Astellas Pharma Inc. · TSE:4503
Astellas Pharma — ESG Presentation (February 2024)
36 slides from Astellas Pharma's sustainability presentation, Feb 21, 2024
Slide 1: Sustainability Meeting 2023
SUSTAINABILITY MEETING 2023 Astellas Pharma Inc. February 21, 2024 Astellas Proprietary Information – not for promotional use.
Slide 2: Cautionary Statement Regarding Forward-Looking Information
CAUTIONARY STATEMENT REGARDING FORWARD-LOOKING 2 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 sta
Slide 3: Improving the Sustainability of Society and Astellas
3 IMPROVING THE SUSTAINABILITY OF SOCIETY AND ASTELLAS Naoki Okamura President and CEO Astellas Proprietary Information – not for promotional use.
Slide 4: My Perspective on Sustainability
MY PERSPECTIVE ON SUSTAINABILITY 4 -Through the “Action on Fistula TM ”1 project to promote obstetric fistula2 treatment in Kenya- Corporate Social Responsibility (CSR) in the 2010s My thoughts back then The majority of CSR activities were not We should incorporate CSR activities directly into Ast
Slide 5: Astellas' Sustainability
ASTELLAS’ SUSTAINABILITY 5 Past Present - Future Core Business Core Business Sustainability Contribution to more Rx sustainable society “VALUE” Selected Best-in Therapeutic Healthcare -Class Innovation Categories Solutions CSR Improved sustainability as a company CSR: Corporate Social Responsibility
Slide 6: Contribution to Social Issues Through Our Core Business: VEOZAH
VEOZAH is launched in US and Europe as of February 2024. This slide is not intended to be an advertisement. CONTRIBUTION TO SOCIAL ISSUES THROUGH OUR CORE BUSINESS 6 - SOCIAL IMPACT OF VEOZAH (fezolinetant) - VMS (vasomotor symptoms) VEOZAH’s diverse values One of the most common menopausal symptoms
Slide 7: Agenda
Agenda 7 Vice President, Head of Sustainability I Initiatives for Evolving Sustainability Shingo Iino Chief People Officer and Chief Ethics & Compliance II People and Organization Officer (CPO＆CECO) Katsuyoshi Sugita Outside Director III CEO Succession Planning Takashi Tanaka Astellas Proprietary In
Slide 8: Initiatives for Evolving Sustainability
8 INITIATIVES FOR EVOLVING SUSTAINABILITY 写真 Shingo Iino Vice President, Head of Sustainability Astellas Proprietary Information – not for promotional use.
Slide 9: Initiatives for Evolving Sustainability
INITIATIVES FOR EVOLVING SUSTAINABILITY 9 FY2021 Updated the Materiality Matrix and reidentified 19 key issues Then prioritized the 9 material issues (Materiality) from the key issues FY2022 Established the Sustainability Direction as a guide to address the 9 most important issues and 2 key envi
Slide 10: Initiatives for Enhancing Access to Health
INITIATIVES FOR ENHANCING ACCESS TO HEALTH 10 1． Astellas core business (Rx, Rx+) 3. Supporting third-party ATH activities and foundations Patients prescribed Astellas Innovative Drug Business products1 Health System Strengthening Program * Efforts to improve health literacy by leveraging digital te
Slide 11: Initiatives for Enhancing Access to Health
INITIATIVES FOR ENHANCING ACCESS TO HEALTH 11 Development of new pediatric treatment option to eliminate schistosomiasis Astellas provided its innovative formulation technology and know- how as a member of the Pediatric Praziquantel Consortium1 EMA adopted a positive scientific opinion for poten
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Slide 13: Strengthening Business Continuity Plan for Geopolitical Risks & Natural Disasters
STRENGTHENING BUSINESS CONTINUITY PLAN (BCP) FOR 13 GEOPOLITICAL RISKS & NATURAL DISASTERS Securing effective, efficient and sustainable supply of products by recognizing and preparing for unpredictable risks Risks From regional conflicts, natural disasters and infectious disease pandemics • Supply
Slide 14: Initiatives for Environmental Sustainability
INITIATIVES FOR ENVIRONMENTAL SUSTAINABILITY 14 Environmental Action Plan (Climate Change Measures) <SBT re-certified in January 2023> GHG emissions (Scope 1 + Scope 2) Base year FY2015 GHG emissions (Scope 3) Base year FY2015 Reduce by 63% by FY2030 Emissions in Reduce by 37.5% by FY2030 Target 202
Slide 15: People and Organization
15 PEOPLE AND ORGANIZATION Katsuyoshi Sugita 写真 Chief People Officer and Chief Ethics & Compliance Officer (CPO＆CECO) Astellas Proprietary Information – not for promotional use.
