022 increase in production water consumption was due to the expansion of commercial production in our Guangzhou facility and higher water use in Bioisland and other R&D facilities.
3
The increase in wastewater in 2022 was due to the expansion of commercial production in our Guangzhou facility.
1
2

GRI 303-4

Water discharge

See GRI 303-3.

GRI 303-5/ HKEX A2.2

Water consumption

See GRI 303-3.

64 :: 2022 BEIGENE ESG REPORTContents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

Description

Response

Management approach

See Materials: Management Approach (GRI 301-3-3) above.

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Emissions

GRI 305-3-3/ HKEX A1.5

Our Climate Strategy. See page 36.
Our Environmental Performance. See page 38.
GRI 305-1/ HKEX A1.1-A1.2

Direct (Scope 1) GHG emissions

GHG Emissions (tonnes CO2e)

2020

2021

2022

Direct GHG emissions (Scope 1)

493

2,442

3,391

Natural gas

493

1,815

2,316

Mobile

-

210

850

Diesel fuel

-

192

22

Refrigerant loss1

187

143

CO2 purchased1

38

60

Categories included for the first time in 2021.

1

GRI 305-2/ HKEX A1.1-A1.2

65 :: 2022 BEIGENE ESG REPORT

Indirect (Scope 2) GHG emissions

GHG Emissions (tonnes CO2e) - Market Based

2020

2021

2022

Indirect GHG emissions (Scope 2)

27,13035,90053,867

Electricity

17,583

26,15438,560

Steam

9,547

9,746

15,307

GHG Emissions (tonnes CO2e) - Location Based

2020

2021

2022

Indirect GHG emissions (Scope 2)

27,13035,89853,870Electricity

17,583

26,152

38,563

Steam

9,547

9,746

15,307

Contents

Overview

AdvancingGlobal Health

Description

GRI 305-3

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Response

Other indirect (Scope 3) GHG emissions

GHG Emissions (tonnes CO2e)

2020

Direct GHG emissions (Scope 1)

2021

2022

202,911

1. Purchased goods and services

145,772

2. Capital goods

28,881

3. Fuel- and energy-related activities not included in scopes 1 or 2

13,711

4. Upstream transportation and distribution

3,577

5. Waste generated in operations

31

6. Business travel

2,423

7. Employee commuting

8,514

9. Downstream transportation and distribution

1

12. End-of-life treatment of sold products

1

The following categories were deemed not applicable to BeiGene: 8. Upstream Leased Assets, 10. Processing of Sold Products, 11. Use of Sold Products, 13. Downstream Leased Assets, 14.
Franchises, and 15. Investments.

GRI 305-4/ HKEX A1.1-A1.2

GHG emissions intensity

Our Environmental Performance. See page 40.
GHG Emissions (tonnes CO2e)

2020

2021

2022

Total GHG emissions per kg of internally-manufactured commercial
product (tonnes CO2e/kg commercial product) [Scopes 1 and 2]

12.30

2.31

2.20

GRI 305-5

Reduction of GHG emissions

Our Environmental Performance. See page 38-39.

GRI 305-6

Emissions of ozone-depleting substances (ODS)

Not applicable.

GRI 305-7/ HKEX A1.1-A1.2

Nitrogen oxides (NOx), sulfur oxides (SOx), and othersignificant air emissions

Apart from GHG emissions, our major air emissions include SO2 and NOx generated from natural gas consumption during production, anda small volume of waste gas generated during laboratory operations. SO2 and NOx emissions are discharged after being processed by waste
gas treatment facilities to ensure that SO2 and NOx concentrations meet the emission standards set by the local authority. Waste gas fromthe laboratories is discharged through fume hoods, and a treatment device has been installed at the end of the ventilation system in eachlaboratory to ensure we meet emissions standards.
We engage qualified testing institutions to conduct regular air emissions discharge testing. In 2022, we did not find any cases in whichemissions exceeded the local standards.

