sanofi corporate governance · corporate governance factsheet –post 2019 annual general meeting...
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Corporate GovernanceGRI Standards:102-13: Membership of associations102-16: Values, principles, standards, and norms of behavior102-18: Governance Structure
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Executive Summary
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This presentation is intended to provide an overview of Sanofi’s corporate governance framework, Board of Directors,compensation and sustainability practices. An exhaustive presentation of Sanofi’s corporate governance can be found in Item 6 ofits 20-F and in Chapter 1 of its Document de Référence.
SANOFI’S
GOVERNANCE
STRUCTURE
Diverse, experienced Board of global thought and business leaders
79% of Board Directors are independent under French corporate governance standards
67% of Executive Committee Members are non-French nationals
COMPENSATION
PRACTICES
Overview of compensation policy
Summary of compensation best practices and highlights
SANOFI’S
GOVERNANCE
PRACTICES
Effective Board leadership and independent oversight
Corporate governance policies and practices consistent with French governance
standards
Routine assessment of corporate governance framework
CORPORATE SOCIAL
RESPONSIBILITY Overview of Sanofi’s corporate social responsibility priority areas of action and
practices
Corporate Governance Factsheet – Post 2019 Annual General Meeting May 2019
Sanofi’s Governance Practices
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Overview of Sanofi’s Corporate Governance
May 2019 4Corporate Governance Factsheet – Post 2019 Annual General Meeting
Independence of the Board of Directors
Independent Directors Non-Independent Directors
79 %(11/14)
Proportion of women within the Board of Directors
Women Men
43 %(6/14)
Effective
board
leadership
and
independent
oversight
• Board is comprised of 16 Directors, diverse in terms of expertise, nationality and gender
o two new Directors appointed in 2017 (Mrs. Melanie Lee and Mr. Bernard Charlès) and one in 2018 (Mr.
Emmanuel Babeau) following robust search process
o two Directors representing employees appointed in June 2017 (Mrs. Marion Palme and Mr. Christian
Senectaire)
o One new Director (Mr. Christophe Babule) was coopted in February 2019 and his co-opting was ratified by the
2019 AGM
o The term of office of two Directors (Mr. Serge Weinberg and Mrs. Suet-Fern Lee) were renewed by the 2019
AGM
o 2 directors representing employees
o more than 40% female
o 6 foreign Directors
o average age of 58.75 years / average tenure of 4.2 years
• 11 Directors are independent pursuant to AFEP-MEDEF governance code
o CEO is the only current Sanofi executive serving on Board
o Chairman is an independent director
o 2 shareholder representatives on Board (Laurent Attal and Christophe Babule) are representatives of L’Oréal,
a ~9.5% owner with ~17% voting rights)
• Routine assessment by the Appointments, Governance and CSR Committee of Board
composition
Overview of Sanofi’s Corporate Governance
May 2019 5Corporate Governance Factsheet – Post 2019 Annual General Meeting
Governance
practices
promote
accountability
• The board determines the Company’s strategy and oversees its implementation. The
CEO manages the Company
• Separate Chairman and CEO roles
• Board members have a fiduciary duty to act in accordance with the corporate interest of
the Company, which encompasses not only the shareholders’ interests but also the
interests of other constituencies (employees, customers, etc.)
