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Astellas is committed to deepening our engagement in sustainability as outlined in our strategic goal 4 in the Corporate Strategic Plan 2021 (CSP2021). Our approach focuses on contributing to society through our core business, creating a positive cycle that enhances both societal and corporate sustainability. We have identified several material and environmental issues that guide our sustainability efforts.
Representative Director, President and CEO
In recent years, dramatic changes to the environment and economy have led to a growing expectation from stakeholders for the sustainability of society. We believe that companies are expected to contribute to society proactively and positively through business activities. In the healthcare field, societal expectations are shifting to therapeutic areas with high unmet medical needs, and innovative healthcare solutions based on the next generation modalities and digital technology are eagerly anticipated.
Under our VISION of being “On the forefront of healthcare change to turn innovative science into VALUE for patients,” Astellas creates innovative new drugs and healthcare solutions that drive the improvement of patient access to healthcare and better outcomes. Astellas will gain trust from our stakeholders by our effort to address societal issues through our business. It will, then, improve sustainability of Astellas’ own business and create a good cycle of further contribution to sustainability of the society. That will lead to realizing Astellas’ mission “Sustainable enhancement of enterprise value.”
Additionally, aligned with society’s high demand, we strive to fulfill social responsibility through our efforts to address climate change and other environmental problems.
Astellas has embedded the strategic goal to "deepen our engagement in sustainability" in our Corporate Strategic Plan 2021, and we manage the business with awareness to sustainability. Through our Materiality Matrix, which guides our sustainability efforts, we have identified 19 key issues from the perspective of significance for society and Astellas. For each of 9 high-priority materiality issues, we have formulated an action plan, and the entire company is working together to proactively address these issues.
Our efforts in sustainability will lead to increased enterprise value in two ways.
Transforming to be a cutting-edge, VALUE-driven life science innovator
There are patients and their families suffering from diseases with no or limited treatment options that cannot provide satisfactory outcome in society. Astellas is pursuing transformative healthcare solutions that do not simply alleviate the symptoms of diseases. Instead, we are developing innovative therapeutics, such as cell and gene therapies, which are disease-modifying and directly address the underlying cause of the disease. Symptomatic treatment not only places a burden on the patient through commuting to the hospital and inpatient stays, but also increases the burden on their families who nurse and care for them as the social and economic losses are not small. By actively creating innovative treatment measures, Astellas aims to free patients and their families from years of treatment and care, while significantly improving symptoms with only a few treatment cycles. As a result, patients can return to their normal lives sooner, thereby reducing the overall load on the local healthcare system far and wide from the constant need for medical treatment.
We believe that one of the most important driving forces to create and deliver great VALUE to society is an organizational culture that realizes innovation. Astellas will continue our endeavor to cultivate an organizational culture and achieve sustainable value creation through acquiring and developing talent in order to provide the access to healthcare solutions we have created to as many patients as possible. In addition, in order to sustainably create innovative therapeutic approaches and other innovations, it is necessary to set appropriate prices for innovations. Astellas will also cultivate an environment and scheme to ensure that prices fairly reflect the value impact on society, including patients, their families, and the healthcare professionals who support patients' health.
Strengthening resilient and sustainable business operations to meet the expectations of society
Astellas manufactures products of excellence in quality at the global standard and continue to deliver safe products to patients. It is our mission to ensure the stable delivery of our products to patients under any circumstances. While ensuring the protection of human rights and safety of all those engaged in procurement, manufacturing, and distribution, ensuring resilient supply chain management in the change of external environment throughout the supply chain. In addition, we will continue to provide information to facilitate the safe and appropriate use of our products by patients. We will foster trust from society by always thinking of patients and their families who are suffering from diseases, considering what healthcare solutions are best for them and what Astellas' products can contribute to them, and continuing our activities in an ethical manner. We act with compliance and high ethical business practices in all aspects of our business as well as the provision of product information. In addition, we contribute to the societal sustainability with evolving our governance to ensure fair management decisions and operations.
Contributing to a more sustainable society is essential for enhancing Astellas’ Sustainability.
