2012 - ir - csr

IR Thematic Seminar on Corporate Social Responsibility

December 17, 2012

Forward Looking Statement

This presentation contains forward-looking statements as defined in the Private Securities Litigation Reform Act of 1995, as amended. Forward-looking statements are statements that are not historical facts. These statements include projections and estimates and their underlying assumptions, statements regarding plans, objectives, intentions and expectations with respect to future financial results, events, operations, services, product development and potential, and statements regarding future performance. Forward-looking statements are generally identified by the words "expects", "anticipates", "believes", "intends", "estimates", "plans" and similar expressions. Although Sanofi's management believes that the expectations reflected in such forward-looking statements are reasonable, investors are cautioned that forward-looking information and statements are subject to various risks and uncertainties, many of which are difficult to predict and generally beyond the control of Sanofi, that could cause actual results and developments to differ materially from those expressed in, or implied or projected by, the forward-looking information and statements. These risks and uncertainties include among other things, the uncertainties inherent in research and development, future clinical data and analysis, including post marketing, decisions by regulatory authorities, such as the FDA or the EMA, regarding whether and when to approve any drug, device or biological application that may be filed for any such product candidates as well as their decisions regarding labeling and other matters that could affect the availability or commercial potential of such product candidates, the absence of guarantee that the product candidates if approved will be commercially successful, the future approval and commercial success of therapeutic alternatives, the Group's ability to benefit from external growth opportunities, trends in exchange rates and prevailing interest rates, the impact of cost containment policies and subsequent changes thereto, the average number of shares outstanding as well as those discussed or identified in the public filings with the SEC and the AMF made by Sanofi, including those listed under "Risk Factors" and "Cautionary Statement Regarding Forward-Looking Statements" in Sanofi's annual report on Form 20-F for the year ended December 31, 2011. Other than as required by applicable law, Sanofi does not undertake any obligation to update or revise any forward-looking information or statements.

2

3

Sanofi: a Global and Diversified Healthcare Leader Focused on Patients’ Needs

(1) World less North America (USA, Canada), Western Europe (France, Germany, UK, Italy, Spain, Greece, Cyprus, Malta, Belgium, Luxembourg, Portugal, Holland, Austria, Switzerland, Sweden, Ireland, Finland, Norway, Iceland, Denmark), Japan, Australia and New Zealand (2) Japan, Canada, Australia and New Zealand (3) 2011 data

Important social, economic and environmental impacts

~110,000 employees(3)

in 100 countries

Emerging Markets

Vaccines

Diabetes Solutions

Consumer Health Care

Animal Health

New Genzyme

Innovative Products

Multiple Growth Platforms 65% of net sales in 2011

Balanced Geographic Presence

2011 sales split by region

29.8%

27.3%

30.3%

12.5%

Emerging Markets(1)

Other Countries(2)

U.S.

€33.4bn Net Sales in 2011

Western Europe

Large Global Workforce

4

CSR at Sanofi

Gilles Lhernould Senior Vice President, Corporate Social Responsibility

CSR, a driver of innovation

to serve the patient and a source of inspiration

for Sanofi

Christopher A. Viehbacher Chief Executive Officer, Sanofi 5

6

Agenda

CSR at Sanofi Gilles Lhernould, Senior Vice President, Corporate Social Responsibility

Ethics in R&D Claire Castaings, R&D Corporate Social Responsibility

Access to Healthcare Robert Sebbag, Vice President, Access to Medicines

Workforce Development Laurence Labbé-Schmitt, Head Group Learning & Leadership Development

Environmental Challenges Thomas Sénac, Corporate Health Safety Environment

Anti-Counterfeiting Interactive Expo Caroline Atlani, Corporate Anti-Counterfeit Coordination

BREAK

7

CSR: a Key Asset to Sanofi’s Strategy

License to operate

Image, reputation & transparency

Governance

Risk control

Compliance

Human capital

Sustainable growth

8

An Organization to Drive the CSR Approach across all Sanofi Entities

Missions ● Define CSR strategy at Group level, monitor its implementation

across all entities ● Pilot all Group entities in addressing major CSR topics ● Support cross-functional projects ● Ensure optimal reporting to internal and external stakeholders

CSR MANAGEMENT Reports to the CEO Networks across all activities and all geographic areas Coordinates risk control via its Risk Committee