Slide 16: HR Strategy in Line with Corporate Strategy
HR STRATEGY IN LINE WITH CORPORATE STRATEGY 16 (Organizational Health Goal: OHG) Linkage between Corporate Strategy and HR Strategy Linkage between HR Strategy and KPIs Accelerate the Identify Develop Implement Realization of VISION Outcome Issues OHG Priorities VISION Culture Change Through Acceler
Slide 17: Outcome of Fostering OHGs 1: Creating Innovation in Business
OUTCOME OF FOSTERING OHGs ① Creating Innovation in Business 17 Results of OHG implementation in the form of changes in employee behavior Example 1 OASIS (One-Astellas Idea Developers) Example 2 Digital Innovation Contest Astellas' unique project for drug discovery Company-wide audition for ideas
Slide 18: Outcome of Fostering OHGs 2: Employee Engagement Enhancement
OUTCOME OF FOSTERING OHGs ② Employee Engagement Enhancement 18 Analyze survey results by question and confirm continuous improvement in all OHG items Identify areas for improvement and implement specific actions Jan 2022 Oct 2022 Oct 2023 Items considered important for executing Items to be impr
Slide 19: Succession Planning
SUCCESSION PLANNING 19 - Human Resource Strategy in line with Corporate Strategic Plan 2021 - Leadership required to execute Corporate Strategic Plan 2021 Transformational Leadership Result Driven Global Mindset Characteristics of Astellas' Succession Planning (for Division Heads and above) 1 Fully
Slide 20: Succession Planning: Operational Status
SUCCESSION PLANNING 20 - Operational Status : Appointment of Division Heads (FY2023) - More than half of newly appointed talent was appointed from the Appointment of the right people in the Succession Plan right places from a broader candidate pool, including external hires Appointment from Succ
Slide 21: Succession Planning: Strengthening the Talent Pipeline
SUCCESSION PLANNING - Strengthening the Talent Pipeline - 21 Establish a globally consistent system based on training and development through practical experience Further strengthen the talent pipeline, both internally and externally Hire at the earliest possible stage, train internally, and
Slide 22: HR Strategy in Line with Corporate Strategy
HR STRATEGY IN LINE WITH CORPORATE STRATEGY 22 (Organizational Health Goal: OHG) Linkage between Corporate Strategy and HR Strategy Linkage between HR Strategy and KPIs Accelerate the Identify Develop Implement Realization of VISION Outcome Issues OHG Priorities VISION Culture Change Through Acceler
