Materiality assessment and stakeholder engagement

Engaging with our stakeholders is essential for understanding their expectations, needs and concerns. By embedding their feedback into our strategy and our daily business, we are able to address our common issues and develop long-term solutions. more

To ensure we have identified the topics that affect our stakeholders and that are particular relevant for our long-term success, we conducted a materiality analysis at the corporate level among our key stakeholders, in line with our strategy.  more


Roche 2016 Performance Highlights

In a first step, in 2013 we defined an integrated process, criteria for inclusion and main drivers for the materiality assessment. In a second step, in 2014 we gathered stakeholder feedback through various internal and external sources, conferences, as well as regular interviews and one-on-one discussions conducted by Roche experts. This enabled us to include the topics from those stakeholder groups that we consider most important to our business and to the healthcare sector: patient organisations, employees, media, investors, payers, regulators and governments. We also identified key corporate business risks and opportunities through our internal risk framework.  more

In a final step, we combined those various insights and identified 21 materials topics that stood out as highly relevant to us and to our key stakeholders, and with a significant impact on our long-term success. These 21 material topics are reflected in our business priorities. We build concrete actions relating to them in our operational activities, and measure performance through defined indicators. The process and the results of our materiality analysis have been endorsed by the Roche Corporate Sustainability Committee and by our Chief Executive Officer.

Moving forward, we will maintain constant engagement with our key stakeholders at a global and local level and regularly update our materiality analysis.

Focus on patients

Material topic Why is it material What we do GRI-G4 Reporting
Drug efficacy, safety and counterfeiting

Ensuring patient safety and the effectiveness of our medicinal products is our top priority.

Counterfeiting medicines and diagnostic products is a criminal act which poses a significant risk to the safety of patients.

Our position on counterfeiting

We have established a systematic process designed to optimise patient safety throughout the lifecycle of a medicine.

All Roche employees are required to complete training on adverse events and immediately report any issue relating to the safety or quality of our medicines

More about how we maintain high standards for patient safety

We combat counterfeiting through anti-counterfeiting measures relating to the design, packaging and labelling of our products. We are working with authorities on a system to track products from distribution to dispensary. We are participating in national and international industry and governmental efforts to develop stronger laws, improve enforcement, educate the public and train local officials.

More about how we combat counterfeiting

Read more about patient safety in our Annual Report 2016

Aspect boundaries:

  • Patient organisations
  • Policy makers
  • Investors
  • Media


  • Customer Health and Safety (G4-PR1)
  • Product and Service Labeling (G4-PR3)
Biosimilar safety

Biosimilars are not exact copies of the innovator biological product. Our view is that biosimilars must meet rigorous regulatory and quality standards comparable to original medicines. To this end, Roche is working with regulators providing knowledge in order that approval standards are appropriately set.

Our position on biosimilars

In 2010, the World Health Organisation (WHO) published guidelines defining the evidence required for one biotherapeutic product to be considered biosimilar to another.

The recommendations outlined in the WHO guidelines have been built into national biosimilar regulatory processes in many, but not all, countries around the world. In order to ensure patient safety, Roche believes local regulatory pathways relating to biosimilars should align with global standards set by the WHO.

Roche respects the legitimate undertakings of its competitors, including generic and biosimilar manufacturers, but expects them to comply with applicable laws, regulations and industry codes, and protects its products and interests against unfair competition.

More about how we engage with stakeholders for the development of a clear regulatory framework on biosimilars

Aspect boundaries:

  • Investors
Disease awareness and treatment education

We actively engage with Healthcare Professionals to produce educational materials on diseases, treatment options, safety concerns and correct product use.

We work closely with healthcare institutions and patient organisations in areas where we have particular expertise and can provide support and education. We fund many kinds of activities including seminars for professionals and patient organisations, as well as workshops and training.

More about increasing disease awareness and patient support

In 2016, our total contribution to healthcare organisations was CHF 125 million, out of which 47% were allocated to education of healthcare professionals, and 8% allocated to the education of patients and the general public.