1

66 :: 2022 BEIGENE ESG REPORTAir Emissions (tonnes)

2020

2021

2022

SO2 emissions

0.08

0.13

0.07

1

NOx emissions

1.23

0.20

0.40

VOC emissions

0.17

2.63

2.33

In 2022, NOx emissions increased due to expansion in our Beijing R&D facility and the opening of Bioisland, which consumes natural gas.

Contents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

Description

Response

Management approach

See Materials: Management Approach (GRI 301-3-3).

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Waste

GRI 306-3-3

Our Environmental Performance. See page 38.
GRI 306-1/ HKEX A1.6

Waste generation and significant waste-related impacts

Our non-hazardous waste includes domestic waste produced in office operations and non-hazardous waste from production. Non-hazardous
waste produced in manufacturing and R&D facilities is disposed of by municipal sanitary stations. Domestic waste produced in office
operations is handled by property management companies, with whom we collaborate to recycle items such as cardboard boxes, glass,plastic, and paper. Our operation sites follow waste sorting standards and abide by local laws and regulations. Hazardous waste produced in
manufacturing and laboratories is collected and stored in compliance with applicable laws and regulations and transported to qualified thirdparty vendors for disposal.

GRI 306-2

Management of significant waste-related impacts

See above.

GRI 306-3/ HKEX A1.3 and A1.4

Waste generated

Our Environmental Performance. See page 40.

1

Waste (tonnes)1

2020

2021

2022

Hazardous waste

210

414

532

Non-hazardous waste

672

281

515

Hazardous waste per kg of internally manufactured
commercial product (tonnes/kg commercial product)

0.09

0.02

0.02

Non-hazardous waste per kg of internally
manufactured commercial product (tonnes/kg
commercial product)

0.30

0.02

0.02

Global office data was excluded from these metrics.

GRI 306-4

Waste diverted from disposal

BeiGene does not yet collect this information.

GRI 306-5

Waste directed to disposal

BeiGene does not yet collect this information.

67 :: 2022 BEIGENE ESG REPORTContents

Overview

AdvancingGlobal Health

Description

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Response

Chapter 5, Supporting Communities
Charitable Giving and Indirect Economic Impacts

GRI 203-3-3/ HKEX Aspect B8: Community
Investment

Management approach

Supporting Communities. See page 41.

GRI 203-1/ HKEX KPI B8.1 and B8.2

Infrastructure investments and services supported

Supporting Communities. See page 42-45.

Focus areas of contribution and resources contributed to thefocus area
Chapter 6, Operating Responsibly
Governance

GRI 2-9

Governance structure and composition

Board Governance. See page 47.
Additional details on our Board of Directors can be found in our 2023 Proxy Statement.

GRI 2-10

Nomination and selection of the highest governance body

Board Governance. See page 47.
Additional details on the nomination and selection of our Board of Directors can be found in our 2023 Proxy Statement.

GRI 2-11

Chair of the highest governance body

Board Governance. See page 47.

GRI 2-12/ HKEX 13 (i, ii, iii)

Role of the highest governance body in overseeing themanagement of impacts

ESG Governance. See page 47.

GRI 2-13

Delegation of responsibility for managing impacts

ESG Governance. See page 47.

GRI 2-14

Role of the highest governance body in sustainability
reporting

ESG Governance. See page 47.

GRI 2-15

Conflicts of interest

Additional details on how we manage conflicts of interest for the Board of Directors can be found in our Corporate Governance Guidelines
in the Investors section on www.beigene.com.

GRI 2-16

Communication of critical concerns

ESG Governance. See page 47.

GRI 2-17

Collective knowledge of the highest governance body

Corporate Governance. See page 47.

GRI 2-18

Evaluation of the performance of the highest governancebody

The directors are evaluated and appointed/removed by shareholders. The Nominating and Corporate Governance Committee is responsible
for establishing procedures for identifying and evaluating board of director candidates, including nominees recommended by shareholders, andoverseeing the evaluation of the Board of Directors and management. Details on our Board of Directors can be found in our 2023 Proxy Statement.

GRI 2-19

Remuneration policies

Details on our remuneration policies and approach can be found in our 2023 Proxy Statement.

