We engage regularly and systematically with a wide range of stakeholders, including patients and caregivers, patient organisations, employees, healthcare professionals, payers and policy makers, regulatory and governing bodies, industry bodies and associations, nongovernmental organisations (NGOs), local communities, investors and suppliers.
We provide information on sustainability topics to our stakeholders using different information channels (websites, publications, social media) and we seek feedback in formal meetings, events, forums, consultations and surveys.
For example, we held a OneRoche Patient Think Tank in August, 2021. Several patient groups commented on our sustainability framework and our commitment to healthcare sustainability. They told us that being open and accountable to patients will only increase society’s trust in us. They urged us to do more to engage with patients and to design clinical trials that provide more obvious benefits for patients.
A month later, we held working sessions with patient leaders, suppliers, health partners, employee representatives and environmental organisations to get feedback on our sustainability strategy. Everyone welcomed the opportunity to engage and to continue the dialogue. They emphasised that we should be humble in our communications and use plain language that can be easily understood by all.
Over the past years, we have taken numerous steps towards becoming more transparent, such as an updated policy on clinical trial data, transparency about our relationships to patient groups and making more information accessible about relationships to physicians.
We have a number of position papers on sustainability topics which address specific expectations and concerns of our stakeholders. Our position papers are available in our
An open and constructive dialogue with our stakeholders is crucial to improving our ability to create sustainable value and growth. Engaging with our stakeholders is essential to understand their needs and build mutual trust. While we must ensure we’re aligned with society’s expectations, it remains our responsibility to make informed decisions on how we run our business.
Engaging with patients, caregivers and patient organisations helps us understand what it is like to live with a disease, the challenges facing patients and their families, and the role that diagnostics and treatments play in managing disease. This is invaluable in developing new products and in co-developing education and training materials.
We support a range of
The Roche Patient Platform provides information on diseases, clinical studies and results of completed trials that may be of interest to patients, caregivers and physicians. The platform is available in a number of countries. Contents are in local language and written in such a way, that laymen can understand them.
While these interactions are among the most meaningful for our mission, they are also among the most stringently regulated. Our
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Our employees are fundamental to our innovation-driven culture and to our purpose of doing now what patients need next. Employee engagement includes:
newsletters highlighting topics of interest sent by employees
town hall meetings with senior management
lunch talks and Q&As with senior management and executives
regular performance reviews to discuss career goals and development opportunities
global employee surveys
Over a third of our employees are members of work councils or other similar organisations. These bodies provide a structured and transparent avenue for negotiating and engaging with employees.
Healthcare professionals provide input in several areas of our business, including:
the development of product profiles
clinical development plans
regulatory filing strategies
disease awareness plans
initial treatment guidelines
We maintain high marketing standards while engaging with healthcare professionals so that our medicines and diagnostic products are prescribed and administered correctly and that patients understand the benefits and risks of our products.
We engage with healthcare professionals by:
gathering real-world product-performance information from clinicians and patients for use internally and in clinical development
conducting education and development programmes for opinion leaders
participating in advisory boards with opinion leaders to gather feedback on our development programmes
developing disease-management programmes with managed-care agencies
taking part in health-awareness programmes with government departments
supporting and educating caregivers.
We engage with public and private payers as well as Health Technology Assessment agencies to provide comprehensive clinical and economic evidence that demonstrates how our products can help people. See our position paper on
Health technology assessments have become increasingly sophisticated and widespread, as more and more countries adopt systems to assess the medical and economic value of medicines.
We collaborate with various authorities and policy makers and actively contribute to health technology assessments. Our aim is to sustain medical innovation to meet medical needs and address the mounting pressure on healthcare budgets.
We engage in regular dialogue with regulatory bodies such as the FDA, EMA, sFDA, during drug development (through specific milestone meetings such as end of phase I, phase II, pre-NDA meetings and Scientific Advice), during NDA (New Drug Application) and MAA (Marketing Authorisation Application) filings and post-approval product related interactions.
As well as these product-specific interactions, we also engage in other forms of interactions and dialogue with regulators through non-product meetings, forums, advisory panel meetings and conferences. We help shape debate on developing effective policies, regulations and regulatory guidelines. For example, we are working closely with regulatory bodies in many countries over approval standards for biosimilars.
We believe it is our duty to contribute constructively and fairly to the public debate on a variety of healthcare issues. Our expertise and knowledge enables us to inform and advise regulators and other government authorities on high-priority issues such as:
research and development of pharmaceuticals
innovation in healthcare
access to healthcare, particularly in developing countries
We are convinced that a proactive, transparent and responsible engagement between government officials and the private sector is fundamental to good public governance. Such interaction can make a significant contribution to a healthy democratic process, providing a necessary link between business, policymakers and civil society.
We have established
We work closely with business and industry associations to help ensure the legal, regulatory and political environment in which we operate represents a variety of viewpoints.
Roche is represented at a senior level in the following organisations:
Roche also acknowledges the UN’s Guiding Principles on Business and Human Rights and recognises and follows the UN Global Compact and the International Organization for Standardization guidance on social responsibility (ISO 26000).
We have long standing associations with several non-profit and non-governmental organisations, including funding agencies, that aim to tackle issues such as health inequalities and access to diagnostics and medicines. We work collaboratively and often in partnership with these groups. Jointly-developed solutions usually result in informed decisions and solutions that are more likely to succeed.
We work with organisations such as:
We contribute to these relationships by providing human resources, technical services, expertise and, occasionally, funding.
We strive to be a strategic partner and positive force in our local communities. We encourage employees to identify local projects where we can make a valuable contribution by volunteering or fundraising. These projects are generally managed locally.
We actively engage with fund managers, individual investors, analysts and other members of the investment community. We use a variety of communication channels and methods to explain our business model and strategy for creating long-term value. We publish an annual report to communicate with shareholders and other stakeholders, and hold an annual general meeting, which provides a forum for discussion and debate with shareholders.
The growing importance of environmental, social and governance (ESG) issues has driven demand for communication that explains our business model and sustainability initiatives. We measure the effectiveness of this communication, and our engagement with socially responsible investors, through inclusion in indices such as the
Our relationships with suppliers are governed by our
We work with suppliers to implement any required improvements in these areas by:
sharing our expertise and documentation
auditing and working with them to improve areas of concern
running workshops and providing training