In Ghana, an agreement with the Ministry of Health was signed to improve access to care for people with breast cancer and viral hepatitis. Signed in May 2016, the initiative includes setting up disease awareness programmes, conducting screening to promote early detection, establishing two centres of excellence, improving diagnostic facilities at treatment centres, training specialists, developing a national cancer registry to better understand the disease burden, and working on establishing national treatment guidelines.

Aspect boundaries:

  • Patient organisations
Patient organisations support

Patient organisations are key partners for us. They provide a forum for patients and caregivers to share their stories and experiences and also help to shape the current and future healthcare environment by making their collective voices heard. They help us understand the human experience and personal challenges of a disease, providing us with invaluable insights to improve our product development and clinical trial programmes.

Our support of a patient organisation is always based on a written agreement, which states the purpose, the amount of any financial support and any significant indirect or non-financial benefits. In accordance with industry guidelines, we make the details of our relationships with patient organisations public.

Our position on working with patients organisations
Our guidelines for working with patients organisations

We support a range of patient organisations globally and publish reports on the activities and the amount of sponsorship.

In 2016, our total contribution to patient organisations was CHF 28 million, out of which 95% were financial contributions to patient organisations, 4% were non-financial contributions to patient organisations and 1% were allocated to services contracted with patient organisations.

The 9th Annual International Experience Exchange for Patient Organisation (IEEPO), a large global patient organisation meeting fully sponsored by Roche, was held in Copenhagen, Denmark, in March 2016 with an overarching theme of ‘innovation’. A record total of 223 delegates from 45 countries attended IEEPO 2016, and many of the sessions focused on innovative ways to empower and involve patients, for example in health technology assessments (HTAs). Patient centricity in drug development, clinical and access processes is crucial, and we want to help patient organisations have respective conversations at local level.

Based on the IEEPO model, but with a focus on country- and region-specific topics, Roche organizes experience exchanges for patient organisations at a local level, too. In 2016, the Eastern Europe, Middle East and Africa (EEMEA) region conducted its second Annual EEMEA Experience Exchange for patient organisations, and in Latin America, its first Patient Group Workshop on Health Policy. In April, the first-ever patient organisation exchange in sub-Saharan Africa took place. In Abidjan, Côte d’Ivoire, 46 patient group representatives from 11 countries took the unique opportunity and shared best practices on strategic planning, fundraising and communications.

Roche also supports training for patient organisations as part of its membership of the European Patient Academy on Therapeutic Innovation, the first patient-led project of the pan-European Innovative MedicinesInitiative.

Click here for a list of patient organisations that Roche supports around the world

Aspect boundaries:

  • Patient organisations

Excellence in science

Material topic Why is it material What we do GRI-G4 Reporting

Product portfolio strategy

Having a strong pipeline and ensuring a steady flow of compounds into late-stage development is critical for the sustainability of our business.

Our pipeline

We have an industry-leading pipeline, with 74 new molecular entities in clinical development (Phase I to IV).

In 2016:

  • we invested CHF 9,915 million in R&D
  • 311,726 patients actively participated in phase I-IV clinical trials
  • We launched 4 new medicines and 9 key diagnostic instruments and tests

We have a diverse approach to innovation with clear processes for progressing molecules through the pipeline while balancing our spend. This has resulted in a broad pharmaceuticals portfolio where we focus on oncology, immunology, ophthalmology, infectious diseases and neuroscience.

However, we remain flexible and follow the science as new insights become available. Diagnostics has an internal process for investing in the right mix of assays, IT, platforms to enhance the Diagnostics product offerings. We have the R&D Steering committee to regularly review portfolio options as well as return on R&D investment.

Aspect boundaries:

  • Investors
Patent policies

Like all research-based companies, Roche needs patent protection to be able to recoup its long-term investments in research into new medical solutions and to pursue further innovations. Without patents and pricing that encourages real progress, innovation is impossible.