Realizing our mission of making Astellas sustainable
Astellas recognizes that our contribution to social sustainability is essential for our sustainability as an organization. Astellas is committed to engaging in the sustainability of society by fulfilling our social responsibilities as a pharmaceutical company, including but not limited to providing healthcare solutions such as a pharmaceutical products that satisfy unmet medical needs. As a result, we earn trust from society for both the Company and our products, which enhances Astellas’ sustainability.
This positive cycle will lead to the realization of our mission, "sustainable enhancement of enterprise value" through fulfillment of our raison d'etre "contribute toward improving the health of people around the world through the provision of innovative and reliable pharmaceutical products." In short, for Astellas, contributing to the sustainability of society means the realization of its philosophy.
The activities we have carried out under the aforementioned philosophy continue to be well-received externally.
For example, Astellas has been named to the FTSE4Good Index Series, a representative investment index, for 12 consecutive years. Astellas is also included as a constituent in all of the ESG investment indexes adopted by the Government Pension Investment Fund (GPIF) in Japan, which are FTSE Blossom Japan Index, MSCI Japan ESG Select Leaders Index, MSCI Japan Empowering Women Index (WIN) and S&P/JPX Carbon Efficient Index.
Sustainability that Astellas is engaged in has two aspects: value creation and value protection.
Through its business activities, Astellas is creating VALUE for society by addressing social issues such as unmet medical needs, and by rewarding stakeholders.
By reinvesting the profit we gain through business activities, we strengthen our capabilities in research and development. In addition, by winning the trust from government and business partners in each country, we create new business opportunities. That is to say, value for Astellas is created.
Astellas seeks to reduce its environmental burden, preserve biodiversity, ensure compliance and takes measures to prevent corruption. In addition to the social value of these activities, these contribute to mitigating reputation risks and enhancing our corporate brand, thereby protecting our enterprise value.
Astellas deliberates important issues relating to our sustainability at the Executive Committee*1, chaired by the Representative Director, President and CEO, and approved by the Board of Directors, based on the corporate governance system.
In addition, annual sustainability activity results and activity plans for the following year are reported to the Board of Directors, which supervises the operation of business executions. To promote sustainability efforts through all divisions from a long-term, strategic and company-wide perspective, we established the Sustainability Committee and the Environmental, Social and Governance Working Group (E-S-G Working Group) as frameworks that drive our endeavors.
*1 The organization discusses material matters concerning business strategies, product strategies, corporate management, and personnel of the Company and Astellas Group companies
The Sustainability Committee discusses Astellas' key sustainability issues, including opportunities and risks, which relate to our business execution. The Committee is a cross-functional body that comprises members who are at the head level of Functional Units*2 and the chairman of the committee and members are assigned by the Chief Strategy Officer (CStO) to ensure a professional and effective discussion.
*2 Refer to organizational business unit directly reports to Top Management
Environment, Social and Governance Working Groups (E-S-G Working Groups) consist of cross-functional members, which identify issues and opportunities for Astellas to address Environmental, Social and Governance issues respective to changes in the external environment, principles and guidelines.
They also work with relevant divisions to plan improvements, set targets and monitor the progress of their initiatives to contribute to sustainability.
As a Functional Unit, Sustainability is responsible for working as a secretariat of the Sustainability Committee and each Working Group(E-S-G) and responding to sustainability issues throughout the entire Astellas Group, raising sustainability awareness internally and externally in collaboration with communication function.
Astellas addresses key issues to adapt to the changing needs and expectations pressed for by society.
Astellas recognizes that our efforts to evolve sustainability will lead to increased enterprise value. The environment surrounding both society and business has changed significantly. In response to this shifting landscape, in FY2021 we identified and prioritized key issues and updated our Materiality Matrix as a compass to our sustainability efforts.
In preparing a new Materiality Matrix, Astellas identified 19 key issues. We then prioritized 9 material issues (Materiality) from this group. We believe that prioritizing and subsequently addressing the Materiality will set Astellas on the path to “transforming to be a cutting-edge, VALUE-driven life science innovator”, and “strengthening resilient and sustainable business operations to meet the expectations of society”. This, in turn, will lead to improved sustainability for both society and Astellas.
