Social and Relationship
Capital

Access to Healthcare Programs – Products, Drugs, and Partnerships

In FY26, we strengthened access to affordable healthcare by expanding the availability of essential medicines and healthcare services for underserved populations, particularly across low- and middle-income countries and emerging markets. Our access strategy is guided by a systems-based approach that integrates global quality manufacturing, research and clinical partnerships, patient and healthcare provider education, innovative financing models, digital health solutions, and community engagement.

We focus on high-burden disease areas, including tuberculosis, cardiovascular diseases, diabetes, respiratory conditions, and mental health. We have expanded our diagnostics reach, to enable patients to proactively manage their conditions by either visiting a nearby diagnostic lab or availing at-home collection services.

Through patient-centric innovations such as affordable inhalers, fixed-dose combinations, once-daily therapies, complex generics, and biosimilars, we aim to improve accessibility, affordability and treatment adherence. Digital health platforms, including LYFE®, further enable continuous patient engagement and disease management beyond traditional care settings.

Together, these efforts extend the reach of essential medicines and healthcare services to more patients and communities. Our community-led interventions promote health awareness, preventive care, and early intervention, while capacity-building initiatives strengthen healthcare skills, infrastructure, and institutional capabilities across the healthcare ecosystem, enabling more equitable and sustainable access to quality care.

Provider Education – Healthcare Professionals Support Programs

We invest in patient education and capacity building for healthcare professionals to enhance health outcomes and strengthen healthcare systems. Our digital patient support programs have reached over 800,000 patients across therapy areas such as asthma, diabetes, cardiac care, and mental health.

In FY26, our structured education and engagement initiatives reached 73,500 healthcare professionals, including doctors. Partnerships with leading institutions such as the European Society of Cardiology and Joslin Diabetes Center bring global expertise and evidence-based learning to healthcare professionals. All engagements and related disclosures are conducted transparently, in accordance with the Association of the British Pharmaceutical Industry (ABPI) guidelines.

Through these collaborations, we have also expanded access to advanced learning in cardiac care and diabetes management. These programs delivered education aligned with international clinical guidelines and best practices, reaching over 4,000 medical professionals and contributing to higher standards of patient care.

Advancing Access Through Innovation, Affordability, and Scale

Expanding Equitable Access to Life-Saving Therapies

For nearly five decades, we have remained committed to advancing equitable access to life saving therapies, particularly in tuberculosis, while progressively improving health outcomes across other high burden diseases. Building on our leadership in TB, we continued to widen access to care through innovation and affordability. In FY26, we further reduced the global price of Bedaquiline by 30%, building on significant reductions achieved in the previous year. This has enabled healthcare systems and global health partners to expand patient coverage and accelerate the adoption of modern treatment regimens. These sustained price interventions help address persistent treatment gaps, improve continuity of care, and broaden treatment coverage in regions where the burden of disease remains highest.

Innovation for Access

Innovation remains central to our access strategy, enabling differentiated, patient-centric solutions across disease areas. We became the first generic company globally to develop pediatric Bedaquiline 20 mg dispersible tablets, addressing a critical unmet need in child friendly TB treatment. Building on our TB legacy, we extended our access footprint into HIV/AIDS by supplying differentiated antiretroviral therapies, including TAF based fixed-dose combinations tailored for patients with osteoporosis and renal conditions. We also launched pediatric ALD in FY26 to support the transition to WHO-aligned child friendly treatment regimens and developed Darunavir/Ritonavir tablets to improve access to optimized second line HIV treatments.

Complementing these efforts, we partnered with the TB Alliance to advance the clinical development and potential commercialization of Telacebec for tuberculosis, leprosy, and Buruli ulcer, diseases that disproportionately affect underserved populations. This collaboration reinforces our commitment to innovation for neglected diseases, strengthening the availability of effective, affordable therapies while advancing global public health outcomes.

Through Lupin Access Business, we have secured approximately 75 registrations across low- and middle-income countries in Africa and Asia, including 25+ high-burden countries, significantly expanding the geographic reach of essential medicines and supporting global infectious disease control efforts.

Beyond Medicines – Expanding Access Through Preventive Innovation

Beyond product supply, we are expanding the scope of healthcare access through preventive, patient-centric interventions that address the underlying drivers of chronic disease. In South Africa, our subsidiary Pharma Dynamics supports Cooking From The Heart (CFTH), a free, heart-healthy nutrition education initiative developed with the Heart and Stroke Foundation, South Africa, which, since 2012, has helped prevent and manage non- communicable diseases such as hypertension and diabetes through practical dietary guidance and culturally relevant meal plans. This is complemented by the continued expansion of MyDynamics, Pharma Dynamics’ free digital health platform, accessible via QR codes on medicine packs, which provides personalized care journeys, treatment reminders, lifestyle tips, and health education. Together, these initiatives demonstrate how scalable, low-cost interventions can improve treatment adherence, patient empowerment, and continuity of care, contributing to more sustainable and inclusive healthcare systems.