GRI 2-20

Process to determine remuneration

The Compensation Committee of the Board of Directors is responsible for determining remuneration for our executive officers. Details on our
remuneration policies and approach for our executive officers can be found in our 2023 Proxy Statement and Compensation Committee Charter.

68 :: 2022 BEIGENE ESG REPORTContents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Description

Response

GRI 206-3-3

Management approach

Business Ethics. See page 48.

GRI 206-1

Legal actions for anti-competitive behavior, anti-trust, andmonopoly practices

As of the end of 2022, we have had zero monetary losses as a result of legal proceedings associated with anti-competitive behavior. We also
have zero concluded legal cases on these issues.

Management approach

Our anti-corruption management approach includes internal and external audits, due diligence on collaborations, and policies and trainings
to deter non-compliance and reduce exposure to unethical conduct. Additionally, various risk assessments are conducted by the appropriate
control departments at the company.

Anti-Competitive Behavior

Anti-Corruption

GRI 205-3-3

Anti-Bribery and Corruption. See page 48.
HKEX Aspect B7

Information on the policies and compliance with relevantlaws and regulations that have a significant impact on theissuer relating to bribery, extortion, fraud, and money
laundering

We implement anti-corruption control measures and strictly follow relevant laws and regulations against corruption, extortion, fraud,
bribery, and unfair competition, such as the Sarbanes-Oxley (SOX) Act, the U.S. Anti-Kickback Statute, UK Antibribery Act, the U.S. Foreign
Corrupt Practices Act, and the Law of the People’s Republic of China against Unfair Competition.

GRI 205-1

Operations assessed for risks related to corruption

Anti-Bribery and Corruption. See page 48.

GRI 205-2/ HKEX KPI B7.3

Communication and training about anti-corruption policies
and procedures

We provide regular updates and training to the Board of Directors on relevant anti-bribery and corruption topics.

GRI 205-3/ HKEX KPI B7.1

Confirmed incidents of corruption and actions taken

As of the end of 2022, we have had zero monetary losses as a result of legal proceedings associated with corruption or bribery. We also havezero concluded legal cases on these issues.

Number of concluded legal cases regarding corrupt practices
brought against the issuer or its employees during thereporting period and the outcomes of the cases
Responsible Procurement

GRI 204-3-3/ HKEX Aspect B5 and KPI B5.2

Management approach

Responsible Procurement. See page 49.

Policies on managing environmental and social risks of the
supply chain

Supplier Risk Assessments. See page 49.

HKEX KPI B5.1

Number of suppliers

Local Procurement. See page 50.

HKEX KPI B5.3

Practices used to identify environmental and social risks

Supplier Risk Assessments. See page 49.

GRI 204-1

Proportion of spending on local suppliers

Local Procurement. See page 50.

GRI 205-2: Anti-Corruption

Due diligence in evaluating contracts/suppliers

Responsible Procurement. See page 49.

69 :: 2022 BEIGENE ESG REPORTContents

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Description

Response

GRI 308/ HKEX KPI B5.4

Engagement with suppliers to improve environmental
performance

Supplier Risk Assessments. See page 49.

GRI 414Engagement with suppliers to improve social performance

Supplier Risk Assessments. See page 49.

GRI 207-3-3/ HKEX KPI B5.2

Management approach

BeiGene pays the required amount of all taxes we owe, including corporate income taxes, employment, and other indirect taxes, incompliance with the tax laws and regulations in the various jurisdictions where we conduct our business. The Company neither tolerates
nor facilitates tax evasion. An experienced group of tax professionals manages BeiGene’s tax costs and risks with oversight by our financefunction and Audit Committee. BeiGene qualifies for several government-authorized tax incentive programs that promote beneficial social
policies, such as the High and New Technology Enterprise program for our operations in China. Tax management consults with external tax
advisors on significant or uncertain tax matters. Finally, BeiGene has developed and maintains a respectful professional relationship with all
relevant tax authorities.