Our position on patents and intellectual property

We recognise that flexibility around patents in some of the poorest countries can help broaden access to medicines. For that reason, we do not file for new patents or enforce existing patents in least developed countries (LDCs), as defined by the United Nations, or in low income countries (LICs), as defined by the World Bank. We also do not file or enforce patents for any antiretroviral HIV medicines in sub-Saharan African countries, where HIV/AIDS affects over 22.5 million people.

More about sharing our intellectual property

Aspect boundaries:

  • Governments
  • Media
Data transparency on clinical trials

We are committed to sharing data from clinical trials while ensuring that patient confidentiality and commercially confidential information is protected.

At Roche, we agree that high quality analysis of clinical trial data by scientific researchers can broaden knowledge about our medicines and benefit patients and public health.

Our commitment to data sharing

We share our clinical trials through clinical trial, publications, medical conferences and other forums. In 2013, we announced the Roche data sharing policy and began making Clinical Study Reports (CSRs) and other summary reports available upon request.

In addition, in January 2014, we, along with several other companies, launched a shared portal for providing access to analyzable patient-level datasets via an independent review process that enables access to data from multiple companies and organizations (www.clinicalstudydatarequest).

In 2016, we introduced an updated version of the Roche policy on sharing clinical information. The document reflects changes in the regulatory environment and encourages greater understanding of our approach and our belief in the value of data-sharing. It provides an overview of our guiding principles, as well as details regarding the information available and the channels we use.

Aspect boundaries:

  • Patient organisations
  • Governments
  • Media

Personalised Healthcare

Material topic Why is it material What we do GRI-G4 Reporting
R&D pipeline strategy and Personalised Healthcare

Personalised Healthcare means fitting the treatment to the patients, allowing doctors to pinpoint those patients most likely to benefit from a drug and thus enabling healthcare systems to allocate their resources more effectively.

With our combined strengths in both Pharmaceuticals and Diagnostics and proven expertise in molecular biology, we are uniquely positioned to deliver Personalised Healthcare.

More about personalized healthcare at Roche

Our 2016 performance reflected the increased contribution from personalized healthcare. Sales of products with a companion diagnostic test on the label represent 28% of Pharmaceuticals Divisions sales.

Roche announced collaborations with Foundation Medicine  and Flatiron Health in 2015. These agreements are an important milestone to drive our leadership in personalised healthcare. High-quality healthcare data and advanced analytics will improve both the development of medicines and the quality of treatment decisions.

How we are making personalized healthcare a reality

Aspect boundaries:

  • Investors

Access to healthcare

Material topic Why is it material What we do GRI-G4 Reporting
Sustainable healthcare

For over 110 years, Roche’s primary contribution to improving global healthcare has been researching and developing new medicines and diagnostic tests that deliver significantly better treatment than those currently available. Our aim is to provide sustainable value by improving people’s health and by bringing clear medical and economic benefit to healthcare systems and society.

Our approach to sustainability

We use innovations in science to drive research and development of medicines and diagnostics that address some of the most pressing challenges in health. At the same time, we must also deliver sustainable growth and value for our stakeholders, be they employees, investors, society or patients.

As the world’s biggest biopharmaceuticals company and the leading supplier of in vitro diagnostics, Roche is uniquely positioned to create sustainable value through products and services that save or at least significantly enhance people’s lives by helping to detect, correctly diagnose and appropriately treat disease.

At Roche, we seek to deliver sustainable business growth and value by:

  • managing our business responsibly, with high levels of corporate governance
  • creating high-quality, rewarding employment
  • ensuring access to our products for those who need them
  • valuing our employees and protecting their safety
  • reducing the environmental impacts of our products and operations
  • supporting community-based projects and encouraging innovation in science and the arts

In 2015, the United Nations General Assembly unanimously adopted 17 Sustainable Development Goals (SDGs) to end poverty, protect the planet, and ensure prosperity for all as part of the 2030 Sustainable Development Agenda. We are committed to supporting a number of the SDGs in line with our business strategy; in particular SDG3, which aims at ensuring healthy lives and promoting well-being for all.

