Astellas Pharma Inc. · TSE:4503
Astellas Pharma — ESG Presentation (February 2025)
35 slides from Astellas Pharma's sustainability presentation, Feb 21, 2025
Slide 1: Sustainability Meeting 2024
Sustainability Meeting 2024 Astellas Pharma Inc. February 21, 2025
Slide 2: Cautionary Statement Regarding Forward-Looking Information
Cautionary Statement Regarding Forward-Looking Information 2 In this material, statements made with respect to current plans, estimates, strategies and beliefs and other statements that are not historical facts are forward-looking statements about the future performance of Astellas Pharma. These sta
Slide 3: Relationship between Sustainability and Enhancement of Enterprise Value
Relationship between Sustainability and Enhancement of Enterprise Value 写真 Naoki Okamura President and CEO
Slide 4: Astellas' Sustainability
Astellas’ Sustainability 4 Our approach to sustainability is to contribute to society through our core business first and to create a positive cycle that improves the sustainability of both society and Astellas Core Business Sustainability Contribution to more sustainable society VALUE Healthcare In
Slide 5: Logic Tree for Enhancing Enterprise Value
Logic Tree Breakdown Strategy/Measure Capability/Capital for Enhancing Enterprise Value Expanding business The right resources High productivity and efficiency • Investment plans (product-related) including proactive allocation investment in Strategic Brands Sugita Sales increase • Optimal investmen
Slide 6: Agenda
Agenda 6 Examples of Innovations and Outcomes Katsuyoshi Sugita I generated from OHG* Chief People Officer and Chief Ethics & Compliance Officer (CPO & CECO) 1. Visualizing the Social Impact of Access to II Health Initiatives Shingo Iino Head of Sustainability 2. Impact of Non-Financial Activities o
Slide 7: Examples of Innovations and Outcomes Generated from OHG
Examples of Innovations and Outcomes Generated from OHG* Katsuyoshi Sugita Chief People Officer and Chief Ethics & Compliance Officer (CPO & CECO) *OHG: Organizational Health Goal
Slide 8: HR Strategy in line with Corporate Strategy (Organizational Health Goal: OHG)
HR Strategy in line with Corporate Strategy 8 (Organizational Health Goal: OHG) Linkage between Corporate Strategy Linkage between HR Strategy and KPIs and HR Strategy Accelerate the Identify Develop Implement VISION Outcome Realization of Issues OHG Priorities VISION Business Impact of Efforts to A
Slide 9: Creation of innovation through efforts to achieve Organizational Health Goals
Creation of innovation through efforts to achieve 9 Organizational Health Goals Simultaneous global regulatory submissions of VYLOY ⚫ Setting Bold and Ambitious Goal, Intelligent Risk-Taking and accelerating the handoff as One Astellas lead to simultaneous global regulatory submissions of VYLOY Bold
Slide 10: Talent acquisition and development based on Corporate Strategy
Talent acquisition and development based on Corporate Strategy 10 Astellas Talent Acquisition and Development Policy ⚫ Appoint and hire internal and external talents at the earliest possible stage, train internally, Next Gen Leadership and then promote to more senior positions • 6 months of training
Slide 11: Talent potential and retention challenges in numbers
Talent potential and retention challenges in numbers 11 ⚫ There has been a recent decline in engagement scores for 2024, due in part to a series of major organizational and institutional changes, despite some improvement in 2023 ⚫ The score for “Change Communication (communication about transformati
Slide 12: HR Strategy in line with Corporate Strategy (Organizational Health Goal: OHG)
HR Strategy in line with Corporate Strategy 12 (Organizational Health Goal: OHG) Linkage between Corporate Strategy Linkage between HR Strategy and KPIs and HR Strategy Accelerate the Identify Develop Implement VISION Outcome Realization of Issues OHG Priorities VISION Business Impact of Efforts to
Slide 13: Visualizing Social Impact of Access to Health; Impact of Non-Financial Activities
1. Visualizing the Social Impact of Access to Health Initiatives 2. Impact of Non-Financial Activities on Enterprise Value 写真 Shingo Iino Head of Sustainability
Slide 14: Monetary valuation of the social impact created by Access to Health initiatives in Malaysia
Quantification Monetary valuation of the social impact created by 14 Access to Health initiatives in Malaysia Patient Journey for Cancer Patients Social Impact Information on cancer1) Definitive Diagnosis of Treatment Options by Cancer Screening Cancer Stage Medical Value （screening, treatment, Refe
Slide 15: Estimated social impact of the BEAUTY & Health Program (Colorectal Cancer)
Quantification Estimated social impact of the BEAUTY & Health Program 15 (Colorectal Cancer) • Through cancer awareness activities, early detection, and early treatment of colorectal cancer, a social impact of $4.6 million was generated for 150 colorectal cancer patients • This extends beyond medica
Slide 16: The connection between Astellas' non-financial initiatives and enterprise value
Figure Description Connectivity Indicators that were more relevant The connection between Astellas' non-financial from the analysis 16 initiatives and enterprise value Upward arrow: positive correlation Downward arrow: negative correlation To identify non-financial initiatives (such as human resourc
Slide 17: Astellas Market Capitalization: Simulation and Contribution Analysis
Connectivity Analysis Result 1 17 Simulation Analysis and Contribution Analysis （Representative Results） Percentage of female managers Percentage of female managers Simulation Analysis 1） Contribution Analysis 2） Estimated value (Unit: 1 trillion yen) Astellas Market Capitalization Market capitaliza
Slide 18: Analysis Result: Causal Inference
