Sustainability Direction Performance Indicators (SDPIs)

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.
We have set the Med-term Priorities for Astellas, Initiatives, and Our Commitments by FY2025 as for the two pillars relating to the 9 material issues and Environmental Sustainability issues in our Sustainability Direction. 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 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

 

1. Creation of new therapies and modalities for the treatment of diseases with high unmet medical needs

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.

 Unit1st half of FY2023
Number of projects with PoC*1projects0
Number of IND*2 filed new drug candidatesprojects1
Number of new drugs launched2
(VEOZAH、IZERVAY)
Number of projects having any of Breakthrough Therapy*3, Fast Track*4, PRIME*5, Priority Review*6 and SAKIGAKE Designation System*7cases2
Number of new Rx+ programsprograms0

*1 PoC: Proof of Concept/To Confirm efficacy with key clinical data to decide progression to late-stage development
*2 IND: Investigational New Drug
*3 Breakthrough Therapy: Food and Drug Administration (FDA) program to facilitate the development and review of drugs for serious or life-threatening diseases.
*4 Fast 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.
*5 PRIME: Priority Medicines / a system implemented by European Medicines Agency (EMA) to strengthen support for the development of medicines for unmet medical needs.
*6 Priority Review: A system to give priority to medicinal products that meet certain requirements, in addition to medicinal products designated as orphan medicinal products.
*7 SAKIGAKE 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.

 

2. Maximize patient access to Astellas’ innovations and enable them to achieve better outcomes

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.

 Unit1st half of FY2023
Core Business(Rx, Rx+)  
Number of patients treated with Astellas products*8patients159.5 million+
Number of countries to where Astellas products have been deliveredcountries103
Number of commercialization of Rx+ programsprograms0
Enhancing the availability of Astellas products  
Number of patients treated through various access programs*9patients1,380+
Number of countries with various access programscountries40+
Provide patients in countries where Astellas products are not sold with access to Astellas products with a partnerpatients0
Supporting third-party Access to Health programs  
Lives impacted through access to healthcare programs by Astellas
(Cumulative total since FY2021)
people8+ million
(As of March 2024)
Lives impacted through access to healthcare programs by the Astellas Global Health Foundation (AGHF)people31.4 million
(Cumulative total since 2018)
Total funding provided by the Astellas Global Health Foundation (AGHF)million
US$
approx.10.8
(Cumulative total since 2018)
Number of research and development activities to address access to health care issues that collaborate with partnersactivities4

*8 Harnal, VESIcare, Myrbetriq(mirabegron), Prograf, XTANDI,XOSPATA, Evrenzo, PADCEV
*9 For details, please visit the following website:
Access to Medicines | Astellas Pharma Inc.

 

3. Contribute to maintaining a sustainable healthcare system through advocating value-based pricing

Advocate for value-based pricing to maintain a sustainable healthcare system.

 Unit1st half of FY2023
Value-based pricing (VBP)   <Global>  
Number of implementations of value-based innovative pricing solutions to address value, affordability or accesscases5
Number of countries where Astellas product is launched with value-based innovative pricing solutions (Cumulative)countries2
Number of product/brand employing value-based innovative pricing solutions2
Value-based pricing (VBP)  <Japan only>  
Number of lectures at study groups and events through KEIDANREN*10 activities that include VBP contentcases1
Number of advocacy activity for general public including VBP contentcases5

*10 KEIDANREN: Japan Business Federation

 

4. Creating an environment of talent and organizational culture that promotes innovation

Ensure talents with trusted capabilities to deliver innovation and create an organizational culture that fosters innovation.

 Unit1st half of FY2023
Number of media reports after Sustainability eventscases4
Percentage of organizations with six hierarchical levels or less from the CEO%80
Average span of control for all departments*116
Employee utilization rate of internal recognition program%77
Percentage of employees recognized through internal recognition program%57
Employee satisfaction rate of internal recognition program%Measured in the future
Engagement score71
(As of October 2023)

 *11 Span of Control: Number of subordinates managed by one manager

  

5. Establishment of a more sustainable and resilient value chain

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.

 Unit1st half of FY2023
Supply chain management  
Proportion of electricity derived from renewable energy sources over total electricity consumption%42
Progress of the emergency power supply reinforcement projectImplementing or considering 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%95
Key remarkable finding related to stable supplyStrengthen partnerships with suppliers and partners to enable seamless distribution
Progress for alternative sourcing preparation in terms of geopolitical issuesConducted risk assessments of key products and continue to procure substitutes and build up stocks
Sustainable Procurement  
Progress of uniform administration across all affiliates for the TPLM*12 programGlobalized TPLM process effectively for all affiliates and manufacturing locations
Status of embedding the Business Partner Code of Conduct (BPCOC) into supplier engagement activities Updated content of BPCOC against industry standards by end of 2022 and all references to document have been made effective
Status of annual spending with small and diverse suppliers in order to expand the footprint to non-US regionsAwarded nearly $90MM USD in Small Business in the US; expanded our Supplier Diversity Programe to cover global footprint
Progress of interweaving the Sustainable Procurement Pledge into the Astellas cultureDeveloped and disclosed publicly
Progress of factoring sustainability criteria into decision-making process when awarding business to a supplierIncorporated into our Supplier Selection Justification Work Instruction guidance
Progress of incorporating sustainability into the SRM*13 governance model for our Strategic and Preferred suppliersTo be launched in 2024

*12 TPLM: Third Party Lifecycle Management
*13 SRM: Supplier Relationship Management

 

6. Further improve product quality

Ensure product quality assurance and safety for patients by fostering a "Culture of Quality" and enhancing the customer experience.

 1st half of FY2023
Product Quality Assurance 
Culture of Quality awareness material shared through various internal communications channelsDelivered messages by top and senior management including CEO, about the importance of quality.
Completed Culture of Quality scorecard for commercial manufacturing facilitiesCompleted Culture of Quality scorecard assessment for commercial manufacturing facilities (Takaoka, Toyama, Takahagi, Yaizu, Dublin, Kerry, Shenyang)
Lean Six Sigma*14 materials and tools shared across communication platformsEstablished Lean Six Sigma Community of Practice to share success stories and conducted seven live sessions on continuous Improvement and tools.

*14 Lean 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

 

7. Achievement of the amount of reasonable reduction of greenhouse gas (GHG) emissions

Astellas has set GHG emission targets consistent with The Paris Agreement and has received the SBT*15 certification. Aim to achieve by FY2025 the amount of reasonable reduction of GHG emissions target.
[GHG emission reduction targets by FY2030]*16
・Scope1+2
63% reduction (base year: FY2015)
・Scope 3
37.5% reduction (base year: FY2015)

 UnitFY2022
GHG emission reduction ratio (Scope1+2)%41.8
GHG emission reduction ratio (Scope3)%1.8
Energy consumptionTJ2,048
Percentage of electricity derived from renewable energy sources%44
Water resource productivitybillions of yen/1,000 m30.22
Waste generated per unit of revenueTons/billions of yen8.9
Biodiversity index4.6
Percentage of low emission vehicles in sales fleet%58
Number of CMOs*17 to be assessed via TPLM programcases12 *18

*15 For details, please visit the following website:
Astellas Receives SBTi Approval for Revised Science-Based Climate Goals to Reduce Greenhouse Gas Emissions
*16 For details, please visit the following website:
Environment Initiatives | Astellas Pharma Inc.
ESG Data | Astellas Pharma Inc.
*17 CMO: Contracted Manufacturing Organizations
*18 Performance of 1st half of FY2023