Read more about our contribution to the UN SDGs in our Annual Report 2016

Aspect boundaries:

  • Patient organisations
  • Payers
  • Governments
  • Media
Growth strategy in emerging and developed markets

Ageing populations, rising healthcare costs, access to healthcare challenges, unmet medical need and new opportunities in emerging markets are driving rapid change in the healthcare market. Roche is responding to market challenges by developing innovative products that provide not only significant medical benefits for patients and doctors, but also efficiency gains for laboratories and health economic benefits for payers.

More about how we are improving access to healthcare

Universal access to medical innovation and quality healthcare remains a global challenge. We are systematically analysing the root cause of barriers in each individual market—in both developing, as well as established markets. We are also identifying the key healthcare stakeholders to partner with and support improvements in access. Through developing innovative approaches in collaboration with international and local players, Roche strives to make a significant impact in addressing this disparity for many patients around the world.

In 2015, we rolled out our Access Planning Framework, resulting in improved insights into specific regional and national challenges at the local level and tailored plans to address them. To date, we have developed 60 access plans in total, each with a clear proposal for overcoming access barriers within a particular country.

Further examples of how we are making innovation accessible around the world

Aspect boundaries:

  • Patient organisations
  • Payers
  • Investors
  • Governments
  • Media


  • Economic Performance (G4-EC1)
  • Indirect Economic Impacts (G4-EC8)

The pricing of medicines is an important topic and we understand that we are a part of this debate.

As a developer of medicines, we realise that we have a responsibility to work with other key parties to ensure that patients can benefit from these medicines.

Our position on pricing

Our position on assessing the value of Roche products and services

We are exploring new pricing and access models that are tailored to the dynamics of each healthcare system, rather than a uniform pricing structure. These innovative approaches include personalised reimbursement models, differential pricing, patient assistance programmes and private insurance coverage.

We are currently running Personalised Reiumbursement Models (PRM) pilots across Europe. When countries demonstrate flexibility in their systems and approach, we work with them to ensure the required infrastructure is in place. We expect PRM to be implemented over the next couple of years on a country-by-country basis, with some countries already reporting first successes.

We work with private insurance companies to make a meaningful impact on patient access to diagnostics and treatments through creating private funding solutions in countries where public coverage is inadequate. Working together with local insurance company partners focusing on cancer coverage, we have enabled the launch of several private insurance products in countries like China, India, Portugal, Vietnam and Thailand. By late 2016, more than 20 types of cancer insurance policies were available in different countries, and millions of people now have coverage. Since there are many more cancer insurance products in the global pipeline, we are estimating this number will only continue to grow.

More on how we are addressing affordability

Examples of how we are making innovation accessible

Aspect boundaries:

  • Patient organisations
  • Payers
  • Investors
  • Governments
  • Media

Great workplace

Material topic Why is it material What we do GRI-G4 Reporting
Employee engagement and talent retention

Engagement is directly linked to our business success. Research shows that the level of engagement is a strong long-term predictor for organisational performance

Great companies are defined by people who embrace a shared sense of purpose, put extra energy and passion into their jobs and identify with common goals. That is the kind of engagement we aim for at Roche.

Our employment policy

We ask for feedback at regular intervals through our Global Employee Opinion Survey (GEOS). There was no survey scheduled for 2016 but in 2014, we achieved an employee engagement level of 71%, which puts us among the best in class in our industry.

Within our workforce we have multiple generations working together. These different generations have common requirements as well as different values and priorities. Keeping these diverse groups of people engaged and productive requires leadership competence that is sensitive towards individual needs as well as flexible solutions in terms of compensation, work arrangements, technology, professional development and social responsibility.

In 2016, our internal recruitment rate was 54%.

More about employee engagement

Aspect boundaries:

  • Employees
  • Governments
  • Media


  • Employment (G4-LA1)
  • Labor/Management relations (G4-LA4)
  • Training and education (G4-LA10)
  • Diversity and equal opportunity (G4-LA12)
  • Equal remuneration for women and men (G4-LA13)
  • Non-discrimination (G4-HR3)
  • Security Practices (G4-HR7)
Executive compensation

We strive to create innovative products of benefit to patients. This requires outstanding performance by all our employees. It takes continuous innovation to help patients, sustain revenues and create long-term value.