Health Economic Evaluation

While symptom relief is a critical measure of a medicine’s value, its ability to reduce the overall burden on healthcare systems is equally important. We assess the impact of our products through rigorous health economic evaluations, particularly for NaMuscla®, our flagship orphan drug for non-dystrophic myotonic disorders. In FY26, NaMuscla® generated sales of INR 1,589 million, contributing 0.58% of total sales and 100% of innovative product revenues. Health economic evaluations in the U.K., Norway, and other European markets have consistently demonstrated its clinical value and cost-effectiveness, with leading HTA bodies, including NICE (U.K.), IQWiG (Germany), NoMA (Norway), and MSCBC (Spain), supporting national reimbursement and expanded patient access. The NICE price approval process evaluates cost-effectiveness for the NHS using the Incremental Cost-Effectiveness Ratio (ICER), comparing additional costs against additional health benefits. Building on this evidence, we broadened access in key Latin American Access to Medicine Index countries by initiating regulatory pathways in Argentina, Colombia, and Mexico, including dossier submission in Argentina in FY26 and regulatory filing in Mexico in March 2026. Through these evaluations, we demonstrated the clinical and economic value of innovative therapies, supporting improved patient outcomes while contributing to the affordability and sustainability of the healthcare system.

Medical Product Donations and Access to Medicines

We undertake medical product donations in accordance with the World Health Organization (WHO) Guidelines for Drug Donations, ensuring that all donated medicines are appropriate to local needs, of assured quality, safely handled, and fully traceable. All donations are executed through controlled and transparent channels and in compliance with applicable statutory and regulatory requirements, with the objective of addressing urgent healthcare requirements and improving the availability of essential medicines for vulnerable people.

During the reporting year, our global operations supported humanitarian and public health responses across multiple geographies. In Brazil, we donated over 1,900 units of essential medicines to populations impacted by localized health emergencies, particularly benefiting low-income and underinsured individuals, children, and patients requiring urgent care. These donations included antibiotics, pain and fever management therapies, gastrointestinal treatments, and pediatric formulations and were distributed through authorized, EHS managed pharmacy channels and licensed healthcare professionals. In France, our Medisol unit contributed 31,500 boxes of Nefopam Medisol injectable (five vials per box) through an ANSM-authorized humanitarian distributor to support acute pain management for hospitalized and vulnerable patients.

Sustainable Supply Chain and Responsible Procurement

We operate in a VUCA (Volatile, Uncertain, Complex, and Ambiguous) environment, where market volatility, supply disruptions, evolving regulatory expectations, and sustainability pressures require collaboration across the operational ecosystem. In this highly competitive pharmaceutical landscape, we remain focused on building a resilient and diversified supply chain that can effectively respond to disruptions through supplier diversification, risk mitigation, contingency planning, and responsible sourcing practices.

We actively promote supplier diversity across our network through a structured and inclusive sourcing approach. We identify and onboard suppliers across geographies, categories, ownership types, and enterprise sizes, including MSMEs. This supports supply continuity, resilience, and the seamless delivery of life-saving and essential medicines. Diversity considerations are integrated into supplier identification, selection, and evaluation processes, supported by defined criteria for quality, reliability, cost, and sustainability.

We also assess alternative sources for critical raw materials to further improve supply reliability and risk management. Every supplier we engage with is expected to comply with our Supplier Code of Conduct and Third-Party Sustainable Procurement Policy, which outlines our standards on product quality, ethics, environmental sustainability, and human rights. Regular audits help ensure that raw materials consistently meet our quality specifications as well as statutory and sustainability requirements.

Oversight of sustainable procurement and supply chain resilience is anchored within our Global Procurement Organization (GPO), with senior leadership driving accountability for supplier risk management, ESG integration, and business continuity. Supplier ESG performance, critical risks, and corrective actions are periodically reviewed through internal governance mechanisms and are integrated into sourcing decisions, supplier segmentation, and escalation processes.

Our commitment to responsible sourcing is reflected in our robust Supplier ESG Assessment Program, conducted through independent third-party evaluations, and supported through our dedicated Supplier Portal. The portal enables structured onboarding, performance monitoring, collaboration, and transparency across the value chain.

Through a sharp focus on process excellence and capability building, we build cost competitiveness, supply reliability, and long-term resilience across our operations. This partnership‑led approach enables us to move from traditional transactional relationships to a more integrated ecosystem, where suppliers actively contribute to innovation, risk mitigation, and the advancement of responsible sourcing practices.

