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TAKEDA BRAZIL
S U S T A I N A B I L I T YV A L U E R E P O R T A P R I L – 2 0 1 9 M A R C H – 2 0 2 0
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CONTENTS
1. INTRODUCTION About the Report 6
Message from the President 11
Our Highlights 12
2. ABOUT TAKEDA Who We Are 16
Presence in the Brazilian Market 22
Products 23
3. STRATEGY Corporate Governance 26
Corporate Social Responsibility 30
Strategic Map 32
Sectorial Performance 33
4. ETHICS & COMPLIANCE Ethics and Transparency 36
5. HEALTH PROMOTION Access to Health 44
Regulatory Agencies 46
Pharmacovigilance and Customer Service 47
6. EMPLOYEES Profile 56
Development and Recognition 60
Diversity 67
Commitments 76
Health, Safety and Well-being 77
7. ENVIRONMENTAL IMPACTS Environmental Management 82
Emissions 83
Energy 85
Materials Consumed 86
Waste 87
Water and Effluents 90
Disposal of Medicines 94
8. VALUABLE RELATIONSHIPS Sustainability in the Supply Chain 98
Health Professionals 99
Impact on Communities 100
ATTACHMENTS Priority Map 122
Our Measures During the
COVID-19 Pandemic 125
GRI Contents Index 128
CREDITS: Coordination: Takeda Brazil. Consulting, editorial project and writing: RICCA Sustentabilidade.Graphic design, layout and illustrations: RICCA Sustentabilidade. Photographs: Takeda Archive.
Access the online versions of our Sustainability Reports:
C-ANPROM/BR//2078 – September 2020 – Publication for the general public.
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1INTRODUCTION
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ABOUT THE REPORT GRI 102-46 | 102-48 | 102-50 | 102-54
Welcome to Takeda Brazil’s Sustainability Value Report.
In this publication, we will share with you the Company’s initiatives, events, achievements and results in our last fiscal year, from April 1st, 2019 to March 31st, 2020.
The Report also reaffirms our commitment to transparency, which is paramount if we are to be aligned with our four priorities:
1. Putting the patient at the center;2. Building trust with society;3. Reinforcing our reputation;4. Developing the business.
Along the Report, you will also find information on how we create value for society, consistent with our mission: to strive towards Better Health and a Brighter Future for people worldwide through leading innovation in medicine.
Takeda is present in all phases of our patients’ lives, working every day to build a better future, believing that this future is built on the three pillars of sustainability, with initiatives aimed at social, environmental and economic-financial development, and this is the story you will find on the following pages.
Reading Tools To create this Report, we are guided by international best practices in corporate sustainability reporting. The Takeda Brazil Report is based on the Global Reporting Initiative (GRI). Learn more:
GLOBAL REPORTING INITIATIVE (GRI)You will find throughout the text the GRI XXX-X symbol pointing to the passages referring to each indicator. At the end of the document, on page 128, is the index with all the GRI indicators reported, explaining each one and informing on which page they are found.
LEARN MORE AT:globalreporting.org
Patients
Trust
Reputation
Business
To review the content related to each of these pillars, look for the Priority Map on page 122.
MaterialityGRI 102-42 | 102-43 | 102-44 | 102-46 | 102-47 | 103-1 | 103-2 | 103-3
In 2020, we conducted a context survey to identify the most important aspects for our business’ sustainability. Material issues are those that influence the Company’s actions, decisions and performance.
These are aspects that impact our performance, in a positive or negative manner, and have great risk or opportunity potential for the business. They are therefore the basis of our sustainability strategy, and this study was conducted to understand them in detail.
The survey process started with a scenario assessment, based on a sector benchmark, in which we identified the most relevant topics for the other companies in the
sector. We then interviewed the Company’s directors and president, Renata Campos, and cross-checked the results with Takeda Global’s materiality.
Using the survey, we defined the 14 material themes of Takeda Brazil – considering both those proposed by the Organization and our regional characteristics – which were organized into four strategic pillars of our value generation.
Apart from guiding the reporting of indicators, the themes were addressed and detailed throughout the Report.
Get to know them below:
TAKEDA PRIORITIESOver the course of the Report, we also used the following icons to indicate
the segments that are related to our priorities:
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Takeda Brazil Material Themes
Fair pricing of medicinesPromoting ethics
and fighting corruption
Greenhouse gasemissions
Employee* development
Access to medicines Reputation
Energy consumption Sustainability in the supply chain
Quality andsafety ofmedicines
Effluent and waste management Employee health, safety and welfare
Water Management
Disposal of Medicines
Impact on communities
Patients at the Center
Health Promotion
Environmental Impacts
Ethics & Compliance
Social Impact
Value Generation
Value Generation
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StakeholdersGRI 102-40
Continuing the dialogue and transparent rapport with all of our business stakeholders is crucial if we are to stay in line with the Organization’s priorities.
Meet the stakeholders with whom we relate to create value and achieve our goals:
PATIENT
EMPLOYEES
REGULATORY AGENCIES
COMMUNITY
PRESS
HEALTHCARE PROFESSIONALS
SUPPLIERS
DISTRIBUTORS
PHARMACIES
GOVERNMENT OFFICIALS HEALTH INSURANCE
PLANS
HOSPITALS
* Employees at the time the activities were performed.
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MESSAGE FROM THE PRESIDENT GRI 102-14
We are extremely proud to present Takeda Brazil’s second Sustainability Value Report for fiscal year 2019, which encompasses the months of April 2019 to March 2020.
We are also very pleased to now report the indicators in accordance with the best corporate sustainability international practices, the Global Reporting Initiative (GRI), presenting to all stakeholders our commitment to a performance based on our values of Integrity, Fairness, Honesty and Perseverance.
