Astellas Pharma Inc. · TSE:4503
Astellas Pharma — ESG Presentation (February 2022)
32 slides from Astellas Pharma's sustainability presentation, Feb 28, 2022
Slide 1: Sustainability Meeting
SUSTAINABILITY MEETING Aiming to Enhance the Sustainability of Society and Astellas' Corporate Value Kenji Yasukawa, Ph.D. President and CEO Astellas Pharma Inc. February 28, 2022
Slide 2: Cautionary Statement Regarding Forward-Looking Information
CAUTIONARY STATEMENT REGARDING FORWARD- 2 LOOKING INFORMATION 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 st
Slide 3: Vision
VISION 3 -On the forefront of healthcare change to turn innovative science into VALUE for patients- VISION Astellas’ Sustainability* sustainable growth Corporate of Society Strategic Plan Strategic Goals 2021 1 2 3 Human Enable patients to Translate Advance the Rx+ capital achieve better innovative
Slide 4: Agenda
AGENDA 4 People and Organizational I Improving Access to Health IV Development II Climate Change Measures V Materiality Matrix Items That We Perceive to Be III Corporate Governance VI Expected by The Stock Market
Slide 5: Improving Access to Health
J imp ROVING ACC ESS TOH EALTH Wastellas
Slide 6: Improving Access to Health (ATH)
IMPROVING ACCESS TO HEALTH (ATH) 6 Activities aimed at improving ATH are classified into three categories 1. Innovative drug business Satisfy unmet medical needs by creating innovative drugs and delivering products 2. Enhancing availability of Astellas products Improving patient access to innovative
Slide 7: 1. Innovative Drug Business
IMPROVING ACCESS TO HEALTH 7 1. INNOVATIVE DRUG BUSINESS Satisfy unmet medical needs by creating innovative drugs and delivering products Generic and Innovative drugs Over-The Counter drugs Innovative drugs that satisfy unmet medical needs More affordable drugs Create and deliver Upper: Number of co
Slide 8: 2. Enhancing Availability of Astellas Products
IMPROVING ACCESS TO HEALTH 8 2. ENHANCING AVAILABILITY OF ASTELLAS PRODUCTS Aiming to improve patient access to innovative drugs Clinical Development Market Authorization Commercialization • XOSPATA: over 900 patients in 35 countries Clinical Trial Programs • PADCEV: over 270 patients in 7 countries
Slide 9: 3. Supporting Third-Party ATH Activities
IMPROVING ACCESS TO HEALTH 9 3. SUPPORTING THIRD-PARTY ATH ACTIVITIES Ongoing Initiatives Providing Astellas’ capabilities and technologies 1. Schistosomiasis 2. Tuberculosis/Malaria** praziquantel* • Providing our original library of • Over 50 million preschool tens of thousands of schistosomiasis
Slide 10: Climate Change Measures
| CLIMATE CHANGE MEASURE Wastellas
Slide 11: Climate Change Measures
CLIMATE CHANGE MEASURES 11 Environmental Action Plan (SBT approved in 2018) • Reduce GHG emissions (Scope 1+2) by 30% by fiscal 2030 (Base year: fiscal 2015) • Reduce GHG emissions (Scope 3) by 20% of revenue by fiscal 2030 (base year: fiscal 2015) Announced support for TCFD (December 2020) Major In
Slide 12: Climate Change Measures
CLIMATE CHANGE MEASURES 12 • Reduce GHG emissions as planned toward the target set in the Environmental Action Plan • Under consideration to declare Net Zero by 2050 Progress on GHG emissions 250 ktons 200 Future Initiatives to Reduce GHG Emissions 39% • Further introduction of electricity 150 gener
Slide 13: Corporate Governance
RPO RAT - GOV RNANC Wastellas
Slide 14: Corporate Governance System
CORPORATE GOVERNANCE SYSTEM 14 • Transition from a company with an Audit & Supervisory Board to a company with an Audit & Supervisory Committee in June 2018 • Delegate a substantial part of the BoD’s decision-making authority of the execution of business to executive Directors, further enhance delib
Slide 15: Board Agendas and Evaluation of Effectiveness
BOARD AGENDAS AND EVALUATION OF EFFECTIVENESS 15 • Identification of four important management themes to be discussed by the BoD • Based on the annual evaluation of the effectiveness of the BoD, we continuously strive to improve its effectiveness Example of the BoD meeting issues in FY2021 (partial)
Slide 16: Compensation System for Directors
COMPENSATION SYSTEM FOR DIRECTORS 16 • Compensation system and composition that are closely linked to performance with an emphasis on increasing enterprise value and shareholder value over the medium- to long-term • Fair and impartial compensation system based on responsibility and results regardles