One of the primary aims of our remuneration policy is thus to encourage a long-term focus and align management’s interests with the interests of Roche’s shareholders and holders of Roche’s non-voting equity securities.

Each year the Remuneration Committee of Roche’s Board of Directors decides the remuneration of Board members and members of Roche’s Corporate Executive Committee and submit this to Roche shareholders for approval at the Annual General Meeting.

We share the amounts paid to each member of the Board of Directors, the components of the Chairman of the Board’s remuneration and the amount of each remuneration component paid to each member of the Corporate Executive Committee in our Annual Report.

More about our Remuneration Committee

Our 2016 Remuneration Report

Aspect boundaries:

  • Media


  • Market presence (G4-EC5)
Compensation/ benefits

We try to strike a balance between a highly competitive base salary and performance-linked rewards. In addition to bonuses linked to individual achievements, Roche offers rewards linked to the overall success of the company.

Our remuneration policy

Our efforts to strike an attractive balance between a highly competitive base salary, performance-linked rewards, and flexible benefits tailored to different needs are a key focus. Through our Roche Connect programme, we promote ownership in and partnership with Roche by allowing employees to purchase Roche stock at a discounted price in many countries. In 2016, we incorporated China into the initiative and have seen the highest participation rate since its launch.

We also offer numerous additional benefits and/or amenities for employees which vary from site to site. These may include pension schemes, health insurance, childcare, medical facilities, flu vaccinations, preventive health screenings,  discounts with local retailers, and transportation to/from the workplace.

To accommodate individual circumstances, we support flexible working models, which are actively in use in many countries. They enable employees to work from home, buy or sell days, or job share. We have seen a particularly sharp increase in the utilisation of flexible working models allowing working parents and others to balance personal time and work time in an optimal way. In Latin America, where  circumstances have demanded an even greater accommodation, Roche has created a regional flexible benefits programme to allow additional alternative compensation—such as fuel vouchers in areas with fuel shortages.

In 2014, 71% of employees were satisfied with their benefits at Roche, well above the industry average.

More about rewarding our employees

Aspect boundaries:

  • Employees
Leadership commitments

We believe that every Roche employee deserves a great leader, someone who inspires and engages the team with every interaction and who provides his or her employees with opportunities to discover, learn, develop and contribute continuously.

This sentiment is captured in our leadership commitments which were developed in 2012 with input from many managers at different levels. They set clear expectations for all our people leaders at Roche and represent our leadership promise to our employees.

Our leadership commitments

In 2015, we continued to embed our LeadershipCommitments within our recruitment, selection, 360° feedback and performance management. We also continued skill-building programmes for core competencies, enhanced leadership skills and accelerated movement of talent, particularly in and out of developing regions.

In addition to our local courses, over 2,600 leaders attended global leadership development programmes in 2016, which include initiatives such as Leading Leaders@Roche and Leading People@Roche.For our executive leadership programme, we are assessing major trends in the changing healthcare environment, such as the growth of digital healthcare, and focusing on the new leadership capabilities it will require. In 2016, 87% of our Leading@Roche participants reported a positive leadership change within six months. And, 85% of the participants’ managers said they noticed a positive leadership change in their employees after six months as well.

More about careers and development

Case study: learning to be leaders at Roche Turkey

Aspect boundaries:

  • Employees
Organisational effectiveness

The pharmaceutical industry is changing constantly. It regularly faces mergers and acquisitions and pressures from governments, payers and regulators.

As a company, we must respond to these changes while also ensuring the efficiency and effectiveness of our operations.

Whenever we adapt to new circumstances or make changes to improve our business, we respond proactively to ensure respectful, responsible treatment for employees who are affected.

We inform employees who will be affected as soon as possible and provide appropriate assistance and support during a period of organisational change.

We have implemented senior leadership programmes, such as Catalyst, to improve the individual and collective leadership skills of our senior leaders within the context of adapting to business and organisational change.