In an effort to continue to create value for society while putting the patient at the center of everything we do, we have developed several initiatives over the year to enhance Takeda’s sustainability and reflect our mission to promote better health and a brighter future for people around the world.
The achievements outlined in this Report mirror our tireless work for what drives us: how can we do more for our patients? This is made possible with solutions that visibly impact and transform people’s lives, sparing no effort to promote and continually expand access to health.
For us, it is very clear that our mission is accomplished when we actively work to bring health and quality of life to the people who find it most difficult to access them.
We believe that people are our distinguishing feature. That is why we would like to deeply thank the over 1,400 employees for their teamwork, which moves us through partnership and commitment to the Organization’s purpose. We will continue to uninterruptedly advance to transform people’s lives, always seeking the operational excellence that sustains itself over the years.
Renata CamposPresident, Takeda Brazil
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OUR HIGHLIGHTS
11 regulatory approvals
of new medicines and new indications in Brazil
PATIENTS
2,942 people benefited by
Patient Support Programs (PSP)
PATIENTS
Approval to support
80 patient association projects, of which 70 were fully implemented in 2019
PATIENTS
+ 3,000 medical services provided by the Health Truck project
PATIENTS
159 thousand people impacted by social initiatives
TRUST
3rd edition of the Journey for Health – A Blueprint for Success with over 200 participants and 98% satisfaction
TRUST
Over
200 employees participating in volunteer activities
TRUST
Over
4,000 people directly impacted by our volunteer actions
TRUST Among the
10 main companies in the pharmaceutical sector
BUSINESS
5 awards for our Customer Service (SAC)
REPUTATION
Award for Best Compliance Company in the Pharmaceutical Sector, by Guia Exame
REPUTATION
5 Diversity and Inclusion Committees established
REPUTATION
3 Diversity and Inclusion commitments signed: • LGBTI+ Business and Rights
Forum• Principles of Women’s
Empowerment – United Nations (UN)
• Business Initiative for Racial Equality
REPUTATION
Completion of the Zero Landfill project, ensuring neutralization of the operation’s impacts
REPUTATION
9 human resources certifications in rankings categories: Great Place To Work (GPTW), Valor Econômico WILL, Glassdoor, Top Employer and Época 360
REPUTATION
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Patients ReputationTrust Business2ABOUT TAKEDA
Patients Reputation Business
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WHO WE AREGRI 102-1 | 102-2 | 102-3 | 102-4 | 102-6 | 102-7
We are Takeda, a global biopharmaceutical company with a 239-year history. Focused on our patients, we work to deliver tradition and trust to the 80 countries in which we operate. We have four operating fronts in the world: Japan, United States, Europe & Canada (EUCAN) and Growth & Emerging Markets (GEM).
We base ourselves on our values and are guided by Research and Development to achieve our mission: to strive towards better health and a brighter future for people worldwide through leading innovation in medicine
Vision 2025
We serve the needs of our patients wherever they are.
We gain society’s and our clients’ trust by practicing Takeda-ism (corporate philosophy).
We are recognized as best in class for our speed and innovation – qualities that allow us to always continue developing our products, in addition to maintaining our growth year after year.
ValuesINTEGRITY FAIRNESS HONESTY PERSEVERANCE
According to its Code of Conduct, available on page 37, Takeda takes action and makes decisions focusing on its four priorities, in the following order:
P Putting the PATIENT at the center
C Building CONFIDENCE with society
R Strengthening the company’s
REPUTATION
B Developing BUSINESS
PATIENTS
• The health, well-being and safety of our patients come first.
• We respect patients and protect their privacy.
• We maintain appropriate, fair relations with patient organization.
• We provide objective and accurate information about our products and the diseases they treat or prevent.
• We respect the relationship between patients and their healthcare professionals.
TRUST
• We create a diverse, inclusive, safe, open and collaborative work environment in which employees* can contribute, act and grow as individuals.
• We respect and protect the property and information of others.
• We encourage honest conversations, as well as diversity in thoughts and opinions.
• We stand for integrity.
REPUTATION
• We are objective and transparent when interacting with healthcare professionals.
• We strive for the highest standards of integrity in our research activities.
• We are honest and fair when interacting with external stakeholders.
• We avoid actions that may conflict with the company’s interests.
• We seek to have a positive impact on the communities in which we operate.
BUSINESS
• We treat Company property and information with due care and use them only for their intended purposes.
• We conduct our business with integrity.
• We act responsibly in Takeda business communications.
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1895
1940
1933
1963
Chobei Takeda sets up his business and begins selling traditional Japanese and Chinese medicines in Doshomachi, Osaka. It was the beginning of today’s Takeda.
Implementation of Research and Development activities and creation of new pharmaceutical products.
Takeda becomes the first Japanese Company to import western medicines.
Beginning production of own medicines after the purchase of a factory in Osaka, Japan.
The Nori principles, the basis of Takeda-ism, are established, showing the conviction that people are the basis of the Company’s success.
Takeda Medicinal Plant Conservation Garden opens in Quito, Japan.
The Takeda Science Foundation is established to encourage promising research and science technologies in relevant fields.
The Shoshisha Foundation is created to support talented, deserving students who lack financial means to pursue their studies.
1960
Our Timeline 2008
20092018
2016The acquisition of Millennium Pharmaceuticals promotes innovation in Oncology.
Takeda, Kyoto University and CiRA (Center for iPS Cell Research and Application) join efforts to form T-CiRA and advance the future of regenerative medicine.
Takeda joins the United Nations Global Compact and strengthens CSR activities.
Nycomed acquisition expands Takeda’s global presence to more than 70 countries around the world.
Takeda joins the LEAD Program to implement and disseminate the 10 Global Compact principles in human rights, labor standards, environment and anti-corruption.
Global acquisition of Shire Pharmaceuticals.
Takeda’s New York Stock Exchange listing.
Global Launch of the Takeda Vision 2025.