9

Materiality test

INTERNAL CONCERNS

12 priorities among

50 issues

Material to Sanofi

EXTERNAL CONCERNS

Materiality of potential impact on the Group strategy

Materiality to Group’s stakeholders and Society

Our CSR Strategy Includes Priorities Selected as a Result of Robust Analysis

10

• Ethics in R&D • Business Ethics • Human Rights

ETHICS

Our Global CSR Strategy: 4 Pillars — 12 Priorities

10

PLANET • Water • Pharmaceuticals in the Environment • Energy & Carbon Footprint

PATIENT • Access to Healthcare • Patient Safety • Innovation for the Patient

PEOPLE • Health & Safety • Diversity • Workforce Development

11

• Ethics in R&D • Business Ethics • Human Rights

ETHICS

Focus of the Presentation: Four Global CSR Priorities

11

PLANET • Water • Pharmaceuticals in the Environment • Energy & Carbon Footprint

PATIENT • Access to Healthcare • Patient Safety • Innovation for the Patient

PEOPLE • Health & Safety • Diversity • Workforce Development

12

Access to Healthcare

Robert Sebbag Vice President, Access to Medicines

13

Sanofi: Anticipating Patient’s Needs across the Globe

An integrated and comprehensive approach to address patient needs and pursue growth opportunities

Middle income patients

Most affluent patients

Base of the pyramid

14

Sanofi’s Diversification Helps to Respond to the Needs of the Greatest Number of Patients

Sanofi Access to Medicines Neglected Tropical Diseases(1), Malaria, Mental disorders, Epilepsy, Tuberculosis

Sanofi Antibiotics, Diabetes, Cardiovascular drugs, Oncology, Antifungals…

Sanofi Pasteur Vaccines

Sanofi Espoir Fondation Development aid projects Humanitarian emergencies

Genzyme Rare diseases

(1) Sleeping sickness, Leishmaniasis, Chagas disease, Buruli ulcer, Lymphatic filariasis

15

Improving Access to Healthcare is a Complex Challenge

Adjusting the business model Partnering with relevant stakeholders

Drugs alone are not enough

Development Do effective medicines

exist?

Availability Are

medicines available

in a country?

Distribution Are

medicines getting to

pharmacies & clinics?

Affordability Do patients have access to medicines?

Usage Is there

adequate access

to Information, Education,

Communication?

1/3 of the global population does not have

access to essential medicines and vaccines

16

Improving Access to Healthcare is a Shared Responsibility

Regulatory authorities and agencies

Foun

datio

ns

WHO/PAHO

Suppliers Endemic countries’ Ministries of Health

Patie

nts

17

Sanofi’s Approaches Are Multi-faceted: Some Examples

Sanofi Access to Medicines

Sanofi Global Operations

Sanofi Pasteur

Sanofi Espoir Fondation

Genzyme

18

Contributing to Better Access to Healthcare Creates Value for Sanofi

Improves our license to operate

• Training of healthcare professionals to foster delivery of products and services

• Advocacy towards health authorities for better disease management

Controls R&D cost, risk & complexity

• Tailored product offering to meet local market conditions

• R&D that fulfills unmet medical needs

• Partnership in R&D to foster innovation internally

Ensures penetration of new markets

• Local manufacturing and supply chain to the highest quality standards

• Locally adapted sales and distribution

Sanofi Access to Medicines Case Study: Malaria

19

20

Malaria: a Global Public Health Challenge

● 50% of the world’s population is exposed

● More than 650,000 deaths worldwide. In 2010, 91% of victims were in Africa(1)

● 86% of victims are children under 5 years(1)

● A child dies every minute(2)

MALARIA: COUNTRIES AND REGIONS WITH RISK OF INFECTION Source: World Health Organization (WHO), 2011(1)

Countries and regions where infection occurs

Countries and regions with limited risk of infection

(1) WHO, WHO Global Malaria Program, World Malaria report 2011 (2) WHO, Malaria media center, fact sheet no94, December 2011

21

Our Fight Against Malaria

TIERED PRICES to ensure medicine

is affordable

INFORMATION AND EDUCATION PROGRAMS

designed for all actors in the health chain

R&D PROJECTS to meet future needs

INDUSTRIAL CAPABILITIES for low-cost

and high-quality medicines

22

Tiered Prices to Ensure Affordability

PRIVATE MARKETS Coarsucam®

● $2-3 wholesale price ● 1 blister pack / box

PUBLIC MARKETS Artesunate-Amodiaquine Winthrop®

● Preferential price until the “no loss-no profit” price is reached: approx $1 for adults, <$0.50 for children