To identify key issues, Astellas analyzed various references, such as SDGs-related frameworks (IIRC, SASB and GRI standard, ISO 26000the UN Global Compact's ten principles, TCFD recommendation), stakeholder engagement and communication, and topics covered by ESG ratings.
When updating Materiality Matrix in FY2021, we surveyed the shifts in sustainability trends since FY2017—the year of the previous Matrix update. We also ensured alignment with Corporate Strategic Plan 2021 (CSP2021) and acknowledged industry-specific issues. As a result, we identified 19 key issues.
Astellas developed Materiality Matrix by prioritizing the key issues identified from the perspectives of significance to society and Astellas.
Societal Significance, shown on the vertical axis of the matrix, was determined by considering the depth of interest from global stakeholders—multinational organizations, governments, NGOs, investors, and industry associations—and the scale of economic losses caused by social issues. Significance for Astellas, shown on the horizontal axis, was determined by assessing Astellas’ opportunities for utilizing its capabilities and assets to contribute to the resolution of issues. The assessment also included management perspectives based on interviews with Top Management.
The prioritized key issues were refined and validated through the information provided by various stakeholders and a series of interviews with experts. The Sustainability Committee* held further discussions before the Executive Committee reviewed and deliberated on the findings. Finally, the Materiality Matrix was approved by the Board of Directors.
Materiality Matrix was refined and validated through the information provided by various stakeholders—institutional investors, industry associations, NPOs, and NGOs—and a series of interviews with experts. The Sustainability Committee, consisting of cross-functional Astellas employees, held further discussions before the Executive Committee* reviewed and deliberated on the findings. Finally, Materiality Matrix was approved by the Board of Directors.
Materiality Matrix is reviewed and verified by Sustainability (Functional Unit) annually and updated when necessary. Related targets and action plans are also established to address the material issues.
*The Committee discusses material issues concerning business strategies, product strategies, corporate management, and personnel of the Astellas Group companies.
Astellas prioritized the nine material issues (Materiality) from the materiality matrix. As we believe that the act of prioritizing and subsequently addressing these nine material issues will put Astellas on the path to transforming to be a Cutting-Edge, VALUE-driven life science innovator and strengthening resilient and sustainable business operations to meet the expectations of society. Please click here about our key issues and materiality.
This is Astellas' business model for enhancing sustainability and providing innovative healthcare solutions by creating and realizing "VALUE". We will promote initiatives to address the following five material issues.
Astellas strengthens our business operations to ensure the stable supply of our products to patients under any circumstances. We will promote initiatives to address the following four material issues.
Environmental Sustainability
Companies are required to be actively involved in environmental issues. Recognizing that harmony between the global environment and our business activities is a prerequisite to our corporate existence, we shall take proactive measures to conserve the global environment. In addition to the nine material issues listed above, we will promote initiatives for the following two important issues
We have set the mid-term Priorities for Astellas, Initiatives, and Our Commitments by FY2025 as for the two pillars and Environmental Sustainability. We will update our progress against our commitments in the future.