Shire integration.
20192015
2011
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RESEARCH AND DEVELOPMENT
With our partners, we build science to bring transformative therapeutic alternatives and change the lives of people around the world.
We strive to turn science into innovative medicines that may contribute to unmet medical needs by investing approximately USD$ 4.5 billion per year in Research and Development (R&D).
PATIENT SERVICE
Our patients are at the center of everything we do. Our Patient Support Programs are dedicated to positively impacting the lives of patients, their caregivers and their families.
To this end, initiatives are divided into diagnostic support and treatment support pillars.
RESEARCH AND DEVELOPMENT THERAPEUTIC AREAS (R&D)
With a robust and diversified product portfolio, in Brazil we rely on medications in the Company’s focused Research and Development (R&D) Therapeutic Areas.
They are: Oncology, Rare Diseases, Neurosciences, Gastroenterology, Plasma Derived Therapies and Vaccines.
To find out more about Takeda’s history, click here.
Research and Development Therapeutic Areas (R&D)
ONCOLOGY
PLASMA DERIVED THERAPIES VACCINES
NEUROSCIENCESRARE DISEASES
GASTROEN- TEROLOGY
Our purpose is to promote people’s well-being. To care for patients and meet their needs, we have synergy-filled fronts: Research and Development (R&D), products and patient service.
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PRESENCE IN THE BRAZILIAN MARKET
We are ranked among the top ten companies in the pharmaceutical sector, with our 1,420 employees installed in an administrative office and a quality control laboratory in São Paulo (SP), a plant in Jaguariúna (SP), a warehouse in Itapevi (SP), and the Sales Force distributed throughout Brazil.
We concentrate on Oncology, Gastroenterology, Neuroscience and Rare Diseases, our four main therapeutic areas,
as well as investments in Plasma Derived Therapies and Vaccines.
Among Takeda Global’s main operations, in Brazil we are a Growth & Emerging Markets (GEM) business unit of the Organization.
Learn more about Who We Are and our history at our website.
1 administrative office in São Paulo (SP)
Quality Control Laboratory in São Paulo (SP)
2 warehouses: Itapevi (SP) and Itajaí (SC)
Jaguariúna Plant (SP)
PRODUCTSGRI 102-2
Having a wide portfolio, we sell our products in more than 80 countries. Over the course of the year, we have maintained our focus on launching innovative products.
In all, five medicines have been launched in key areas and 11 regulatory approvals of new medicines and new indications
in Brazil, which strengthens our commitment to invest in the areas that are the Company’s focus.
For the next fiscal year 2020 (April 2020 to March 2021), we are forecasting eight launches, already under the process of alignment and internal preparation.
ONCOLOGY
RARE DISEASES
NEUROSCIENCES
VACCINES
GASTROEN-TEROLOGY
PLASMA DERIVED
THERAPIES
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3STRATEGY
ReputationTrust Business
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CORPORATE GOVERNANCEGRI 102-18 | 102-22
We maintain a transparent and ethical posture in our relationship with all stakeholders through our Corporate Governance. As such, we promote the sustainability of Takeda Brazil while ensuring the generation of long-term value, always aligned with global guidelines.
Committees
Our Committees are collegiate decision-making bodies, headed by the Local Executive Committee, called Brazilian Leadership Team (BLT), which meets monthly for discussions regarding corporate strategy, operations and performance. The BLT is formed by a team of 14 executives, all internal employees*.
Check out the list of our Committees:
Brazilian Leadership Team (BLT);
Extended Brazilian Leadership Team (EBLT);
Integrated Therapeutic Area Review (ITR);
Patient Services Committee (PSC);
Patient Advocacy Groups Committee (PAGC);
Patient Access Committee (PAC);
Pipeline & Portfolio Management Committee (PPMC);
Ethics Compliance and Risk Management Committee (ECO&RMC);
Corporate Social Responsibility Committee (CSR);
Crisis Management Committee (CMC);
Sales Force incentive compensation Committee (COMPREM);
Internal Commission on Biosafety (CIBio).
Ana Paula SalamaExecutive Director Legal, Brazil
Daniel GuedesExecutive Director, OTC
Fabiano OzorioExecutive Director, Sales
Abner LobãoExecutive Director, Medical Affairs
Eduardo AlmeidaExecutive Director, Oncology and Rare Diseases (acting)
Igor GomesExecutive Director, Business Operations and Market Access & Patient Services (MAPS)
Aruane AndradeExecutive Director, Ethics & Compliance
Eduardo HenriquesExecutive Director, Gastroenterology
Renata PiresExecutive Director, Regulatory Affairs
Joni JorgeExecutive Director, Finance
Fabio SalataExecutive Director, Hematology
Flavio PerrottiExecutive Director, Vaccines
Veronika FalconerExecutive Director,Human Resources
Renata CamposPresident, Takeda Brazil
Governance Structure GRI 405-1
Our governance structure now consists of 12 Committees and a team of 13 executives, in addition to the Presidency.
* Employees at the time the activities were performed.
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Delegation of AuthorityGRI 102-19
Our delegation of authority policy is periodically reviewed. The rules are embedded in the Company’s management systems to ensure automated control of financial decisions. Environmental and social issues are dealt with separate autonomy, with the direct participation of executives in an integrated manner, with the support of specific Committees.
For Environment, Health & Security – EHS issues, we have a global EHS team, whose leadership reports directly to the Takeda Global CEO. In Brazil, we have a team in the plant responsible for these issues, which reports the data globally.
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CORPORATE SOCIAL RESPONSIBILITY
We work to be recognized as a best in class company and world leader in the pharmaceutical industry, not only for our innovative portfolio, but also for the way we put the patient first. Transforming lives by broadening access to health while raising awareness for society, bringing alternatives that enable well-being and quality of life, is our ultimate purpose.