ESG Assessment of Suppliers/Vendors

In FY26, we further embedded environmental, social, and governance considerations into supplier onboarding and performance evaluation processes through a risk-based framework. Suppliers are assessed using ESG questionnaires, third-party databases, and due diligence checks, followed by segmentation based on criticality and risk exposure. This framework enables systematic tracking and continuous improvement of ESG performance of key suppliers, with a focused emphasis on material vendors. Recognizing that suppliers are partners at different stages of their sustainability journey, we have adopted a collaborative, capability-building approach to advancing responsible sourcing practices across our value chain. This includes structured capacity-building initiatives such as supplier webinars, ESG self-assessments, and on-site audits, supported by well-defined Corrective and Preventive Action (CAPA) plan. Through these efforts, we strengthen accountability, enable continuous improvement, and promote stronger sustainability integration across our supplier ecosystem. Beyond risk management, we focus on building resilience, enhancing transparency, and creating shared value with our partner ecosystem.

Our Engagement with Suppliers on ESG Encompasses the Following Activities:

Supplier Training on ESG

Supplier Commitment to Lupin Code of Conduct

Supplier ESG Assessment

Supplier Corrective Action Plan/Improvement Plan

Supplier Collaborative Programs

This year’s assessment highlighted a strong foundation of ESG practices across our supplier ecosystem, supported by wellestablished policies and management systems covering ethics, EHS, and human rights. Environmental stewardship is increasingly reflected in supplier operations through resource monitoring, responsible environmental practices, and a growing focus on climate-related initiatives. Efforts across emissions management, renewable energy adoption, biodiversity, and sustainability certifications continue to gain momentum, contributing to stronger alignment with our responsible sourcing priorities. The graph below illustrates supplier ESG maturity levels in greater detail.

Building Procurement Team Capability

Capability building within the procurement team is a key focus area for the company. During the year, we conducted targeted training programs for procurement managers encompassing inclusive procurement, supplier ESG risk, and climate change and GHG emissions. The team also received training on advanced negotiation techniques, including reverse auctioning, organized by IIM Mumbai, to support more strategic and value-driven sourcing. In addition, an AI literacy program was conducted during the year for all team members to build awareness of emerging digital tools and their application in procurement processes. These interventions deepened sustainability integration into sourcing decisions, enhanced supplier engagement, and reinforced the role of procurement in supporting sustainable and responsible value creation.

Lupin Supplier Portal

In FY26, we further strengthened our Supplier Portal by integrating a comprehensive ESG Assessment Tool, reinforcing our commitment to responsible and transparent sourcing. The Lupin Supplier Portal now enables structured supplier onboarding and enhanced collaboration, with all new vendors undergoing a detailed ESG assessment. The enhanced platform provides a standardized and auditable framework for annual ESG assessments of critical suppliers, covering questionnaire distribution, response capture, CAPA validation, and approval workflows. This enables systematic evaluation of supplier ESG performance, supports risk mitigation, and promotes greater accountability across the supply base.

Decarbonization of Value Chain

Suppliers play a critical role in supporting meaningful Scope-3 emission reduction efforts. As a result, advancing decarbonization across our supply chain is a core pillar of our climate strategy. In the pharmaceutical sector, supply chains account for a significant share of environmental impact. Scope-3 emissions represent around 80% of our total carbon footprint, with approximately 46% arising from purchased goods and services. Recognizing this material impact, we set a bold ambition in FY25, formally defining our Scope-3 target and committing to 61% reduction in emissions by FY33 in alignment with the Science-Based Targets initiative (SBTi) guidelines, which was successfully validated.

Over 300 key suppliers who contribute significantly to emissions from purchased goods and services have been identified and prioritized. We are working closely with them to drive shared emission reduction outcomes by encouraging the adoption of science-based targets, renewable energy sourcing, resource efficiency measures, product lifecycle assessments, and lowcarbon manufacturing practices. By fostering transparency, capability building, and joint ownership of sustainability goals, we are deepening collaboration and building long-term relationships across our partner ecosystem.

Complementing this engagement, we are implementing operational initiatives such as shifting from air to sea transportation, exploring greener logistics solutions, transitioning from paper inserts to QR codes, packaging optimization, and improved IT asset lifecycle management to reduce environmental impact across the value chain. Together, these actions support a more resilient and lower-carbon supply chain built on collaboration, accountability, and responsible business practices.

By actively engaging and collaborating with our supplier ecosystem, we are enabling smarter sourcing decisions, greener operations, and sustained carbon reduction. Together with our partners, we are building a future-ready value chain that delivers excellence with responsibility.

In addition to engaging suppliers across our value chain, we also operate as suppliers to global customers and are committed to meeting and exceeding their sustainability expectations. As part of this commitment, we have made strong progress in customer-led supplier assessments and external sustainability ratings.

These recognitions reinforce our commitment to responsible business practices and the continual strengthening of a sustainable and resilient supply chain.