| Material Issues | Mid-term Priorities for Astellas | Initiatives | Our Commitments by FY 2025 |
|---|---|---|---|
| Access to Health Talent and organizational culture for realizing innovation Fulfilling unmet medical needs by creating novel healthcare solutions Transformative treatment through innovative therapeutic methods Value based pricing |
Translate innovative science into VALUE through the Focus Area approach to R&D, introducing novel therapies and modalities to treat diseases with high unmet medical needs. | Addressing unmet medical needs for provision of solutions that produce better outcomes than previously possible | Aim to improve the lives of patients and caregivers around the world and contribute to reducing the overall load on the healthcare system. |
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| Advocate a value based pricing for stakeholders to ensure innovative medicines in new modalities contribute to the health of patients around the world and realize the sustainable healthcare system. | Advocating for value based pricing as a basis to support access to medical innovations. | Contribute to sustain healthcare systems through advocating for value based pricing. | |
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Optimizing the number of people under one manager's control and reducing layers, reinforcement of succession planning, and cultivation of a culture ensuring psychological safety and encouraging active feedback. | Foster talents and an organizational culture with trusted capabilities to deliver innovation. |
| Material Issues | Mid-term Priorities for Astellas | Initiatives | Our Commitments by FY 2025 |
|---|---|---|---|
| Compliance and ethical business practices Product quality assurance and product safety Responsible supply chain management Safe and appropriate use of products |
Sustains a resilient business that continuously supplies products during unpredictable or emergency situations. |
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Establish a more sustainable and resilient value chain. |
| Further enhance capability to secure patient safety and product quality as well as optimizing customer interaction for maximizing VALUE for patients. |
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Ensure patient safety and product quality by fostering a Culture of Quality and by evolving customer experience. |
| Key Issues | Mid-term Priorities for Astellas | Initiatives | Our Commitments by FY 2025 |
|---|---|---|---|
| Reduction of environmental burden Climate change and energy |
Reduce greenhouse gas emissions toward a goal consistent with the Paris Agreement's and achieve net zero emissions by 2050. | Enhancing energy efficiency and shifting to renewable energy sources such as solar and wind power. Reducing the carbon footprint of the supply chain. |
Achieve by FY2025 the amount of reasonable reduction of greenhouse gas emissions target.* *GHG emission reduction targets by FY2030.
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Astellas believes that our innovations will play a part in improving the sustainability of society. This will build trust from society, which will, in turn, also make Astellas more sustainable.
Expectations for companies that contribute to improving the sustainability of society are increasing. Astellas believes that it is important to meet the expectations from society and will disclose the performance and progress of its sustainability activities appropriately.
Based on our commitments, we continue to steadily promote our Sustainability Direction by setting Sustainability Directions Performance Indicators (SDPIs) and disclosing measurable and appropriate tangible actions.
In principle, the scope of coverage is global, and performance for the period or as of the end date indicated is disclosed.
Information about pharmaceutical products(including products currently in development), which is included in this SDPIs report is not intended to constitute an advertisement or medical advice.
Providing solutions that produce better outcomes improves the lives of patients and caregivers around the world and contributes to reducing the overall load on the healthcare system.
| Unit | FY2023 | FY2024 | |
|---|---|---|---|
| Number of projects with PoC*1 | projects | 0 | 1 |
| Number of IND*2 filed new drug candidates | projects | 4 | 1 |
| Number of new drugs launched | ー (Cumulative total since FY2023) |
5
(New: VEOZAH, IZERVAY, VYLOY Additional Indication: XTANDI (M0 CSPC), PADCEV (1L mUC)) |
5 |
| Number of projects having any of Breakthrough Therapy*3, Fast Track*4, PRIME*5, Priority Review*6 and SAKIGAKE Designation System*7 | cases | 3 | 3 |
| Number of new Rx+ programs | programs | 1 | 1 |
*1PoC: Proof of Concept/To Confirm efficacy with key clinical data to decide progression to late-stage development
*2IND: Investigational New Drug
*3Breakthrough Therapy: Food and Drug Administration (FDA) program to facilitate the development and review of drugs for serious or life-threatening diseases.
*4Fast Track: A system of Food and Drug Administration (FDA) that provides priority review of new drugs with high therapeutic potential for diseases for which a cure is difficult to achieve.
*5PRIME: Priority Medicines / a system implemented by European Medicines Agency (EMA) to strengthen support for the development of medicines for unmet medical needs.
*6Priority Review: A system to give priority to medicinal products that meet certain requirements, in addition to medicinal products designated as orphan medicinal products.
*7SAKIGAKE Designation System: Japanese system to facilitate the domestic development of innovative medicines for life-threatening diseases for which there is no effective treatment, to ensure the early commercialization of such medicines in Japan, ahead of the rest of the world.