Following our four strategic priorities (patient, trust, reputation and business – in that order), we take a holistic approach to – in addition to create – sustain our corporate value.
To this end, we have a Corporate Social Responsibility (CSR) guideline, which aims to maintain and improve our positive impact in the social and environmental realm, making our initiatives increasingly solid while contributing to a sustainable society.
The CSR area is based on two main pillars: improving access to health, especially in geographical and therapeutic areas where unmet medical needs are greatest, and providing support for disease prevention in developing countries, contributing to the health of communities.
With a view to developing this work, we follow international references and standards such as the 10 principles of the United Nations Global Compact and the international targets of the 2030 Agenda for Sustainable Development, which contains the 17 Sustainable Development Goals (SDG).
Learn more about these commitments at our website.
Our Actions
In Brazil, the Corporate Social Responsibility (CSR) area was created in 2017 and has been implementing initiatives and actions based on Takeda’s values ever since. Locally, our focus is on promoting access to health care for patients in need.
To this end, we developed several actions during fiscal year 2019. The initiatives were very well received by our internal and external stakeholders. In 2020, Takeda Brazil’s goal is to continue ongoing projects and insert new initiatives in the calendar. Accordingly, we have disseminated our purpose and positively impacted an increasing number of people.
Learn more about the projects conducted during fiscal year 2019, on page 100.
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STRATEGIC MAP
Our Strategic Map is a graphical representation of our strategy, which encompasses global elements such as the Vision 2025 pillars, aligned with the Growth & Emerging Markets (GEM) directions and incorporating the needs of our Brazilian market. In it, we have the dimensions of people, processes, customers and finance, besides including our foundations, solid in values and Ethics & Compliance, and also an aspirational element through our ambition.
So, the Map is a tool that highlights our objectives and cooperates to achieve our purpose, allowing us to identify the critical points for our future and measure the implementation of our strategy.
Using the Strategic Map as a basis, we set goals, which can be cascaded for the entire organization, draw up plans and monitor performance indicators (KPIs) to track our projects and actions progress. These indicators are consolidated in our Balanced Scorecard (BSC), which is monthly updated, providing a snapshot of how we are
progressing towards our ambition and thus enabling the identification of any deviations in order to draw up corrective action plans.
During fiscal year 2019, we exceeded 18 of the 20 indicators, i.e., with a 90% achievement. That way, in addition to ensuring that we are moving in the right direction, we also have insight into the points that need to be focused on for improvement.
Additionally, the Map directs the creation and prioritization of strategic projects. In 2019, 12 projects were selected to be centrally monitored by the Corporate Strategy area, using project management tools and close follow-up with the leaders of each of them.
This follow-up becomes a status report of the projects that is shared with the Executive Committee, the Brazilian Leadership Team (BLT).
Every year, we review our projects in order to adapt our focus according to the most current priorities and needs.
SECTORIAL PERFORMANCEGRI 102-13
We take part in the main entities of the pharmaceutical sector with the objective of articulating and dialoguing with other companies and different actors in our segment. We comply with the codes of conduct of the Pharmaceutical Research Industry Association (INTERFARMA), the Brazilian Association of the Non-Prescription Medicine Industry (Abimip) and the Pharmaceutical Products Industry Union (Sindusfarma).
Together with Takeda’s Code of Conduct, these documents aim to mitigate acts of corruption and ethical deviations, in addition to positioning the industry’s practices within the strictest ethical criteria.
At Takeda, all employees are trained to act in accordance with these codes of conduct and make decisions based on the Company’s values.
Guided by the purpose of serving our patients’ needs, wherever they may be, Takeda Brazil also maintains a permanent dialogue with government representatives and entities in order to find solutions that continually and significantly impact the lives of our patients.
In the Executive Branch sphere, we articulate to develop dialogue in different fields:
FEDERAL: Ministry of Health;
STATE: 27 State Health Secretariats;
MUNICIPAL: main Municipal Health Departments, in addition to the nine reference centers approved by the Ministry of Health.
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Trust Reputation
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ETHICS AND TRANSPARENCYGRI 102-16 | 102-17 | 103-1
At Takeda, we are guided by Integrity, Honesty, Fairness and Perseverance, and we value individual differences to foster an increasingly diverse environment. What guides us is our corporate philosophy: Takeda-ism.
Takeda-ism
Integrity Honesty Fairness Perseverance
Recognizing our efforts, in 2019 we won the title of Best Company in Compliance in the Pharmaceutical Sector, granted by the Guia Exame. This award was important to reinforce our strategic priorities of building trust with society and strengthening our reputation.
Code of Conduct
Launched in July 2017, Takeda Global’s Code of Conduct defines the behaviors and values we expect from our employees* on a day-to-day basis, in line with the Company’s high standards of ethics and integrity. We have two versions of the Code of Conduct: one intended for employees and one that applies to suppliers and other external audiences.
The document is a resource that allows us to preserve the integrity that is in the Company’s DNA, sustaining Takeda-ism and our strategic priorities.
We keep the topic on the agenda at all times through mandatory online training for all employees, the Ethics & Compliance Committee with top leadership and our network of Ethics &
Compliance Ambassadors, composed of representatives from all Takeda Brazil departments.
Our Ethics & Compliance team has a web-based intranet hub accessible to all employees, where the Code of Conduct is available in multiple languages. Requirements and guidelines for specific activities can also be found there, as well as sessions on Ethics & Compliance awareness campaigns with a wide range of materials.
Takeda Ethics Line
Launched in 2013, the Takeda Ethics Line is a tool for formalizing the reports of employees and partners about behaviors that violate the Code of Conduct principles or our established policies and procedures.
Contact can be made by phone and through the web portal, available 24 hours a day, seven days a week, on Takeda’s intranet and institutional website. We guarantee the information confidentiality and the anonymity of the reporting person.