GRI 207-1

Approach to tax

BeiGene neither tolerates nor facilitates tax evasion.

Tax Strategy

BeiGene applies the OECD transfer pricing guidelines to intercompany transactions.
BeiGene entities plan their taxes with reference to current relevant legislation. When entering into commercial transactions, BeiGene seeks
to take advantage of available tax incentives, reliefs, and exemptions, which are consistent with the spirit as well as the letter of the tax law
and takes external advice to confirm this where appropriate.
GRI 207-2

Tax governance, control, and risk management

BeiGene is committed to compliance with all statutory obligations.
Tax compliance for BeiGene means paying the right amount of tax at the right time. It involves disclosing all relevant facts and circumstances totax authorities where necessary. Governance for the correct application of and compliance with tax law is a responsibility of the Vice Presidentof Global Tax. The Vice President of Global Tax reports directly to the Chief Financial Officer. Both the Chief Financial Officer and the Vice
President of Global Tax report to the Audit Committee and the Board of Directors on appropriate tax-related issues on a regular basis.
An experienced group of tax professionals manages BeiGene’s tax costs and risks with oversight by our finance function and audit committee.
As part of the continuous review of controls and procedures, the BeiGene internal audit team examines areas of the business and its
processes, including tax.
External tax advisors are consulted on significant or uncertain tax matters in appropriate circumstances.

70 :: 2022 BEIGENE ESG REPORTContents

GRI 207-3

Overview

AdvancingGlobal Health

Empowering
Our People

Innovating
Sustainably

Supporting
Communities

OperatingResponsibly

Global Reporting Initiative/
Hong Kong Exchange Limited Index

Description

Response

Stakeholder engagement and management of concerns
related to tax

BeiGene seeks to comply fully with regulatory obligations and ensures tax arrangements are consistent with a low-tax-risk approach to
conducting its business.
The Company does not seek to structure transactions in ways that give tax results inconsistent with their underlying economic consequences.
Where the tax treatment of any particular material transaction is uncertain, external tax advice will be sought before proceeding with thetransaction. Our aim is to be open and transparent and have a professional, courteous, and constructive relationship with tax authorities wedeal with worldwide.
Where disputes arise with tax authorities, in areas of doubt or where legal interpretations differ, we endeavor to tackle the matter promptly
and resolve it in a responsible, open, and timely manner.

GRI 207-4

Country-by-country reporting

BeiGene reports on tax liabilities in our regular financial filings to the U.S. SEC and other applicable regulatory authorities. BeiGene is not
yet profitable and does not publicly report tax liabilities on a per country or regional basis. Disclosure on taxes paid may be found in our
financial reporting on our website at ir.beigene.com.

GRI 2-22

Statement on sustainable development strategy

ESG Strategy and Goals. See page 6.

GRI 2-23

Policy commitments

ESG Strategy and Goals. See page 6.

GRI 2-24

Embedding policy commitments

Business Ethics. See page 48.

GRI 2-25

Processes to remediate negative impacts

BeiGene is required to carefully monitor the safety of its products from first use in humans through post-commercialization. The company
acts upon any potential safety issues identified by patients or others through ethics committees or Institutional Review Boards.

Strategy, policies, and practices

Patient Safety. See page 21.
GRI 2-26/ HKEX KPI B7.2

Mechanisms for seeking advice and raising concerns

Whistleblower and Anti-Retaliation Protection. See page 48.

GRI 2-27

Compliance with laws and regulations

In 2022, BeiGene did not have any instances of non-compliance in which fines or non-monetary sanctions were incurred.

GRI 2-28

Membership associations

Stakeholder Engagement. See page 47.

GRI 2-29

Approach to stakeholder engagement

Stakeholder Engagement. See page 47.

GRI 2-30

Collective bargaining agreements

BeiGene has not entered into any collective bargaining agreements in the U.S., APAC, Europe, or Latin America, except that BeiGene isenrolled in the SINACAMESP commercial trade union in Brazil because of a local law obligation.

Stakeholder Engagement

71 :: 2022 BEIGENE ESG REPORT