Slide 17: People and Organizational Development
PEOPLE AND ORGANIZATIONAL DEVELOPMENT
Slide 18: People and Organization for Innovation
PEOPLE AND ORGANIZATION FOR INNOVATION 18 To realize our corporate vision, the ideal image of both people and organization have been clarified and accelerate efforts to transform all Astellas organizations to be more innovative for Corporate Strategic Plan 2021 Target images in HR Vision Our People
Slide 19: 1. Establishment of HR System Corresponding to Globalized Functional Organization
1. ESTABLISHMENT OF HR SYSTEM CORRESPONDING TO OUR 19 GLOBALIZED FUNCTIONAL ORGANIZATION Establishment of a globally harmonized HR system to promote the HR allocation as “the right people in the right place” on a global scale Harmonization of grade structure Succession planning and job evaluation •
Slide 20: 2. Transforming into More Innovative Organization
2. TRANSFORMING INTO MORE INNOVATIVE ORGANIZATION 20 • To identify the factors that impede innovation, interviews were conducted to collect employees’ and leaders’ voices • Analyzed the collected comments of employees and set Organizational Health Goal 1-3 • These are our commitments to foster organ
Slide 21: 2. Transforming into More Innovative Organization
2. TRANSFORMING INTO MORE INNOVATIVE ORGANIZATION 21 Implementing various interlocked initiatives to achieve Organizational Health Goals Initiatives for Promote an organizational culture of challenge without fear of failure and establish Organizational Health Goal 1 an environment of psychological s
Slide 22: 2. Transforming into More Innovative Organization: Dialogue with CEO
2. TRANSFORMING INTO MORE INNOVATIVE ORGANIZATION 22 • Promoting understanding of Corporate Strategic Plan 2021 by management directly communicating with employees in question and answer sessions • Total dialogue time: Approx. 190 hours Dialogue with CEO Ask Me Anything Session Top management and Di
Slide 23: 3. Creating an Environment in Which Diverse Talent Can Thrive
3. CREATING AN ENVIRONMENT IN WHICH DIVERSE TALENT 23 CAN THRIVE • Diverse talent work worldwide along with business globalization • Promote organizational diversity and increase creativity for innovation Business Transition Development of Diversity Composition ratio of revenue by region Foreign
Slide 24: Materiality Matrix
J wat RIALITY MAT RIX Wastellas
Slide 25: Updated Materiality Matrix
UPDATED MATERIALITY MATRIX 25 • Identified key issues considering changes in trends in sustainability issues, consistency with Corporate Strategic Plan 2021, and issues that must be addressed as a pharmaceutical industry • Prioritized 19 key issues based on the analysis of stakeholder interest, scal
Slide 26: Items That We Perceive to Be Expected by the Stock Market
ITEMS THAT WE PERCEIVE TO BE EXPECTED BY THE STOCK MARKET
Slide 27: Items That We Perceive to Be Expected by the Stock Market
ITEMS THAT WE PERCEIVE TO BE EXPECTED BY 27 THE STOCK MARKET Expectations Future Initiatives Sustainability • Specify KPIs for those that are appropriate to be formulated KPI for Initiatives More proactive disclosure of • Proactive dissemination of initiatives to improve sustainability sustainabilit
Slide 28: Appendix
APPENDIX
Slide 29: Skills Expected of Directors
SKILLS (KNOWLEDGE, EXPERIENCE, ABILITIES, etc.) 29 EXPECTED OF DIRECTORS • BoD specifies the knowledge, experience, abilities, etc. that should be possessed as a whole in order to properly perform its function in light of the Company’s corporate strategies • Equipped with the skills to make decision
Slide 30: External Evaluation of ESG
EXTERNAL EVALUATION OF ESG 30 Improving the quality of Astellas’ initiatives by monitoring assessments on an ongoing basis Inclusion in ESG Investment Index, ESG Assessment 2018 2019 2020 2021 FTSE 4Good Index Series ✓ ✓ ✓ ✓ FTSE Blossom Japan Index ✓ ✓ ✓ ✓ FTSE ESG Ratings 3.3 3.9 3.6 4.0 (0 to 5,
Slide 31: Links to Relevant Sites
LINKS TO RELEVANT SITES 31 Annual Report 2021：Link EHS Report 2021：Link Corporate Governance Report ：Link Corporate Governance Guidelines：Link
Slide 32: On the Forefront of Healthcare Change
ON THE FOREFRONT OF HEALTHCARE CHANGE