Code of Conduct: click here.
Get in touch: Tel.: 0800-892-0681Or click here.
* Employees at the time the activities were performed.
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Fighting CorruptionGRI 103-2 | 205-1 | 205-2
In all internal operations, we carry out a risk assessment process that identifies not only the corruption risks, but all those inherent to each business unit or support area.
In the fight against corruption, we identify risks according to the incidence probability and potential for damage. We then assess whether the mitigation measures in place are sufficient or whether we need more control tools for a particular activity.
Anti-corruption training is mandatory for all employees and takes place on our global training platform. In conjunction with this, whenever a policy or training content is updated, we disclose the need for training to the entire Company.
The Sales Force teams are trained at national conventions, with themes specifically geared to their daily work, and in-house teams are also trained on specific points about the risks related to their activities.
In fiscal year 2019, 1,241 employees participated in the Global Anti-Corruption Policy training and 1,126 in the Bribery and Corruption Prevention training, both provided in e-learning format on our global training platform. All employees are communicated about updating, launching or reinforcing anti-corruption-related guidelines.
Speak Up for Integrity
An internal global campaign, Speak Up for Integrity encourages dialogue among employees and their managers. Our aim is to promote direct communication between co-workers from different sectors, not only about ethics, but about any existing concerns.
So we provide a transparent, fair, diverse and respectful environment in which everyone feels free to express themselves, without any fear of retaliation.
Apart from the virtual training sessions, several face-to-face sessions were conducted during the fiscal year, reaching over 400 employees. In December, we also held an awareness-raising activity on World Anti-Corruption Day, a lecture by an expert in business ethics who was attended by about 120 employees.
Monitoring GRI 103-2 | 103-3
Our Ethics & Compliance department conducts quarterly monitoring programs in order to assess compliance with policies and procedures on the subject.
Should there be any non-conformities, we offer support and solutions to the respective business units so that action can be taken. This can happen through new training, coaching sessions or even disciplinary measures.
Each year, protocols are chosen to monitor specific activities. Therefore, we look closely at each activity, even those that may not have been monitored in a previous period.
We have established the practice of monitoring a group of activities to confirm that they are being conducted in accordance with internal procedures. Each fiscal year, we evaluate which activities should be maintained or included in this group, adjusting wherever necessary.
The analyses are done quarterly and the results are shared with the areas involved and the Leadership, to correct what is necessary and avoid recurrence.
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Ethics & Compliance Week
The Ethics & Compliance (E&C) Week is part of Takeda Brazil’s annual calendar of activities, which brings training and playful activities that reinforce the concepts related to the topic for our employees. In order to also engage the Sales Force, which is demanded in different locations, online activities are developed.
Training and Communication
The Ethics & Compliance training sessions were held in person and online, with a 98% participation rate at the end of the fiscal year.
We currently have 20 online training sessions, all of which are related to the Code of Conduct and the Company’s policies. The face-to-face training mainly takes place during employee meeting periods, such as the Sales Convention and Ethics & Compliance Week, held at Takeda’s office.
We tailor our training calendar to the needs of the moment.
For in-house communication of new procedures, updates, reminders and engagement in actions, we use e-mail, our corporate social network (Yammer) and support materials, such as banners posted in offices.
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5HEALTH PROMOTION
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ACCESS TO HEALTHGRI 103-1 | 103-2 | 103-3
Since 2016, Takeda has been working on a global medicine access strategy focused on geographic regions and therapeutic areas with the most unmet medical needs.
This strategy has placed us among the top five pharmaceutical companies in the 2018 Access to Medicine Index, showing that we are on the right track. Our global
medicine access approach is underpinned by the search for strategic partnerships to support the patient’s journey in Prevention, Awareness, Screening and Diagnosis, Treatment, Patient Support as well as Research and Development of new and innovative medicines.
Our Access PoliciesGRI 103-1 | 103-2 | 103-3
Our access policies in Brazil are focused on improving federal, state and municipal public policies and cooperation with medical societies and patient associations. They are also aimed at improving public health of the population assisted by the private health system. We work with health operators and large hospital networks so that they can provide innovative treatments to their beneficiaries.
We work with the main health agents in Brazil, cooperating to create an agenda of activities that increase access and care for the population’s health. In addition to their strategic role in the search for solutions to meet the medical needs of the population, these partnerships also
provide knowledge exchange, which in turn allows for the creation of new business models, expanding access to our products and, consequently, helping to improve the health of Brazilians.
See below our different action fronts to ensure access:
Access to medicines: Reimbursement Incorporation of Vedolizumab for patients with moderate to severe Ulcerative Colitis in the Public Health System.
Productive Development PartnershipsTo ensure access to health care in the public sector, we carry out strategic work with Productive Development Partnerships (PDP). With this new articulation, we envisioned a great opportunity to expand access to strategic medications for users of the National Health Service (SUS).
Engagement with Patient AssociationsWe have an area dedicated to the relationship with Patient Associations, whose mission is to jointly understand the experience and the burden that diseases place on patients, especially when their needs are not met. Throughout fiscal year 2019, we related to 79 associations.
We make it our priority to support projects that offer more quality of life to patients. Collaboration with associations helps us to understand the unmet needs of patients and their families and thereby seek new ways to make a difference in people’s lives.
Patient Support Programs (PSP)At Takeda, the patient is at the center of everything. To care for and positively impact patients, caregivers and family members, we have developed Patient Support Programs. These initiatives are divided into two pillars:
• Diagnostic support: we offer highly specialized services that support doctors in investigating complex conditions.
• Treatment support: reception, qualified information, personalized services and materials to support adherence to treatment as prescribed.
In the reporting period, we totaled 2,942 people benefited from our Patient Support Programs.