More about how we manage organizational change

Aspect boundaries:

  • Employees

Sustainable value

Material topic Why is it material What we do GRI-G4 Reporting

Compliance is our license to operate. It is fully embedded in our corporate strategy.

We want to maintain high ethical and social standards in our business dealings, in our approach to medical science, in our efforts to protect the environment and ensure good citizenship. We will maintain these standards by adhering to local, national and international laws and cooperating with authorities and in proactively communicating with the public. We support and respect the human rights within the sphere of our influence. We recognize the need to work in partnership with our stakeholders, regularly seeking their views and taking them into account.

Our Code of Conduct
More about how we maintain compliance
Our guidelines on behaviour in business
Our guidelines on behavior in competition

Compliance starts with leading by example. Our senior executives act as role models and continually reinforce the importance of compliance at all levels of the company. Involving middle management is vital for a strong compliance culture. In 2016, we further developed our middle management’s capabilities as compliance leaders to ensure that our high ethical standards are firmly embedded in daily working life. We believe that every employee at Roche has a responsibility to act with integrity, and we take a systematic and sustained approach to anchor compliance in our culture.

Our expectations of our employees are expressed in the Roche Group Code of Conduct, which is available in 30 languages. It is designed to set the standards for our business behaviours and provide guidance to our employees. In 2015, we launched the revised Roche Group Code of Conduct, which helped to further foster the awareness that integrity is of utmost importance within our organisation. In addition, a new version of an e-Learning course to support good records management practices was introduced in 2015.

We make sure that our suppliers and service providers are subject to the same standards as our employees. Our Supplier Code of Conduct is included in contracts, and we offer an e-learning programme to help our suppliers and service providers understand both our expectations and industry standards.

In 2016, we transformed more of our supplier sustainability audits into assurance visits, creating mutual benefit and improving our relationships with our suppliers and service providers. We made 133 supplier sustainability assurance visits worldwide, 43 in the direct spend area (goods used directly in production) and 90 at service providers.

More about business integrity

Aspect boundaries:

  • Investors
  • Payers
  • Employees
  • Governments
  • Media


  • Compliance (G4-EN29, G4-SO8, G4-PR9)
  • Environmental grievance mechanisms (G4-EN34)
  • Labor Practices Grievance Mechanisms (G4-LA16)
  • Indigenous Rights (G4-HR8)
  • Assessment (G4-HR9)
  • Human rights grievances mechanisms (G4-HR12)
  • Anti-corruption (G4-SO3)
  • Anti-competitive behavior (G4-SO7)
  • Grievance Mechanisms for Impacts on Society (G4-SO11)
  • Marketing communications (G4-PR6)
  • Customer Privacy (G4-PR8)
Environmental responsibility

Protecting the environment isn’t just a legal or social obligation, it’s integral to our strategy to run our business in a way that is ethical and aims to create long-term value for all stakeholders.

We are committed to bringing more innovative medicines to more people around the world and to reducing our environmental impact as we do so.

Our aim is to minimise our ecological footprint and to increase the use of renewable resources whilst continuing to expand our global business.

More about our commitment to environmental sustainability
Our position on Greenhouse Gases / Climate Change
Our Safety, Health and Environmental Protection policy
Our policy on Pollution, Prevention and Reduction
Our position on Pharmaceuticals in the Environment
Our position on waste management
Our position on energy conservation

In 2016, our energy consumption decreased by 5.2%, while sales grew 4%.

We are aware that much of our business is dependent on increasingly scarce natural resources. As part of our commitment towards sustainable development, it is our duty and responsibility to use new and more sustainable technologies and processes, thereby minimising our impact on the environment. 

The less Roche depends upon non-renewable resources, the less vulnerable the company is to supply constraints and volatile market prices. We have set up energy-saving action plans across our sites, with innovative technologies and upgraded infrastructure. In 2016, for example, a large solar panel array started operations at our facility in Oceanside covering up to 22% of the site’s electrical power. Similarly, we have installed additional solar panel arrays at our site in Kaiseraugst, located close to Basel.