Connectivity Analysis Result 2 18 Causal Inference (Representative Results) HR initiatives Ratio of managers 《Ref.》 Flattening of the organization Causal Inference 1） Reduce the number of layers from CEO to flatten the organization, promoting faster Number of outside directors decision-making and fo
Slide 19: Results of data-based analysis and Astellas Initiatives
Connectivity Results of data-based analysis and Astellas Initiatives 19 － The connection between market capitalization and non-financial indicators － Indicators suggested to be related 1. Correlation 2. Simulation 3. Contribution 4. Causal Initiatives strengthened to market capitalization Analysis A
Slide 20: Summary of Quantification and Connectivity of non-financial initiatives
Summary of “Quantification” and ”Connectivity” of non-financial initiatives 20 Logic Tree for Enhancing Enterprise Value Enhancement (Adapted from Integrated Report 2024) Initiatives for Human Resources and Organization % of Female Managers Strengthening Diversity Corporate Governance Ratio of manag
Slide 21: Updates on Astellas' Corporate Governance
Updates on Astellas’ Corporate Governance Takashi Tanaka Outside Director
Slide 22: Career History
Career History 22 Takashi Tanaka Mika Nakayama Outside Director Outside director Chair of the Nomination Committee Chair of the Audit & Supervisory Committee Chair of the Compensation Committee Resume, position and responsibilities at the Company Resume, position and responsibilities at the Company
Slide 23: Updates on Astellas' Corporate Governance
Updates on Astellas’ Corporate Governance 23 Ratio of Females on the Board of Directors The Board of Directors Internal Directors Outside Directors Ratio of Ratio of ⚫ Astellas agrees with the "Challenge for 30% by (3 males and 1 female) (3 males and 4 females) Outside Directors Females 2030" propos
Slide 24: New initiatives by independent outside Directors; Establishment of EPM
New initiatives by independent outside Directors; 24 Establishment of EPM Objectives With regard to the three enterprise priorities (EPs), the Enterprise Priority Monitoring group (EPM) will contribute to Astellas’ sustainable growth and enhancement of enterprise value over the medium to long term b
Slide 25: Enhancing outside Directors' objective oversight through EPM
Enhancing outside Directors’ objective oversight through EPM 25 Launching a new initiative within the About the Outside Directors’ Meeting (外役会: Soto Yaku Kai): • Consists of independent outside Directors only existing outside Directors’ Meeting to • Held regularly (usually monthly) and supports an
Slide 26: Appendix
26 | Appendix Wastellas
Slide 27: Global Engagement Survey - OHG1
GLOBAL ENGAGEMENT SURVEY 27 - toward achievement of OHG1 – Brave Ideas Pursue Ambitious Outcomes Many scores declined compared to October 2023 Change from Oct Item Question 2023 Risk Taking - I am encouraged to take informed risks in getting my work done. Innovation +1 My team demonstrates a high le
Slide 28: Global Engagement Survey - OHG2
GLOBAL ENGAGEMENT SURVEY 28 - toward achievement of OHG2 – Talent and Leadership Thrives Many scores declined compared to October 2023 Change from Oct Item Question 2023 Promotion Policy -5 I understand Astellas’ promotion policies and practices for employees like me. Manager - I would recommend my
Slide 29: Global Engagement Survey - OHG3
GLOBAL ENGAGEMENT SURVEY 29 - toward achievement of OHG3 – We Excel as One Astellas Many scores declined or remained the same compared to October 2023 Change from Oct Item Question 2023 Communication -6 Astellas does a good job of communicating with employees. Awareness - I know what the different p
Slide 30: Impact Valuation for the BEAUTY & Health Program
Quantification Impact Valuation for the BEAUTY & Health Program 30 For impact valuation, eight non-financial value items from the long list were converted to monetary values and two were quantified Impact of BEAUTY & Health program Target benefited from impact Classification Primary Impact Secondary
Slide 31: Definition of impact evaluation items for BEAUTY & Health Program
Quantification Definition of impact evaluation items for BEAUTY & Health Program 31 # Impact item Definition Increased 1 access to optimal treatment The state of having access to appropriate drugs and medical care for those who need it Patient’s work 2 productivity Loss of absence or quitting work (
Slide 32: Impact Estimates of BEAUTY & Health Program
Quantification Impact Estimates of BEAUTY & Health Program: 32 Increased access to optimal treatment Increased access Cancer can be detected and treated at an earlier stage, resulting in better treatment to optimal treatment and longer survival Survival time at each Increase/decrease in the The valu
Slide 33: Objective and Explanatory Variables
Connectivity Objective and Explanatory Variables 33 Objective Variable Market Capitalization (Enterprise Value) Explanatory Variables Human Capital Indicators Corporate Governance Indicators 22 indicators 24 indicators Parental Leave Utilization Rate % of Employees with Attendance rate of independen
Slide 34: Initiatives for enhancing Access to Health
Initiatives for enhancing Access to Health 34 1． Astellas core business (Rx, Rx+) 3. Supporting third-party ATH activities and foundations Patients prescribed Astellas Health System Strengthening Health initiatives for the Efforts to improve health Innovative Drug Business products1 Programs local c
Slide 35: Progress in Q3 YTD/FY2024 and Latest Outlook
Presentation material from Q3 YTD/FY2024 Earnings Call Progress in Q3 YTD/FY2024 and Latest Outlook 35 Entering a fundamental growth phase to overcome XTANDI LOE and pursue further growth Q3 Progress Three Enterprise Priorities • Significant growth of Strategic Sustainable Margin Transformation Bran