Patient JourneyTo further understand our main audience and to understand their experiences, we conduct in-depth studies of their experiences. So, we create patient journey maps, which are used as guides to think about solutions to welcome everyone. During fiscal year 2019, Takeda developed about six studies, involving more than a thousand patients and 300 doctors.
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REGULATORY AGENCIESPatient needs are the focus of Takeda’s work. Our main goal is to provide safe and effective medicines to improve patients’ lives globally.
We maintain our integrity in research, manufacturing and distribution processes, as well as in other activities, consistently applying the company’s philosophy, as well as respecting the legislation and regulations of each country where we operate.
For this reason, we maintain an ethical and transparent relationship with the regulatory authorities, carefully evaluating the regulations and the technical planning to better serve them.
In Brazil, our growth strategy is based on good relationships with regulatory agencies such as the National Health Surveillance Agency (Anvisa). In 2019, we ended the year with 11 regulatory approvals of new medicines and new indications.
PHARMACOVIGILANCE AND CUSTOMER SERVICE
Pharmacovigilance
Our Pharmacovigilance department is in charge of following the safety profile of the products during the after-sales. This is how Takeda makes itself present in the patients’ lives at all times of their treatment.
We internally evaluate the particularities of each medicine to ensure its safety and effectiveness. This work continues even after the products are marketed in an effort to collect and update information on possible adverse effects.
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Customer Service (SAC)GRI 103-1 | 103-2 | 103-3
Takeda’s Customer Service (SAC) provides information and technical support to health professionals, consumers and customers in general, providing answers to a wide variety of questions about the products, always focusing on excellence and customer satisfaction.
Data management and work in partnership with other internal areas are important and allow the SAC to contribute to the construction of strategic knowledge for the Company and make the business stronger, since it guides its actions on the patient and on the Takeda’s values.
For the services, we follow the Standard Operating Procedure (POP), which determines how they should be done and which are the consultation sources, the internal support areas, the verification and validation of available information, monitoring and key indicators, among others.
The tool is constantly improving, incorporating new digital resources so that we always have the best possible communication channel.
During FY 2019, our SAC won several awards:
Best Customer Service (SAC) of the Pharmaceutical Industry, according to the magazine Consumidor Moderno (Modern Consumer) and the National Congress of Business-Customer Relations (CONAREC), held by the Grupo Padrão;
RA1000 Certification, from Reclame Aqui website;
5th place in the Época Negócios Reclame Aqui Award;
MESC Institute’s Top 10 Professionals in Excellence in Customer Relationship;
100 Best Companies in Customer Satisfaction, from MESC Institute.
This acknowledgement also came internally, through one of the winning projects in Best Practices from GEM, at the meeting held in Madrid in 2019, and the 2nd place in the Highlights Award for internal projects focused on the patient.
QualityAside from complying with applicable legislation and the Code of Conduct, in both internal and external versions, our SAC is also regularly audited by Takeda Brazil and Global Quality areas. We are required to conduct two annual audits.
Our suppliers are also audited for compliance with the needed requirements to provide quality service in accordance with our environmental, social and economic principles in order to build a sustainable operation. Find out more on page 98.
Our entire supply chain is traceable. We check the information according to the analysis certificate provided by the manufacturer and take samples to certify the condition of the materials received, ensuring they are suitable for use.
Each batch has its own production order and can be tracked by the SAP System. We also insert barcodes into the cartons and leaflets, seal the medicines with glue to avoid tampering, and incorporate a patch on the outside of the cartridge called reactive ink. This area attests to the originality of the material and reveals our logo when rubbed with a copper item.
During fiscal year 2019, there were no records of counterfeit Takeda products.
This is how we guarantee quality control throughout our value chain, so that our service can be sustainable, with excellence and meet the expectations of our customers.
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CUSTOMER ACTIONCUSTOMER ACTION
Customer Action is a way to harmonize our productivity tools focused on the patient’s journey, as part of our technological development strategy to improve our relationships.
Takeda Brazil was the first unit to integrate Customer Relationship Management – CRM tools.
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Pharmacies and Distributors
We put the patient at the center of everything Takeda does. In 2019, we implemented the Customer Service department in the Company, which has been standing out in terms of dialogue with pharmacies and distributors.
Aiming to expand this dialogue, we have developed a new concept of excellence in
service, which allows us to discuss projects and implement solutions that improve business performance.
Our care for this audience is also evident in our relationships, valuing ethics and transparency with our customers, especially pharmacies and distributors.
We provide products through partner distributors that increase our market capillarity and strengthen the relationship with all publics and customers. The distributors are responsible for delivery in all regions of this continental country. We also have two service channels throughout the country:
Retail distributors, who work directly with pharmacies.
Hospital distributors, focusing on hospitals, clinics
and public agencies.
We have built integrated plans with these partners to ensure our excellence through quality service, efficiency in execution and innovation of products and processes,
generating credibility in the market. There are more than 100 professionals in the company who visit about ten thousand pharmacies throughout Brazil.
Best In Class (BIC) SurveyEvery year, we organize the Best In Class (BIC) survey to assess how we are perceived by our customers. The results are used to consider new solutions and offer excellence in Customer Service.
Takeda is today one of the benchmarks of the commercial model in the pharmaceutical market (retail and nonretail), appearing for five years as Top 3 in the Best In Class indicators.
For the BIC – Customers survey, we used four key questions:
1 Does Takeda have a visible commitment to the therapeutic classes?
2 Does Takeda guarantee patients’ maximum access to treatment?
3 Does Takeda understand customer needs and provide customized solutions?
4 Does Takeda have long-term relationships?
TARGETBeing perceived as best in class by customers.
RESULTImprove reputation and strengthen financial performance.
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PROFILEGRI 102-8 | 401-1
Our people are our distinctive feature.
At Takeda, we know that our achievements and growth are a direct result of the efforts and dedication of our employees*. They are the ones who move us toward our mission, through collaboration and commitment to the purpose of the Organization.