● 25 blister packs / box

Treatments to fight over 200 million malaria attacks distributed since October 2008

en attente visuels

23

Education Programs to Improve Awareness

SCHOOL CHILDREN AGAINST MALARIA Teaching 200,000 children about Malaria (2008-2010)(1)

In 2012 ● 4th session in Ivory Coast and Burkina Faso ● 1st sessions in Madagascar, Burundi,

the Democratic Republic of Congo (DRC), Nigeria, Malawi and Congo

TRAINING THE TRAINERS ● 34 trainers trained(1) ● 5,000 community health workers(1) trained

(in the DRC in 2010)

(1) Internal data

24

Industrial Know-How to Ensure Program Sustainability

MAPHAR PLANT, a Sanofi Company (Casablanca, Morocco) for the production of ASAQ Winthrop ● GMP certified ● Prequalified by the WHO ● Over 100 million treatments/year

production capacity, i.e. 30% of the plant’s activity

Maphar is part of a network of 46 manufacturing sites

in Emerging Markets

GMP – Good Manufacturing Practices

25

Ethics in R&D

Claire Castaings R&D Corporate Social Responsibility

26

Sanofi R&D: Committed to Accelerate Innovation at the Service of Patients

(1) As updated in October 2012 (2) See regulatory status in relevant press releases Zaltrap® is developed in collaboration with Regeneron, Kynamro™ with Isis Pharmaceuticals and Lyxumia® is in-licensed from Zealand Pharma Genzyme is developing Lemtrada™ in MS in collaboration with Bayer HealthCare

(1) As updated in October 2012 (2) See regulatory status in relevant press releases Zaltrap® is developed in collaboration with Regeneron, Kynamro™ with Isis Pharmaceuticals and Lyxumia® is in-licensed from Zealand Pharma Genzyme is developing Lemtrada™ in MS in collaboration with Bayer HealthCare

Short-term Opportunities(2)

TM

®

®

®

QIV IM

17 assets in late-stage development(1)

€4.8bn invested in R&D in 2011

Multiple partnerships with external groups to accelerate innovation

27

The New Challenges for R&D in Pharma

New therapeutic

targets

New public health challenges

New target populations

Creation of a Bioethics Committee

Ethical challenges

28

Risks

Opportunities

Committed to Ethics in Sanofi R&D

Nanotechnology

Innovation in R&D

Patient Benefit Risk

Biodiversity Animal Welfare

Stem cells Genetic material

Ethics in clinical trials

Internal communication

External communication

Sanofi Sanofi Pasteur

Genzyme Merial Fovea

Patient community Health authorities Rating agencies Investors Partnerships NGO Outsourcing

29

Promoting Best Practices for Clinical Studies

Provide solid and reliable data focusing on the right safety and welfare of clinical trial participants

Apply the most stringent ethical and quality standards everywhere

Rebuild trust and confidence in the pharmaceutical industry

Objectives

● Address cultural differences and vulnerable patients: ● Patient informed consent

● Country standard of care

● Study protocol ethical review and post study commitments

● Develop innovative internal standards

● Conduct audits in Emerging/ Developing countries

● Protect and preserve Sanofi’s reputation

Company-wide Initiatives

An ethical approach to clinical studies in Emerging/Developing Markets

30

Risks

Opportunities


Nanotechnology

Innovation in R&D










31

Define Principles in Stem Cells Research

Accomplish progress in medical and biological sciences that will benefit human health or patients’ quality of life

Protect dignity and privacy of donors

Comply with international & local principles and regulations

Objectives

● Focus research on the understanding of biological models only ● Allows understanding of cells

self-renewal

● Offers great potential in pharmaceutical testing platforms and hope for future therapeutic approaches

● Ensure traceability of samples and comply with applicable data protection guidance


A clear strategy approved by the Sanofi Bioethics Committee

32

Risks

Opportunities


Nanotechnology

Innovation in R&D










33

Promoting Best Practices for the Use of Laboratory Animals

3R – Replacement, Reduction and Refinement AAALAC – Association for Assessment and Accreditation of Laboratory Animal Care KPI – Key Performance Indicator