Access to Health is one of the material issues for both society and Astellas. We provide the access to our products for as many patients as possible, and impact more than 36 million people (cumulatively) by 2025 by improving disease awareness, prevention, and access to healthcare services.
| Unit | FY2023 | FY2024 | |
|---|---|---|---|
| Core Business（Rx, Rx+） | |||
| Number of patients treated with Astellas products*8 | Patients (Cumulative total since 1994) |
159.5 million+ | 174 million+ |
| Number of countries to where Astellas products have been delivered | Countries | 103 | 103 |
| Number of commercialization of Rx+ programs | Programs | 0 | 1 |
| Enhancing the availability of Astellas products | |||
| Number of patients treated through various access programs*9 | Patients | 2,055+ | 11,000 |
| Number of countries with various access programs | Countries | 61+ | 58 |
| Provide patients in countries where Astellas products are not sold with a partner*10 (Cumulative total since 1994) | Patients (Cumulative total since 1994) |
100 | 200+ |
| Supporting third-party Access to Health programs | |||
| Lives impacted through access to healthcare programs by Astellas (Cumulative total since FY2021, Excluding foundation support) | patients (As of March 2024) | approx. 31,500 | 228,000+ |
| Lives impacted through access to healthcare programs by the Astellas Global Health Foundation (AGHF) | patients
(Cumulative total since 2018) |
31.4 million (Cumulative total since 2018) |
31.9 million (Cumulative total since 2018) |
| Total funding provided by the Astellas Global Health Foundation (AGHF) | million US$ (Cumulative total since 2018) | 13.3+ | 13.3+ |
| Number of research and development activities to address access to health care issues that collaborate with partners | Activities | 4 | 3 |
*8Harnal, VESIcare, Myrbetriq(mirabegron), Prograf, XTANDI,XOSPATA, EVRENZO, PADCEV
*9For details, please visit the following website:
Access to Medicines | Astellas Pharma Inc.
*10For details, please visit the following website:
Initiatives in Tanzania | Astellas Pharma Inc.
Advocate for value-based pricing to maintain a sustainable healthcare system.
| Metric | Unit | FY2023 | FY2024 |
|---|---|---|---|
| Value-based pricing (VBP) <Global> | |||
| Number of implementations of value-based innovative pricing solutions to address value, affordability or access | cases (Cumulative total since 2023) | 5 | 5 |
| Number of countries where Astellas product is launched with value-based innovative pricing solutions (Cumulative) | Countries | 2 | 2 |
| Number of product/brand employing value-based innovative pricing solutions | - | 2 | 2 |
| Value-based pricing (VBP) <Japan only> | |||
| Number of lectures at study groups and events through KEIDANREN*11 activities that include VBP content | Cases | 3 | 6 |
| Number of advocacy activity for general public including VBP content | Cases | 8 | 14 |
*11KEIDANREN: Japan Business Federation
Ensure talents with trusted capabilities to deliver innovation and create an organizational culture that fosters innovation.
| Unit | FY2023 | FY2024 | |
|---|---|---|---|
| Number of media reports after Sustainability events | Cases | 8 | 7 |
| Percentage of organizations with six hierarchical levels or less from the CEO | % | 83 | 79 |
| Average span of control for all departments*12 | - | 5.9 | 6 |
| Employee utilization rate of internal recognition program | % | 87 | 92 |
| Percentage of employees recognized through internal recognition program | % | 76 | 88 |
| Employee satisfaction rate of internal recognition program | % | Measured in the future | Measured in the future |
| Engagement score | - | 71 | 69 |
*12Span of Control: Number of subordinates managed by one manager
Ensuring the reliable production and supply of safe and effective products even in the case of unpredictable or emergency situations is extremely important. Building a more sustainable and flexible value chain by proactively preparing the manufacturing supply chain, and energy procurement.