1,420 employees
Type of Contract**
Gender
Type of Contract**
* Employees at the time the activities were performed.** The definition for “type of contract” refers to the temporary work instituted by Law 6.019, of January 3, 1974.
FEMALE
PERMANENTPERMANENT
MALE
TEMPORARYTEMPORARY
52%
53 34
686 647
739
68148%
Employment Type
MALE FEMALE
Full time 652 694
Part-time 29 45
Contract Types by Region
REGION PERMANENT TEMPORARY
North 9 1
Northeast 64 4
Mid-West 27 2
South 77 5
Southeast 1,156 75
We also have outsourced workers, service providers, allocated in general maintenance, general services, information technology, logistics, in-house restaurant, etc.
We have no doubt that in order to continue transforming and improving people’ lives around the world, Takeda needs to attract, retain and develop distinctive talent and be absolutely dedicated to our mission. This is how we build our culture strongly based on values and operational excellence.
In people management, our efforts are divided into four priority themes:
TALENT ACQUISITION careful and in line with Takeda’s skills and values;
PERFORMANCE MANAGEMENT which favors distinctive contribution;
TRAINING AND DEVELOPMENT ACTIVITIES to support the employee’s continuing development;
RECOGNITION AND REWARD to celebrate the achievements and value those who stand out.
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Talent AcquisitionGRI 102-8
Our gateway to the Company, the Talent Acquisition area is responsible for identifying professionals who match our philosophy and the technical qualification demands.
We have developed a careful eye to recruit professionals who are both exceptional and aligned with our values.
Integration
When they join our team, new employees receive special attention in their welcome. We provide a welcoming moment, with breakfast and integration among co-workers and offer an informal and communicative environment, where people feel free to disagree and give suggestions.
We also have the Buddy Program, a more personalized form of coaching, in which co-workers are called buddies of the newly recruited professionals and are available to guide and support them in their doubts and needs during adaptation.
Benefits
Our employees have an extensive benefits package covering their families.
In 2019, following the Shire integration process, we had the harmonization of ten benefits for all employees, particularly those related to our employees’ children:
STORK PROGRAM with extended leave for fathers and mothers, which also covers their spouses.
DAY-OFF on the birthday as well as for parents on their children’s birthdays up to 12.
TAKEDA TEEN provides a day of experience between parents and young children in the Company.
SUMMER JOB for children of employees who are in college, lasting two months: January and February.
TAKEDINHOS event on children’s day when employees take their children to work.
Performance Management
Employee Hotline
Our Performance Management process is guided by the Quality Conversations methodology, which aims to promote constant and quality dialogue between leaders and their teams. This way, we build trust and mutual respect relationships, in which everyone feels seen and heard with attention.
Employee performance is evaluated annually, with the results of individual goals and objectives (“what we do”) and demonstrated competencies (“how we do it”) as criteria.
To receive questions and suggestions from Takeda employees related to any topic in the Company, we created the “Fale Conosco” (“Contact Us”) channel, which allows us to direct questions and ensure adequate feedback, always in a confidential manner.
The management of the Channel is carried out by the Human Resources area, which forwards questions and suggestions to those responsible and reports back to the employee within 48 hours.
MyFlex Program
Allows employees to customize their benefits package annually depending on their priorities and according to their standard benefits package, determined by job title and number of dependents.
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DEVELOPMENT AND RECOGNITIONGRI 103-1 | 103-2 | 404-1 | 404-2 | 404-3
Our operational excellence depends on keeping our employees engaged and aligned, in a permanent evolutionary movement. To do so, we count on Career Development Programs that enrich the learning of our talents and promote their technical and behavioral improvement.
Takeda offers different development modalities to all audiences, such as job rotation, mentoring, coaching, training matrix, Takeda University, educational grants, technical training, global training, Accelerator Program and Leadership Academy, among others.
Our goal is to empower employees to make assertive decisions in line with our strategic planning. This is only possible through constant knowledge building and sharing, working in the present to ensure an increasingly bright future.
Total Training Hours
6,036HOURS
Average hours per employee
Leadership 14 hours
Employees 25 hours
Training hours by gender
Average hours per employee
Male 21 hours
Female 20 hours
FEMALE MALE
3,880
2,156
Takeda University
Our Corporate University features a distance learning campus and over 200 courses divided by schools and knowledge areas: Medical, Economics and Finance, Operations, Business, Strategy and Marketing, Compliance and Leadership.
Open online courses are available, with videos, games and several modalities. Takeda University relies on our Strategic Map (learn more on page 32) to plan the courses and maintain the high level of employee engagement.
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Training ActionsGRI 103-3
Throughout the year, we provided training in various topics and specific areas, adapting our learning offer to the needs of the entire staff. Aspects such as culture of efficiency and productivity, responsible performance, compensation principles and meritocracy concepts, among others, are addressed.
We also have specific programs for leadership, such as the Practical Leadership Program (PLP) and the Leadership Academy. We also have additional and more specific programs, such as coaching and mentoring tools, offering graduate grant, MBA and language study to eligible employees, among other development tools.
Training for the Sales Force
We have developed specific training for our Sales Force in order to maintain the continuous improvement of these employees, who are in constant contact with other Takeda stakeholders.
100% of the Sales Force employees go through these training sessions.
IFT ACCELERATOR:
It has the objective of accelerating the development of our field talents to take on managerial positions, ensuring high levels of internal performance. It also works with technical knowledge about scientific studies, of our products or of our competitors, besides elaborating contact strategies with opinion leaders and extremely specialized medical professionals.
SPECIALTY CARE CAPABILITIES:
Its purpose is to disseminate knowledge of the Specialty Care market in Takeda’s various lines of action, through the availability of online content and specialized consulting services.