Read more about our environmental performance in our Annual report 2016

Aspect boundaries:

  • Governments


  • Materials (G4-EN1)
  • Energy (G4-EN5)
  • Water (G4-EN8)
  • Biodiversity (G4-EN13)
  • Emissions (G4-EN18)
  • Effluents and waste (G4-EN22)
  • Products and Services (G4-EN27)
  • Transport (G4-EN30)
  • Overall (G4-EN31)
Occupational accidents

Absences from work due to occupational accidents and occupational diseases (including unhealthy stress) has a negative impact on the company. Providing a safe and healthy workplace for our employees is therefore a priority.

Our Safety, Health and Environmental Protection policy

It is essential that all categories of work at Roche are safe, whether the tasks are urgent, complex or routine. We aim to minimise the number of working days lost due to occupational accidents per employee per year (Roche Accident Rate, RAR), and the number of accidents causing absence from work (Lost Time Accident Rate, LTAR, per 200,000 worked hours). We are on track to achieve our 2020 safety goals: to keep RAR below 0.06 and LTAR below 0.5.

Protecting our employees, physical assets, critical information, and the integrity of our brands and products are principal concerns of Roche. Preventive measures are a priority in all aspects of security.

One focus in 2016 was the introduction of the new Roche Security Incident Reporting tool, which is a global platform for reporting incidents and issues that have occurred. The application allows affiliates and Group Security to gain a thorough overview of adverse events and losses that occurred during the year, and to focus on measures and training based on lessons learned.

Aspect boundaries:

  • Employees


  • Occupational health and safety (G4-LA5)
Community engagement

Roche is committed to sustainable philanthropic activities, which span community involvement, humanitarian projects, science, education, art and culture. Our goal is to establish long-term partnerships by focusing on projects that add lasting value to society.

Our Philanthropic Donations and non-commercial Sponsorship Policy

One example of our humanitarian engagement is in Nepal, which experienced earthquakes that affected eight million people and destroyed more than 600,000 homes in 2015. Our local management centre responded by donating 180,000 vials of antibiotics in a phased approach. Since then, we have partnered with the World Wildlife Fund, the Nepalese government and local organisations to support the rebuilding of communities and ecosystems in Langtang National Park. We are also working on a two-year ‘Build Nepal Project’ with Habitat for Humanity International. Together, we are supporting the rebuilding of the Salme municipality in the Nuwakot district, which saw 88% of houses destroyed in the earthquakes. The project will help to cover the most urgent needs of 500 families and provide access to safer, disaster-resistant housing solutions.

Read more in our Annual Report 2016

More on our philanthropic activities

Aspect boundaries:

  • Employees


  • Investment (G4-HR1)
  • Local communities (G4-SO1)
  • Public policy (G4-SO6)
Supply chain management

We integrate sustainable thinking and practices throughout our supply chain.

The goal is to respond quickly to market developments and ensure reliable product supplies, while reducing our environmental footprint and ensuring high social standards.

We seek to build a resilient supply chain by adhering to best practices, developing novel approaches and working in partnership with our suppliers.

Business continuity planning and risk management are the cornerstones of our approach.

We continue to explore the potential of new technologies to support a worldwide trend towards digitisation of drug supply chains. With ongoing advances in technology, we expect intelligent packaging to allow for more interaction within the healthcare systems, driving innovation and efficiencies in other areas of our operations and in healthcare generally.

More about how we manage our supply chain

Aspect boundaries:

  • Suppliers and service providers


  • Procurement practices (G4-EC9)
  • Supplier Environmental Assessment (G4-EN33)
  • Supplier Assessment for labor practices (G4-LA15)
  • Freedom of Association and Collective Bargaining (G4-HR4)
  • Child labor (G4-HR5)
  • Forced or Compulsory Labor (G4-HR6)
  • Supplier Human Rights Assessment (G4-HR10)
  • Supplier Assessment for Impacts on Society (G4-SO9)