• Directors generally serve multi-year terms (governance standard of a 4 year maximum
term), with a limited number of external mandates
• Each Director appointed must own at least 1,000 shares
• At least two executive sessions (without CEO) per year
• Annual say-on-pay compulsory vote on Chairman and CEO compensations
• Robust evaluation mechanisms implemented each year, including formal evaluation of
the Board in 2018 with independent consultant
• Governance norms for French companies are generally established by a combination of law and “bestpractice” codes: the French Commercial Code provides the primary corporate governance rules andregulations while the AFEP-MEDEF Code further outlines best practices in respect of matters of Boardleadership, independence and effectiveness, compensation, accountability and relations with shareholders
Sanofi’s Governance Structure
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Sanofi Board of Directors Overview (as of April 30, 2019)
(1) As of March 8, 2019 (previously Appointments & Governance Committee)
Corporate Governance Factsheet – Post 2019 Annual General Meeting
Board of Directors
Audit Committe
Compensation Committee
Appointments,Governance &
CSR Committee (1)
StrategyCommittee
Scientific Committee
• S. Weinberg (Chairman)
• O. Brandicourt
• L. Attal
• P. Kron
2 independent members out of 4
• P. Kron (Chairman)
• C. Haigneré
• C. Piwnica
• D. Souza
4 independent members out of 4
• F. Lecorvaisier (Chairwoman)
• E. Babeau
• D. Souza
3 financial experts
3 independent members out of 3
• S. Weinberg (Chairman)
• C. Haigneré
• P. Kron
• M. Lee
4 independent members out of 4
• T. Südhof (Chairman)
• L. Attal
• M. Lee
• S. Weinberg
3 independent members out of 4
of Directors (11/16) are
members of one or more
Committee(s)
69%5
Specialist Committees
responsible for assisting
the Board in performing its
duties
May 2019 7
Sanofi Board of Directors Overview
• A diverse, experienced Board of global thought and business leaders
May 2019 8
OLIVIER BRANDICOURT
CEO
First appointed in 2015
Former CEO of Bayer
Healthcare, 13 years of
experience at Pfizer
LAURENT ATTAL
First appointed in 2012
Executive Vice President
General Manager
Resarch & Innovation at
L’Oréal
S E RGE W E INBE RG*
Chairman
First appointed in 2009
Founder & Chairman of
Weinberg Capital
Partners
Former CEO of Rexel
and PPR (Kering), former
Chairman of Accor
E M M ANUE L BABE AU *
First appointed in 2018
Deputy CEO in charge of
finance & legal affairs of
Schneider Electric
Member of the Board of
Directors of Sodexo
Former CFO of Pernod
Ricard SA
CLAUDIE HAIGNE RÉ *
First appointed in 2008
Former Deputy Minister
in the French
Government
P ATRICK KRON*
First appointed in 2014
Former CEO and
Chairman of Alstom
Chairman of Truffle
Capital SAS
Member of the Boards of
Directors of Bouygues,
Lafarge-Holcim, Halcor
Metal Works
FABIE NNE LE CORV AIS IE R*
First appointed in 2013
Executive Vice President,
CFO and Member of the
Executive Committee of
Air Liquide
Former CFO of Essilor
Int’l SA and held various
positions in Barclays and
Société Générale
S UE T-FE RN LE E *
First appointed in 2011
Lawyer, Director of
Morgan Lewis Stamford
LLC
Member of the
Supervisory Board of
Rothschild & Co
CHRISTOPHE BABULE
First appointed in 2019
(co-opted)
CFO and Executive Vice
President at L’Oréal
THOMAS SÜDHOF*
First appointed in 2016
Avram Goldstein
Professor in the School of
Medicine at Stanford
University
Was awarded the 2013
Nobel Prize in Medicine
DIANE SOUZA*
First appointed in 2016
Former CEO of
UnitedHealthcare
Specialty Benefits
Member of the Board of
Directors of Farm Credit
East
Certified Public
Accountant
CAROLE P IW NICA*
First appointed in 2010
Lawyer, Founder and
Director of Naxos UK
Member of the Board of
Directors of Eutelsat
Communications and of
the Supervisory Board of
Rothschild & Co
MELANIE LEE*
First appointed in 2017
CEO of LifeArc and
Director and consultant of
Think10
Former CSO at BTG plc.
Former CEO and Director
of Syntaxin Ltd.