Limit the number of animals and when possible develop substitute methods

Optimize animal welfare and health during all phase of testing

Comply with animal welfare laws and regulations

Objectives

● Chief Veterinary Officer appointed

● Sanofi standards in place

● Charter on the Human Care and Use of Animals

● Internal ethics committees

● 3R principles implemented (KPI on progresses made)

● Progress on AAALAC accreditation planned in 2013


Sanofi maintains a global “Culture of Care” for all animals

34

Sanofi Has Created a Committee Dedicated Exclusively to Addressing Ethical Issues

Risks

Opportunities

Nanotechnology

Innovation in R&D






External communication Bioethics

committee

Sanofi Bioethics Committee addressing R&D ethics issues and supporting transparency for stakeholders




35

The Sanofi Bioethics Committee Establishes Rules of Conduct and New Approaches to Biomedicine

Propose internal standards Foster awareness of ethical issues Follow progresses of science and regulations

Chairman

Secretary

15 Members(1)

Chief Medical Officer

R&D CSR Correspondent

Representatives of R&D operations and support functions External experts

(1) Permanent members as of November 2012

36

Sanofi Workforce Development

Laurence Labbé-Schmitt Head Group Learning & Leadership Development

37

Emerging Markets

Vaccines

Diabetes Solutions

New Genzyme

Consumer Health Care

Animal Health

Innovative Products

By 2015, our Growth Platforms Are Expected to Represent Over 80% of Sales

38

Build HR Capabilities (Operating model, systems, processes)

Five Strategic Priorities in Human Resources to Reach our Goal

Build Next Generation

of Leaders

Build Critical

Capabilities

Maximize Organization

Efficiency

Strengthen Performance

Driven Organization

Embed Sanofi Culture

throughout the Company

1 2 3 4 5

39

1. Diversity

Reflect the Sanofi of today and of tomorrow

2. Adaptation

The right competencies at the right place

3. Sustainability

Invest in mid and long term programs

Three Workforce Development Priorities

1. Diversity


2. Adaptation


3. Sustainability

Develop our people and retain talent in the long run

40

1. Diversity


2. Adaptation


3. Sustainability


Workforce Development Priorities

1. Diversity


2. Adaptation


3. Sustainability

Develop our people and retain talents in the long run

41

Workforce Global Footprint: Major Evolutions(1)

Africa

Middle East / Central

Latin America

Asia Pacific

North America 14%

Total Headcount

Europe

5%

(1) Source: International Social Reports 2008 & 2011

2008 98,213

17,429 19,956

6,958 9,959

53,515 58,275

708 1,102

3,823 3,636

43%

9%

55%

12,659 17,621

39%

Japan

3,121 3,311

6%

16%

2011 113,860 VS

42

Gender Balance: Ongoing Progress

INITIATIVES TO IMPROVE GENDER BALANCE ON THE WAY

Source: Executives Report September 2012 and International Social Report SR 2011

46% Workforce

37% People Managers

39% Key Positions

11% Top Management

18% Senior Leadership

43

KPI in Group dashboard

Expansion of regional and international networks

Gender Balance events (Women’s Forum, GLT, conferences)

Women talent pools: Top 50 list

Actively seek female candidates for open positions short-list

Mentorship programs

Speed networking Pilot Leadership

Program for Women

Launch of Flex-work in North America

Telework in France

Identification of female talent

Development of next generation of women leaders

1 2 3 4 Increase awareness

Promotion of Work Life Balance

Gender Balance: More Initiatives

KPI – Key Performance Indicators GLT – Global Leadership Team

SHARING

44

1. Diversity


2. Adaptation


3. Sustainability



1. Diversity


2. Adaptation


3. Sustainability

Develop our people and retain talents in the long run

45

Development: Training Is Not the Only Solution!

External coaching Collective training

Internal coaching

Individual training

On the job implementation

Job rotation

Mentoring

Co-development

Developing competencies

and behaviors

46

Reinforcing Technical Competencies for Today and Tomorrow

2012: North America and France 2013: Latin America

TRANSVERSAL 1 PROGRAM Business Partnering

LEGAL 4 PROGRAMS

COMMUNICATIONS 4 PROGRAMS

FINANCE 3 PROGRAMS

HSE 4 PROGRAMS

PROCUREMENT 3 PROGRAMS

HSE – Health, Safety and Environment

47

Offering Visibility and Clarity on Development: Corporate Programs

Leadership & Management

Individual Development

Business Acumen

Technical Skills

Executives LEADERSHIP Program (soon)