| Unit | FY2023 | FY2024 | |
|---|---|---|---|
| Supply chain management | |||
| Proportion of electricity derived from renewable energy sources over total electricity consumption | % | 40 | 39 |
| Progress of the emergency power supply reinforcement project | - | Implementing or considering installing backup emergency power supply at manufacturing and research sites in Japan | Implementing installing backup emergency power supply at manufacturing and research sites in Japan |
| Progress rate of seismic retrofitting work in manufacturing sites of earthquake-prone areas | % | 100 | 100 |
| Key remarkable finding related to stable supply | - | Continued variable activities to strengthen partnerships with suppliers. | Continued variable activities to strengthen partnerships with suppliers. |
| Progress for alternative sourcing preparation in terms of geopolitical issues | - |
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XTANDI: Mitigation actions for impacted materials completed and regulatory approvals received. VEOZAH: Alternate source qualification completed, regulatory approvals in progress. PADCEV: Alternate sources identified for both impacted materials. Qualification for one material completed, qualification for second material ongoing for completion in FY2025. IZERVAY: Assessment completed and no risks identified. |
| Sustainable Procurement | |||
| Progress of uniform administration across all affiliates for the TPLM*13 program | - | Completed adoption of globalized TPLM process for all affiliates and manufacturing locations | - Successfully onboarded Iveric Bio and Propella Therapeutics acquisitions onto the TPLM program. |
| Status of embedding the Business Partner Code of Conduct (BPCOC) into supplier engagement activities | - | -Posted the BPCOC on the corporate website |
- Identified and corrected instances (by country) whereby Purchase Order Terms & Conditions were missing active links to access BPCOC. |
| Status of annual spending with small and diverse suppliers in order to expand the footprint to non-US regions | - | -2024 US Small Business Plan was accepted by the Veterans Affairs targeting nearly $130MM USD in Small Business in the US |
-Submitted 2025 Small Business (SB) Plan with the VA that is targeting nearly $155M in annual SB spend. We plan to leverage partnerships with the National Minority Supplier Development Council (NMSDC), National Veteran-Owned Business Association (NaVOBA) and Dun & Bradstreet to identify viable and qualified small business alternatives. -Reconciled SME database against our existing global suppliers/spend; currently collaborating with Master Data and SAP Reporting teams to operationalize visibility into our global Small & Diverse footprint going forward. |
| Progress of interweaving the Sustainable Procurement Pledge into the Astellas culture | - | -Posted Astellas Sustainable Procurement Pledge on the corporate website |
- Conducted Sustainable Business Partner Summit with our top 350 suppliers (in terms of spend), including those deemed Strategic & Preferred, whereby Astellas executives outlined our commitments and associated expectations of external partners to assist us in reaching the goals set forth within the Sustainable Procurement Pledge. |
| Progress of factoring sustainability criteria into decision-making process when awarding business to a supplier | - | -Drafted an ESG Request for Proposal Question Set & Guidance |
- Exploring the use of specific ESG focused language in our supplier agreements |
| Progress of incorporating sustainability into the SRM*19 governance model for our Strategic and Preferred suppliers | - | -Preparing to launch new Decarbonization as a Service (DaaS) module within our existing SRM platform |
- Post the Sustainable Business Partner Summit, we issued a survey to ensure alignment with Astellas objectives, understanding of each supplier's level of sustainability maturity, and potential solicitation of primary GHG data. |
*13TPLM: Third Party Lifecycle Management
*14CSRD：Corporate Sustainability Reporting Directive
*15ABAC：Anti-Bribery Anti-Corruption。For details, please visit the following website: Primary Areas of Focus | Astellas Pharma Inc.
*16TPRM:Third Party Risk Management
*17TPQ:Third Party Questionnaire
*18SME：Small and Medium-sized Enterprises
*19SRM：Supplier Relationship Management
*20For details, please visit the following website: Astellas Receives SBTi Approval for Revised Science-Based Climate Goals to Reduce Greenhouse Gas Emissions
Ensure product quality assurance and safety for patients by fostering a "Culture of Quality" and enhancing the customer experience.