Founder of NIghtstaRx
Ltd
BERNARD CHARLES*
First appointed in 2017
Vice-Chairman of the
Board and CEO of
Dassault Systèmes
Former President of
Strategy, Research &
Development at Dassault
Systèmes
MARION PALME
First appointed in 2017
Holds a Bachelor of
Science in Chemical
Engineering
Member of the IGBCE
Former member of the
European Works
Council (from 2010 to
2017)
CHRISTIAN SENECTAIRE
First appointed in 2017
30 years experience in
employee representative
bodies and social
dialogue
Qualified production
technician at Sanofi’s
Vertolaye site
* : Independent Director : Shareholder Representative : Director Representing Employees
Approvals of the 2019 Annual General Meeting
• A Gradual and controlled renewal
• Reappointment of Serge Weinberg for a four-year term (overall attendance: 100%)
• Reappointment of Suet-Fern Lee (overall attendance: 92%)
• A balance of skills maintained with the proposal for the ratification of the Board’sappointment by cooptation of Christophe Babule as Director (high-level financialexpertise and experience of senior management roles in an international group)
May 2019Corporate Governance Factsheet – Post 2019 Annual General Meeting
CHRISTOPHE
BABULE
Executive Vice President, Chief Financial Officer of L’Oréal
Various positions at L’Oréal, including Director of Administration &
Finance for China, then for Mexico, Director of Internal Audit,
Director of Administration & Finance for the Asia Pacific Zone
Graduated from HEC Paris
He will bring to the Board his high-level expertise in finance and
an international vision
9
Scientific experience
Healthcare / Pharmaexperience
CEO role ininternational group
Board membership ininternational group
International experience
M&A
Finance/Accounting
Regulatory
Digital
5
7
5
7
1
5
Depth and Breadth of Director Skills and Qualifications
• Sanofi’s current Directors collectively represent a deep, diverse mix of skills and experiencesthat support value creation
DIRECTOR SKILLS (# OF DIRECTORS WITH GIVEN SKILL OR EXPERIENCE) (1)
May 2019 10Corporate Governance Factsheet – Post 2019 Annual General Meeting
• Relevant skills andexperiences that areimportant for overseeingthe Company’s strategyand challengingmanagement / status quo
• Proficiency in finance /accounting and M&A, inaddition to valuablehealthcare and scientificexpertise
• Experience serving on theBoard of other publiccompanies
(1) excluding Directors representing employees
5
5
8
Board and committees’ activity in 2018
May 2019 11Corporate Governance Factsheet – Post 2019 Annual General Meeting
BOARD OF DIRECTORS
Audit CommitteeCompensation
Committee
Appointments,
Governance &
CSR Committee
Strategy
Committee
Scientific
Committee(created in May 2018)
11 meetings in 2018 / Attendance rate: over 95%
Matters addressed:
• Anti-bribery
• Cyber security
• Internal audit
• Risk management
framework and risk
profile
• Data protection
• 2019 budget
Matters addressed:
• Compensation policy
• LTIs plans
• Employee share
ownership plan
Matters addressed:
• Succession planning
• Board evaluation
• Review of the Board
Charter
• Board composition
Matters addressed since
January 2018:
• Ablynx and Biovertiv
acquisitions
• Partnership
opportunities
• Strategy review
Matters addressed:
• Vaccine R&D Scientific
review
6 meetings in 2018
Attendance rate: 92%
4 meetings in 2018
Attendance rate: 100%
3 meetings in 2018
Attendance rate: 100%
4 meetings in 2018
Attendance rate: 100%
1 meeting in 2018
Attendance rate: 100%
Specific matters addressed
• Strategy
• Ablynx and Bioverativ acquisitions
• Disposal of Zentiva
• Update on Diabetes and Cardiovascular
• Review of the Group’s main risks
• Business & industrial transformation
• Board evaluation
• CSR
Two strategy seminars
• Innovation tour in Boston (life sciences ecosystem, healthcare innovations &
challenges, drug pricing, oncology, Sanofi-Alnylam alliance, etc.)