IMPACTFUL COMMUNICATING DISCOVER

Seniors Leaders INNOVATE BUSINESS Partnering

MENTORING DISCOVER Sanofi Academies

Manager of Managers

EXPLORE PILOT

BUSINESS Partnering COACHING

Sanofi Academies ONE HR

First Line Managers EXPLORE EVOLVE

Rotation programs Sanofi Academies

Individual Contributors

EVOLVE Rotation programs Sanofi Academies

48

Offering Self Development Opportunities (USA)

Online / Self-Directed courses Stepping up to Management and Harvard Manage Mentor

Sanofi offers online courses via the Learning Gateway

49

1. Diversity


2. Adaptation


3. Sustainability



1. Diversity


2. Adaptation


3. Sustainability

Develop our people and retain talent in the long run

50

Ensuring Sustainable People Development

Performance Review and Individual Development Plan

A thorough process enabling employees to have a discussion with their manager on performance, areas of strengths and development as well as next step opportunities Workforce Planning

Initiatives

Anticipate evolution in skills required, enhance cross countries and cross activities mobility, allow each individual to take active part to his/her own “R&D”

Talent reviews enable HR and Managers to identify critical skills and positions, gaps in succession planning and to optimize career development for our best people

Talent Development Processes

51

Focus on International Rotation Programs

Dedicated programs according to population profile

SWAP: Junior employees, identified as early potential

SEED: High potentials, with a majority of candidates coming from Emerging Markets

A minimum of 6 to 18 months international assignments, swapping from Mature to Emerging Markets

SWAP Short-term

Work Assignment Program

SEED Sanofi Early Executive

Development Program

52

Focus on “Actor of your Employability” Workforce Planning Initiative in Europe

Visibility ● Describe job evolutions by 2015

at Region Level

Anticipation ● Identify trends that impact jobs & skills

(quantitative and qualitative impact) in relation to market environment & Sanofi strategy

Transparency ● Develop staff employability ● Develop attractiveness towards

external talent

53

Environmental Challenges Products in Pharmaceutical Environment

Thomas Sénac Corporate Health Safety Environment

54

HSE Contribution to Sanofi’s CSR Performance

Healthcare leader Environmental

impact

HSE and CSR

55

Multiple Tools

● Annual HSE action plan

● Integration of new entities

● HSE risk analysis at site level

● Training ● Audits ● Rules, standards

& guides ● Learning

from experience

Strong HSE Organization

● 800 experts devoted to HSE, with involvement at each company’s site

HSE Policy: Top Management commitment towards stakeholders Policy and tools designed to meet regulatory requirements and go beyond when possible Policy endorsed by our CEO

HSE Team and Policy Reflecting Commitment to Environmental Issues

Pharmaceuticals in the Environment

Planet 2012: 3 CSR

priorities

Water

Energy & Carbon Footprint

56

57

Environment Reflecting Human Activities

Phthalates

PCB Alkylphenols

Disinfectants PAHs

Organochlorinated pesticides

Bromide-based flame retardants

Perfluorinated substances

Hormones Cosmetics …

58

Presence of Pharmaceuticals in the Environment

Pharmaceuticals in the Environment (PiE) is not a new issue ● First published works: end of 70s

Raising awareness since 2000 ● Evolution of analysis technologies ● Public, media and health authorities awareness

Concerns both human and animal medicines

RELEVANT FIGURES

● 200 substances identified in the environment 15% of marketed products

● 3,000 human and animal medicines

59

Sources for Human Medicines in the Environment

Public waste treatment center

Incineration

Waste water treatment

Drinking water treatment

90% patients

8% unused medicines

2% from production

?

?

Sanofi plant

60

Developing scientific knowledge on long term effects Assessing possible impact on aquatic species Collaborating with public and private stakeholders

Health and Environmental Impact of PiE

Pharmaceuticals in the Environment May be found in very low concentrations and are measured

in nanograms (10-9g/l) or micrograms (10-6g/l) per liter Specific concerns for some pharmaceutical products classes

(hormonal substances, cytotoxic drugs and antibiotics)

Health impact Negligible

taking into account existing data

Environmental impact Existing data suggest unlikely

short term effects

61

Sanofi Actions

Evaluating Group products ● Regulatory ERAs

(EMA/FDA) ● Voluntary ERAs ● ERA of 30 major

Group’s products completed

Assessing impact of activities ● Screening for API

and degradation products and quantification in sites’ effluents

● Risk based evaluation of environmental impacts due to API present in effluents

Supporting collection programs for unused medicines ● Public information (e.g. website) ● Actively support local programs

to collect and destroy unused medicines

Acting as a stakeholder ● Relations with health

and environment authorities ● Public communication

ERA – Environmental Risk Assessment API – Active Pharmaceutical Ingredient EMA – Evaluation Medicines Agency (EU) FDA – Food and Drug Administration (U.S.)

