2012 - ir - csr
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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.
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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
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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
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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
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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
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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
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• Ethics in R&D • Business Ethics • Human Rights
ETHICS
Our Global CSR Strategy: 4 Pillars — 12 Priorities
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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
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• Ethics in R&D • Business Ethics • Human Rights
ETHICS
Focus of the Presentation: Four Global CSR Priorities
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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
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Access to Healthcare
Robert Sebbag Vice President, Access to Medicines
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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
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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
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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
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Sanofi’s Approaches Are Multi-faceted: Some Examples
Sanofi Access to Medicines
Sanofi Global Operations
Sanofi Pasteur
Sanofi Espoir Fondation
Genzyme
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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
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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
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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
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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
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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
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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
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Ethics in R&D
Claire Castaings R&D Corporate Social Responsibility
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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
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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
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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
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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
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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
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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
Company-wide Initiatives
A clear strategy approved by the Sanofi Bioethics Committee
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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
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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
Company-wide Initiatives
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
Patient Benefit Risk
Biodiversity Animal Welfare
Stem cells Genetic material
Ethics in clinical trials
Internal communication
External communication Bioethics
committee
Sanofi Bioethics Committee addressing R&D ethics issues and supporting transparency for stakeholders
Sanofi Sanofi Pasteur
Genzyme Merial Fovea
Patient community Health authorities Rating agencies Investors Partnerships NGO Outsourcing
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
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Sanofi Workforce Development
Laurence Labbé-Schmitt Head Group Learning & Leadership Development
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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
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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
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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
Reflect the Sanofi of today and of tomorrow
2. Adaptation
The right competencies at the right place
3. Sustainability
Develop our people and retain talent in the long run
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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
Workforce Development Priorities
1. Diversity
Reflect the Sanofi of today and of tomorrow
2. Adaptation
The right competencies at the right place
3. Sustainability
Develop our people and retain talents in the long run
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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
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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
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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
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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
Workforce Development Priorities
1. Diversity
Reflect the Sanofi of today and of tomorrow
2. Adaptation
The right competencies at the right place
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
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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
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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
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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
Workforce Development Priorities
1. Diversity
Reflect the Sanofi of today and of tomorrow
2. Adaptation
The right competencies at the right place
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
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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
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Environmental Challenges Products in Pharmaceutical Environment
Thomas Sénac Corporate Health Safety Environment
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HSE Contribution to Sanofi’s CSR Performance
Healthcare leader Environmental
impact
HSE and CSR
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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
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Environment Reflecting Human Activities
Phthalates
PCB Alkylphenols
Disinfectants PAHs
Organochlorinated pesticides
Bromide-based flame retardants
Perfluorinated substances
Hormones Cosmetics …
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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
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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
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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.)
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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
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Pharmaceuticals in the Environment
Water
Energy & Carbon Footprint
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
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Pharmaceuticals in the Environment
Water
Energy & Carbon Footprint
Planet 2012: 3 CSR
priorities
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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
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CSR External Tools
2011–2012 Brochure
2010 on-line CSR Report: http://csrreporting.sanofi.com
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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
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