• Two days in Paris (developments in strategy, R&D, growth accelerators, digital
trends, financial outlook)
Appointments, Governance and CSR Committee
May 2019 12Corporate Governance Factsheet – Post 2019 Annual General Meeting
Specific CSR
activities
assigned to
the Committee
• Review and monitor the Company’s corporate social responsibility (CSR)
commitments and orientations, assess the extent to which they meet
stakeholder expectations, and more generally ensure that CSR issues are taken
into account when developing and implementing corporate strategy;
• Review drafts of the Company’s governance and CSR reports, and more
generally ensure that all related disclosures required by applicable legislation
have been made;
• Ensure that regular communication is established with shareholders on
corporate governance issues and determine how this is done, without
undermining the principle of equality of treatment between shareholders or the
collegiate nature of the Board; and
• Identify and discuss emerging trends in governance and CSR, and ensure that
the Company is preparing as well as possible for the challenges specific to its
operations and objectives
• At its meeting of March 8, 2019, the Board of Directors decided to add a CSR roleto the Appointments and Governance Committee, notably to reflect the Board’slongstanding commitment to take into account the social and environmentalimpact of Sanofi’s operations while promoting long-term value creation
Sanofi Board evaluation
• Many actions taken by the Board in response to the areas for progress and vigilance identified during2017 Board evaluation (see « Item 6 – Board evaluation » of our Annual Report on Form 20-F)
• In 2018, a formal evaluation of the Board was conducted under the direction of the Appointments andGovernance Committee, with assistance from an external specialist consultancy firm. A report waspresented by this Committee to the Board, on March 8, 2019
Areas of Satisfaction Areas for progress & vigilance identified
The diversity and complementarity of the Board, with a balance of
skills that generates productive and lively debate
Deeper long-term strategic thinking in the work of the Board and the
Committees
The well-prepared and informative off-site strategy seminar, which
helped members to gain a better understanding of Sanofi’s markets
and challenges, and get to know the management team
Better follow-up on the implementation of strategic decisions through
the use of a dashboard
The Board’s ability to challenge management on strategy; More interaction with the management team, especially with
Executive Committee members
The contribution of the Scientific Committee to the work of the Board Regular scheduling of executive sessions, and preparation of more
detailed reports on such sessions
The good interaction between the Board and the Committees, and
the quality of the Committee’s reports
Improved presentations, especially through more concise and
relevant materials, to allow more time for debate and discussions
during meetings
The Board’s ability to prepare succession issues Better prioritization of items on the agenda for Board meetings
The dynamic between Directors, enabling the Board to operate
effectively as a team
Continuing to diversify the Board without increasing its size
Further strengthening the links between Directors, and helping new
Board members to integrate by allocating them a mentor
Corporate Governance Factsheet – Post 2019 2019 Annual General Meeting May 2019 13
Sanofi Executive Committee Overview• Principal body directing Sanofi. It implements the strategic decisions of Sanofi and
monitors the Company’s operational performance
May 2019 14
DOMINIQUE CAROUGE
Executive VP, Business
Transformation
OLIVIER CHARMEIL
Executive VP, General
Medicines and Emerging
Markets
OLIVIER BRANDICOURT
CEO
JE AN -BAP TIS TE CHAS S E LOUP
DE CHATILLON
Executive VP, CFO
DAV ID LOE W
Executive VP, Sanofi
Pasteur
P HIL IP P E LUS CAN
Executive VP, Global
Industrial Affairs
ALAN M AIN
Executive VP, Consumer
Healthcare
AM E E T NATHAW ANI
Executive VP, Chief
Digital Officer & CMO,
Medical Function
DIETER WEINAND
Executive VP, Primary
Care
JOHN REED, MD, PH. D.
Executive VP, Global
head of Research and
Development
BILL S IBOLD
Executive VP, Sanofi
Genzyme
MUZAMMIL MANSURI, PH. D.