62

Case Study: Peres Center for Peace

RESEARCH PROJECT IN A HIGH WATER SCARCITY REGION Sanofi supports a joint Israeli-Palestinian project addressing the removal of pharmaceutical materials from treated waste water

September 2012: first series of research results Identification of promising methods to improve the water quality after treatment (irrigation water, etc.) Research scope: stability studies and removal methods such as biological treatment, advance membrane filtration and absorption technologies

Two-year sponsorship by Sanofi HSE department

63


Water


Planet 2012: 3 CSR

priorities

64

0

10 000 000

20 000 000

30 000 000

40 000 000

50 000 000

60 000 000

2009 2010 2011

Continued Reduction in Water Consumption

58,682,317 Total water consumption

56,958,242 54,090,658 -2.94% -5.03%

variation variation

City water

Well water

Surface water

Objective 2020: 25% reduction in water usage vs. 2010

60,000,000

50,000,000

40,000,000

30,000,000

20,000,000

10,000,000

0

-20% since 2005

(1)

(1) Genzyme not included

In m3

65


Water


Planet 2012: 3 CSR

priorities

66

0

200000

400000

600000

800000

1000000

1200000

1400000

2009 2010 2011

Encouraging Reduction in CO2 Emissions

Medical sales fleet vehicles (estimated)

Production of electricity and steam (indirect CO2)

Fossil Fuel (direct CO2)

200,000

0

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

Objective 2020: 20% reduction in CO2 emissions target vs. 2010 (on a comparable perimeter)

(1)

(1) Genzyme not included

In tons

67

CO2 Emission Indicators Show Progress in Various Sources of Energy Consumption

2005-2011 variation in CO2 emissions per unit produced: ● -9.5% for direct CO2 emissions ● -15.6% for indirect CO2 emissions

2005-2011 variation in CO2 emissions per km traveled

(emissions generated by medical sales vehicles): -20%

Green Supply Chain / product logistic: 23,000 tons CO2 saved (2006-2011) ● Sea transportation increase (switch from air) ● Better long range trucks utilization ● Low CO2 emitting "last kilometer "

● Natural gas or electric vehicles ● Tricycle for town-center deliveries

● Rail and barge transportation ● From distribution centers to seaport: rail for intra-european shipments

68

Conclusion

Gilles Lhernould Senior Vice President, Corporate Social Responsibility

69

Recognition of Sanofi CSR Performance

● Sanofi included in the DJSI for the 6th consecutive year (one of 7 pharma companies selected in 2012 out of 60 evaluated)

● Sanofi evaluated as Best in Class on ● Corporate Governance

(90/100) ● Marketing Practices

(97/100) ● Climate Strategy

(100/100) ● Bioethics (100/100) ● Strategy to Improve

Access to Drugs or Products (100/100)

● Sanofi has moved up to 3rd position in 2012 (among 20 pharma companies assessed) ● Based on significant improvements

in access to healthcare and a leading position in public policy

● Sanofi score increased to 93/100 from 58/100 (in 2011)

● Disclosure level “B” achieved in 2012 (from “D” beginners level in 2011)

● #3 ranking in terms of disclosure, #4 for performance among 38 global healthcare companies assessed

● New comer in the Carbon Disclosure Leadership Index (CDLI) SBF 250

70

CSR Internal Tools

CSR e-awareness

CSR Intranet site

Awards

CSR Blog

71

CSR External Tools

2011–2012 Brochure

2010 on-line CSR Report: http://csrreporting.sanofi.com

72

CSR Enhances Sanofi’s Strategy and Sustainability

Innovation

Performance

Talent

Competitiveness

Risk Control Management

CSR, a driver for

License to Operate

Our focus on CSR is key for all the investment community and not solely SRI Funds

2012 - ir - csr

Documents

forwardlooking statements

csr approachacross

agenda csr

global csr strategy

forwardlooking information

group strategy

group entities

sanofi gilles lhernould