| Unit | FY2023 | FY2024 | |
|---|---|---|---|
| Product Quality Assurance | |||
| Culture of Quality awareness material shared through various internal communications channels | - | Delivered messages by top and senior management including CEO, about the importance of quality. | Delivered messages by top and senior management about the importance of quality from various functions (DigitalX, Technology & Manufacturing, Research & Development) |
| Completed Culture of Quality scorecard for commercial manufacturing facilities | - | Completed Culture of Quality scorecard assessment for commercial manufacturing facilities (Takaoka, Toyama, Takahagi, Yaizu, Dublin, Kerry, Shenyang) and identified target challenges to focus on for FY24. | Completed the design of a common quality culture questionnaire construct and identified target challenges to focus on for FY25. |
| Lean Six Sigma*21materials and tools shared across communication platforms | - |
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-Enhanced the Lean Six Sigma White Belt course based on feedback received and incorporated material on Agile. |
*21Lean Six Sigma: Lean Six Sigma Program is a pillar of the Culture of Quality Program and a leadership approach to maximize efficiency, create whitespace(resources needed to explore new ideas) and reduce cost within Astellas
Astellas has set GHG emission targets consistent with The Paris Agreement and has received the SBT certification. Aim to achieve by FY2025 the amount of reasonable reduction of GHG emissions target. [GHG emission reduction targets by FY2030]*22
Scope 1+2
63% reduction (base year: FY2015)
Scope 3
37.5% reduction (base year: FY2015)
| Unit | FY2023 | FY2024 | |
| GHG emission reduction ratio (Scope1+2) | % | 39.8 | 46.0 |
| GHG emission reduction ratio (Scope3) | % | 18.7 | 7 |
| Energy consumption | MWH | 2005(TJ) | 494,739 |
| Percentage of electricity derived from renewable energy sources | % | 40 | 39 |
| Water resource productivity | billions of yen / 1,000 m³ |
0.25 | 0.28 |
| Waste generated per unit of revenue | tons / billions yen |
8.1 | 6.0 |
| Biodiversity index | - | 4.9 | 6.7 |
| Percentage of low emission vehicles in sales fleet | % | 59 | 60 |
| Number of CMOs*23 to be assessed via TPLM program | cases | 25 | 20 |
*22For details, please visit the following pages: Page link Placeholder
*23CMO: Contracted Manufacturing Organizations
Astellas has verified the efficacy of management based on global standards for the core subjects and issues of social responsibility addressed in the International Organization for Standardization (ISO)’s guidance ISO26000. ISO26000 outlines the need to carefully consider seven core subjects: organizational governance, human rights, labor practices, the environment, fair operating practices, consumer issues, and community involvement and development. The following Astellas initiatives follow this guidance:
Astellas follows the United Nations Global Compact across our sustainability approach.
In October 2011, Astellas declared our support for the United Nations Global Compact, which consists of the ten principles set out by the UN on human rights, labor, the environment and anti-corruption.
Our declaration of support is based on our commitment realizing our business philosophy “contribute toward improving the health of people around the world through the provision of innovative and reliable pharmaceutical products”. We incorporate the ten principles of the UN Global Compact into our daily business activities and disclose them through reports, our website and other channels.
What is the UN Global Compact?
The UN Global Compact was set out by Mr. Kofi Annan, the former Secretary-General of the UN, at the World Economic Forum in Davos in 1999. It is a worldwide initiative aimed at realizing sustainable growth through voluntary participation by businesses.
The Ten Principles of the UN Global Compact
Astellas operates within a diverse network of stakeholders, including patients, healthcare providers, employees, shareholders, investors, business partners, and governments, all of whom are significantly impacted by our activities. Understanding and addressing their needs is crucial for maintaining trust and sustainably enhancing our enterprise value. We engage with stakeholders through various channels, such as town halls, shareholder meetings, and clinical trial updates, ensuring timely and impartial information disclosure. By fostering constructive dialogue and transparency, we aim to sustainably increase Astellas' enterprise value while contributing to the overall sustainability of society.
| info | Multi-Stakeholder Policy
Astellas recognizes the importance of value co-creation with a diverse range of stakeholders, including employees, business partners, customers, creditors, and local communities. We are committed to engaging in appropriate collaboration with these stakeholders. |
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