Executive VP, Strategy
and Business
Development
KAREN LINEHAN
Executive VP, Legal
Affairs and General
Counsel
CAROLINE LUSCOMBE
Executive VP, Human
Resources
KATHLEEN TREGONING
Executive VP, External
Affairs
15
Number of Members
10
Diversity
Members out of 15 are non-
French nationals – 6
nationalities are represented
57
Members’ average
age
Corporate Governance – Post 2019 Annual General Meeting
CEO Compensation Policy
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Shareholders’ vote on compensations
• French law sets out a dual role for the shareholders
May 2019 16Corporate Governance Factsheet – Post 2019 Annual General Meeting
Ex ante vote
•Compensation policy for the Chairman & the CEO
•Sanofi’s compensation program seeks to be consistent with market and industry practice to providecompetitive levels of compensation, create a strong link between individual and company performance andmaintain a balance between short-term and mid-long-term performance
•Compensation policy for the Chairman of the Board is identical to that approved by the 2018 AGM
•2018 AGM voting results: 98.83% for the Chairman / 89.52% for the CEO
•2019 AGM voting results: 98.32% for the Chairman / 88.43% for the CEO
Ex post vote
•Total compensation and benefits of whatever kind paid in respect of the previous year and awardedto the Chairman & the CEO
•The payment and award of variable & exceptional components are contingent on the shareholders’approval (annual variable compensation + LTIs)
•2018 AGM voting results: 98.81% for the Chairman / 88.75% for the CEO
•2019 AGM voting results: 98.29% for the Chairman / 86.55% for the CEO
Compensation Policy Aligned with Long-Term Value Creation (1/2)
• Key components of CEO compensation
May 2019 17Corporate Governance Factsheet – Post 2019 Annual General Meeting
• Maintained at €1.2M (since appointment in 2015)
• Rank 10th out of 11 companies of our international benchmark panel (1)Base Salary
• Annually determined based on qualitative and quantifiable criteria
• Balance attainment of financial objectives and specified individual objectives
• Between 0% and 250% of his fixed compensation
• Target: 150% fix salary
Variable Annual Compensation
• Stock options and performance shares, contingent on internal (Business NetIncome and FCF(2)) and external performance conditions (TSR) measured overthree years(3)
Long Term Incentive
Non-Compete Indemnity
Severance Payment Based on Performance and COC/Strategy
Top-Up Defined Benefit Pension
• Can only be activated in case of forced departure
• Amount limited to 24 months of total compensation
• Payment contingent upon fulfillment of two performance criteria
• Non-compete undertaking during a 12-month period following his departure
• Indemnity corresponding to one year’s total compensation
• May not exceed 37.50% of the reference compensation (arithmetical averageof the three highest years’ annual gross compensation paid during any three ofthe five years preceding final cessation of employment)
• Life annuity, transferable as a survivor’s pension
No Directors’ attendance fee
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(1) AstraZeneca, Bayer, BMS, Eli Lilly, GSK, Johnson & Johnson, Merck, Novartis, Pfizer and Roche(2) Replacement of the performance criterion based on ROA with a criterion based on FCF for future equity-based compensation plans (i.e. those awarded in or after 2019)(3) Stringent performance conditions:
- Stock subscription options plan of June 24, 2015: 81.12% of the stock subscription options initially awarded (220,000 options) to the CEO will be exercisable at the end of the vesting period on June 2019, i.e.
