6 Dear Stakeholders, Marking the completion of 20 years since our inception, in 2019, we announced Sai Nxt, an organisation-wide initiative aimed at transforming us into a new generation CRO-CDMO and a key player in the value chain which shapes the future of pharma innovation. Envisaged as a 4-year program, it aims to drive transformation across three core areas - People & culture; Processes & automation and Infrastructure & scientific capabilities. One year into the transformation journey, we were confronted by the uncertainties posed by the COVID-19 pandemic. The stakes were high, with a commitment to significantly expand and upgrade R&D and manufacturing facilities, deepen scientific and technological capabilities and the pace intense with the bar raised for safety, quality and customer focus. To sustainably continue our transformation journey, we learned to simultaneously tackle the urgent and the important. We never lost sight of the patient standing to gain at the end of every project. Despite the challenges, we anchored our actions with SaiNxt, exploring options and choices that would be differentiated so that we could face the disruptive challenges of the present and also be future-ready. Navigating the impact of the COVID-19 pandemic increased the pressure on us to urgently manage hybrid teams, reassure employees and ensure business continuity with timely actions in operations and supply chain. However, we also went ahead with our investments in infrastructure and added talent. We opened our new biology facility in our integrated R&D campus in India, unifying discovery, early & late phase development and clinical supply capabilities in a single 13-acre campus. Simultaneously, the four-fold expansion at Alderley Park, UK facility with the state-of-the-art chemistry and analytical laboratory created access to the finest pharmaceutical talent and an ecosystem that nurtures innovation. Another addition included the high potent laboratory facility that makes our infrastructural capabilities meet our customer expectations as more HPAPIs are under development, especially in oncology and orphan indications. We are focussed on integrating the environmental, social, and governance aspects into our strategies and the way we do business. We acknowledge that this is not solely the responsibility of one specific function, but needs to be addressed throughout all operations, and in the supply chain as well. We became a signatory of the United Nations Global Compact (UNGC) to take forward our commitment to implement the ten principles in our operations and sphere of influence. This translated into clear and focused priorities regarding sustainability in business strategy and operations. We as a key player and partner of innovator pharma companies have made sustainability a priority in managing energy, water use, and waste generation. We also collaborate with and monitor our suppliers’ sustainability performance and seek improvements in the efficiency of the transportation networks. We exceeded our sustainability targets in FY 2022 - 18% of the total energy consumption was supported by renewable energy, specific greenhouse gas emissions reduced by 37%, and specific hazardous waste generation reduced by 27% while recycling 86% of hazardous waste through co-processing and alternate reuse. This is our planet and we need to play our part to create Message from our CEO
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