Slide 23: CEO Succession Planning
23 CEO SUCCESSION PLANNING Takashi Tanaka Outside Director Astellas Proprietary Information – not for promotional use.
Slide 24: Career
CAREER 24 Outside Director Outside Director Takashi Tanaka Rie Akiyama Chairperson of Nomination Committee Member of Audit & Supervisory Committee Chairperson of Compensation Committee Resume, position and responsibilities at the Company Resume, position and responsibilities at the Company April 198
Slide 25: CEO Succession Planning
CEO SUCCESSION PLANNING 25 CEO Succession Planning Candidates include： Nomination Emergency successor, next CEO, and subsequent CEOs Execution side Board of Directors Committee Succession planning includes： Evaluating candidate readiness, identifying strengths of each candidate and areas to be devel
Slide 26: Deliberations of the Nomination Committee
DELIBERATIONS OF THE NOMINATION COMMITTEE： 26 President and CEO Succession in April 2023 Current CEO was selected through transparent and objective deliberations, incorporating the perspectives and opinions of outside Directors Process of appointing Naoki Okamura as new CEO Oct 2022 The Nomination C
Slide 27: Appendix
27 APPENDIX Astellas Proprietary Information – not for promotional use.
Slide 28: Performance of Initiatives for Evolving Sustainability
PERFORMANCE OF INITIATIVES FOR EVOLVING SUSTAINABILITY 28 1. Transforming to be a cutting-edge, VALUE-driven life science innovator Our Commitments Mid-term Priorities for Astellas Main Indicators FY2023 First-half Performance by FY2025 Translate innovative science into VALUE Aim to improve the live
Slide 29: Continued: Performance of Initiatives for Evolving Sustainability
CONTINUED - PERFORMANCE OF INITIATIVES FOR EVOLVING SUSTAINABILITY 29 2. Strengthening resilient and sustainable business operations to meet the expectations of society Mid-term Priorities for Our Commitments Main Indicators FY2023 First-half Performance Astellas by FY2025 Strengthen collaborations
Slide 30: Outcome by OHG Penetration: Employee Engagement Enhancement
OUTCOME BY OHG PENETRATION ② Employee Engagement Enhancement 30 There were no significant changes in the overall engagement score and response rate. Scores improved in two of the three areas for our opportunities. Continued efforts to improve engagement Engagement Score： 71 51％ Response Rate： Number
Slide 31: Global Engagement Survey (OHG1)
GLOBAL ENGAGEMENT SURVEY 31 - toward achievement of organizational health goals (OHG1*) - All scores increased or remained the same compared to Oct 2022 Change from Oct Item Question 2022 Risk Taking +2 I am encouraged to take informed risks in getting my work done. Innovation +2 My team demonstrate
Slide 32: Global Engagement Survey (OHG2)
GLOBAL ENGAGEMENT SURVEY 32 - toward achievement of organizational health goals (OHG2*) - All scores increased or remained the same compared to Oct 2022 Change from Oct Item Question 2022 Promotion Policy +1 I understand Astellas’ promotion policies and practices for employees like me. Manager +1 I
Slide 33: Global Engagement Survey (OHG3)
GLOBAL ENGAGEMENT SURVEY 33 - toward achievement of organizational health goals (OHG3*) - All scores increased or remained the same compared to Oct 2022 Change from Oct Item Question 2022 Communication +2 Astellas does a good job of communicating with employees. Awareness +2 I know what the differen
Slide 34: Succession Planning: Diversity of Successors
SUCCESSION PLANNING - Diversity of Successors - 34 Continued to maintain a high diversity of Successor ratios from last year FY2022 Enhancement Points and Actions Division Head Class Total 178 positions Positions: Enhancement Point 4% Successors： total 522 People Internal talent development Re
Slide 35: Sustainable Biodiversity Initiative
SUSTAINABLE BIODIVERSITY INITIATIVE 35 Basic Policy on Biodiversity Astellas is thankful for the benefits brought about by biological diversity, and understands its business activities in all fields have an impact on ecosystems. We will make a positive contribution to the preservation of biodiversit
Slide 36: References
REFERENCES 36 1. Williams RE, Kalilani L, DiBenedetti DB, Zhou X, Fehnel SE, Clark RV. Healthcare seeking and treatment for menopausal symptoms in the United States. Maturitas. 2007;58:348- 58. 2. Hunter MS et al. Prevalence, frequency and problem rating of hot flushes persist in older postmenopausa