178,464 stock subscription options / Stock subscription options plan of May 4, 2016: 81.25% of the stock subscription options initially awarded (220,000 options) to the CEO will be exercisable at the end of the
vesting period on May 2020, i.e. 178,750 stock subscription options
- Performance share plan of June 24, 2015: 81.12% of the performance shares initially awarded (45,000 shares) will vest at the end of the vesting period on June 2019, i.e. 36,504 shares / Performance share
plan of May 4, 2016: 81.25% of the performance shares initially awarded (50,000 shares) will vest at the end of the vesting period on May 2020, i.e. 40,625 shares
Compensation Policy Aligned with Long-Term Value Creation (2/2)
(1) introduction in 2019 of a CSR dedicated performance criterion
Corporate Governance Factsheet – Post 2019 Annual General Meeting
Variable annual compensation based on quantitative and qualitative performance criteria
Attainment of financial objectives (40%)
• Sales growth (1/3) and Business Net Income growth (2/3)
Attainment of specified individual objectives (60%):
Individual objectives adjusted annually by the Board, acting on recommendations from the
Compensation Committee, while seeking to maintain continuity and consistency from one
year to the next
CEO VARIABLE COMPENSATION
2018 2019
― Launch excellence (10%)
― Business transformation (15%)
― Pipeline (12.5%)
― Organization and People (10%)
― New product launches (10%)
― Business development – External
growth (7.5%)
― CSR (5%) (1)
― Launch excellence (10%)
― Business transformation (20%)
― Pipeline of products (12%)
― Organization and staff relations (12%)
― New products (10%)
― External growth (6%)
May 2019 18
Demanding objectives and criteria for CEO variable compensation in 2018
May 2019 19Corporate Governance Factsheet – Post 2019 Annual General Meeting
CRITERION TYPE WEIGHT
TARGET/
CAP
(as a
percentage of
fixed
compensation)
Assessment Comments
Weighting
(as a percentage
of fixed
compensation)
FINANCIAL
OBJECTIVES
(40%)
Sales Quantitative 13.3%
19.95% /
33.25%Below target
Confidential target
118.8
Business net
income(1) Quantitative26.7% 40.05% /
66.75%Above target
163.8
INDIVIDUAL
OBJECTIVES
(60%)
Business
transformatio
n
Qualitative 20%30% /
50%On target
Updating of strategy / Ongoing simplification
Efforts / Ongoing digital transformation / External
evaluation of CSR programs
155.8
Pipeline of
productsQuantitative 12%
18% /
30%
Above target
13 filings and 9 approvals / 15 Phase III starts / Ongoing
enhancement of upstream pipeline
Organization
and staff
relations
Qualitative 12%18% /
30%
On targetRenewing the Executive Committee / Development of key
Competencies / Implementation of action plan following
employee survey
New products Quantitative 10%15% /
25%
On target
Sales of new products and preparation of launches in line
with target
External
growthQuantitative 6%
9% /
15 %
Above target
Acquisitions of Bioverativ and Ablynx / Divestment of
European generics business
TOTAL 100%150% /
250%154,65(2)
(1) For a definition see “Item 5 – Operating and Financial Review and Prospects – Business Net Income” of our Annual Report on Form 20-F(2) Calculated by applying the relative weights of financial objectives (40%) and individual objectives (60%)
Distribution between the key components of CEO compensation
May 2019 20Corporate Governance Factsheet – Post 2019 Annual General Meeting
Fixed compensation
16%
Variable compensation
26%
Long term incentives
58%(1)
Compensation with
performance conditions: 84%
Equity compensation (long-
term remuneration): 58%
Compensation in cash
(annual remuneration): 42%
• Calculation based on the compensation due or awarded to the CEO for the yearended December 31, 2018
(1) Percentage corresponding to the valuation of stock options (valuation at the date of grant using the Black & Scholes method assuming fulfillment of the performance condition) and performance shares
awarded during the year 2018 (valuation at the date of grant assuming fulfillment of the performance conditions. This represents the difference between the quoted market price of the share on the date of grant
and the present value of the dividends to be received over the next three years)
Summary of benefits awarded to the CEO on leaving office
May 2019 21Corporate Governance Factsheet – Post 2019 Annual General Meeting
Voluntary departure /
Removal from office
for gross or serious
misconduct
Forced departure Retirement
Termination benefit(a) /
24 months of fixed
compensation as of the date of
leaving office
+
24 months of most recent individual
variable compensation received(d)
–
Amounts received as non-compete
indemnity
/
Non-compete indemnity(b)
12 months of fixed
compensation as of the date of
leaving office
+
12 months of most recent individual
variable compensation received prior
to leaving office
12 months of fixed
compensation as of the
date of leaving office (incl. the above
the 24-month cap)
+
12 months of most recent individual
variable compensation received prior
to leaving office(e)
/
Top-up pension(c) / /
(Years of service x 1.5%(f))
X
60 x the French social
security ceiling effective
as of the retirement date
Stock option and performance shares not yet vested Forfeited in full
Rights retained in prorata to period of
employment
within Sanofi(f)Rights retained(g)
(a) The amount of the termination benefit is reduced by any amount received as consideration for the non-compete undertaking, such that the aggregate amount of those two benefits may never exceed two years of total fixed and variable
compensation.
(b) The Board of Directors may decide to release the Chief Executive Officer from the non-compete undertaking for some or all of the 12-month period. In that case, the non-compete indemnity would not be due, or would be scaled down
proportionately.
(c) In accordance with the Sanofi top-up defined-benefit pension plan rules dated October 1, 2008, amended on January 1, 2012, the top-up pension cannot exceed 37.50% (1.5% per year of service, capped at 25 years) of the reference
compensation and supplements any other pension schemes for which the Chief Executive Officer may be eligible, subject to a cap on the total pension from all sources set at 52% of the reference compensation.
(d) Subject to fulfillment of the performance conditions, assessed over the three financial years preceding the departure from office as described in “ – Item 6 – Arrangements for corporate officers – 2. Termination benefit in event of forced departure.”
(e) Subject to the Board of Directors enforcing the non-compete undertaking, the amount of the termination benefit is reduced by any indemnity received as consideration for the non-compete undertaking, such that the aggregate amount of those two
benefits may never exceed two years of total fixed and variable compensation
(f) Subject to fulfillment of the performance condition, assessed for each year.
(g) In this case, the Chief Executive Officer remains subject to the terms of the plans, including the performance conditions.
Corporate Social Responsibility
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Sanofi CSR priority areas of action
Sustain ecosystems around Sanofi’s
sites
Develop and engage employees
• Paqte: French program to help the
poorest areas by recruiting young
trainees and apprentices from these
areas and promote the economic
development of local businesses
• Stay in school, Stay in society, from
education to employability: education
and training of Youth especially in
suburb, favoring diversity
• Enfants de Sanofi
Serving the needs of patients with NCDs*
• KiDS and Diabetes in Schools
• Mental Health (FAST*)
• My Child Matters for Children’s cancer
Contribute to eradication, elimination
and control of infectious diseases
• HAT*** (Sleeping sickness)
• Malaria
• Tuberculosis
• Polio
* NCDs: Non communicable diseases
** FAST: Fight Against Stigma
*** HAT: Human African Trypanosomiasis (sleeping sickness)
Addressing environmental challenges
• Reduce CO2 emissions
• Reduce waste
• Streamline water use and drug residues
• Awareness on climate change and health
• Addressing stakeholders’ expectations while integrating business priorities
• The Sanofi Board considers issues related to the Company’s strategy, in line with its concern for theinterests of shareholders and other stakeholders, and CSR issues
23Corporate Governance Factsheet – Post 2019 Annual General Meeting May 2019
Sanofi CSR material issues
24
• CSR strategy: key assets in creating value
• CSR is an integral part of Sanofi’s core business strategy. By building a pragmatic and innovative approach to meet
today’s CSR challenges, it contributes to value creation and improving our business
• Our CSR material topics, ranked by relative importance in terms of CSR materiality, is as follows:
May 2019Corporate Governance Factsheet – Post 2019 Annual General Meeting
May 2019 25
Our CSR performance
• Sanofi is included in the most important international CSR indices
Corporate Governance Factsheet – Post 2019 Annual General Meeting