Recognition and Reward
Strategic We recognize best practice projects that are aligned with the Company’s Strategic Map and priorities. Nominations are made by the directors, who may nominate up to five projects in one of the following categories: Focus on Patient, High Efficiency and High Performance.
Outstanding Contribution and TOP Stars
A process that values employees who have shown high performance results and have exceeded their goals, with recognition for a professional in each area of the Company.
Jubilee
We recognize the dedication of our employees with a tribute for tenure, held in the first year and every five years.
Continuous Improvement Employees and trainees can enter practices aimed at improving the categories of Quality, Products, Innovation, Hygiene, Safety and Environment. The projects are evaluated by the Executive Committee. In fiscal year 2019, seven projects were registered.
Expression of Values Recognition of Takeda’s internal values through vouchers that can reward integrity, fairness, honesty and perseverance.
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CertificationsGRI 103-1 | 103-2 | 103-3
Our actions to take care of the people who work at Takeda have guaranteed us, during fiscal year 2019, the achievement of nine certifications and awards:
2x Guia Exame(2018 and 2019)Women in Leadership
8xTop Employer(2013 to 2020)
5x Glassdoor(2016 to 2020)–4th overall ranking–1st among Pharmaceutical Companies–10th place in Quality of Life
2x Época 360(2018 to 2019)People Category
Brazil
Besides contributing to our priority of building trust and boosting our reputation, these awards show us that we are on the right track, positively impacting the lives of employees and their families.
3x (2017, 2018 and 2019)
3x (2017, 2018 and 2019)
1x (2019)
1x (2019)2nd best company
6x (2014 to 2019)
GPTW
SPONSORSHIP:
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DIVERSITYGRI 405-1
We are working on our trajectory to be recognized as an inclusive, diverse and egalitarian company. To do so, we rely on an organizational culture of respect, in which honesty and empathy are indispensable. We celebrate our differences and are proud of Takeda’s efficient and plural team.
Currently, women represent over 50% of the total workforce, holding 44% of leadership positions (coordinators, managers, associate and executive officers) and 40% of the Business Leadership Team (which comprises the Company’s Executive Board and the Presidency).
UP TO 30 YEARS BETWEEN 30 AND 50 YEARS OVER 50 YEARS OLD
Executive Board - 78% 22%
Employees 16% 74% 10%
Diversity Program
In 2019, we launched the Takeda Brazil Diversity Program. To work with robustness on this issue, we count on the support of its Executive Committee, which placed the topic on its Strategic Map to directly follow its evolution.
The Program was built around five themes, in line with market practices and internal needs: LGBTI+, Racial, Age, Person with Disability and Gender. For each theme, a committee was created, in which the ambassador is a member of the Executive Committee.
To encourage our employees to take a leading role in the Program, we opened applications for committee members and 94 professionals have applied voluntarily.
With the committees established, we began designing the activities that guided the project in fiscal year 2019. Our main objective is to positively impact our people’s lives, sowing understanding and harvesting inclusion, through education and knowledge, to combat prejudices and biases.
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Diversity and Racial Inclusion Committee Responsible for the Racial Diversity Week, the Committee held, during the event, a lecture with opinion leaders on structural racism and alternatives for a more inclusive society.
Books on the subject were also raffled off and we had an action on African foods. It was a week rich in discussions, analysis and reflections on structural racism and its consequences for people and the corporate environment.
We have also made a commitment to the Business Initiative for Racial Equality throughout the year. With this initiative, we publicly reinforce the commitment to racial equality and intolerance to any prejudice speech.
Furthermore, we have a partnership with Zumbi dos Palmares College, through which we disclose vacancies available at Takeda for students of the institution, with the objective of attracting more Afro-Brazilian professionals.
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LGBTI+ Diversity and Inclusion Committee The Committee signed the LGBTI+ Forum charter and carried out actions during the year to give visibility to the issue within the Company, such as the permanent display of the LGBTI+ flag at the company’s entrance, which reinforces our commitment to diversity and to the LGBTI+ community.
The signing reconfirmed the importance of promoting equal opportunities and fair treatment for all people, respecting their sexual orientation and gender identity. At the same time, we have joined our efforts to make the 10 Company Commitments to LGBTI+ rights a reality and bring benefits to society as a whole.
To celebrate the signing of the letter, badges were distributed to employees and, during the LGBTI+ Parade period, Parade Kits were raffled off, with T-shirts, flags and squeezes, and we reinforced the importance of the date and the event with tips for our employees to enjoy the party safely.
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Age Diversity and Inclusion Committee With the purpose of encouraging integration among professionals of different age groups, the Committee held a lecture on conflicts between generations. We clarified the topic and started this discussion with teams made up of professionals of different ages and with different visions. In addition, we also disclosed 55+ internship vacancies and the Summer Job program for employees’ children.
EMPL
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Diversity and Inclusion of People with Disabilities Committee In 2019, the Committee partnered with Social Action for Equality of Differences (ASID), offering leadership training. The goal was to reach all the company’s leaders, demystifying the role of the professional with disabilities in the labor market. We also disclosed all available positions at Takeda as an incentive for people with disabilities to apply, because we believe that a more diverse and inclusive company generates better results.
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Diversity and Gender Inclusion Committee We have signed the United Nations (UN) Declaration of Principles of Women’s Empowerment and have joined a group of global companies committed to promoting women’s empowerment and gender equity.
Apart from this public commitment, the Committee carried out several actions during the year to raise the debate on the subject at the Company. We highlight the actions Pink October, Blue November and Women’s Day, in which we held a special breakfast for everyone at Takeda and made an action for the empowerment and recognition of our women.
A popcorn movie session and a discussion group on gender roles were held. The Committee also held Family Day, inviting professionals to send photos of their families. A presentation of photos on Corporate TV, filled with families from different backgrounds, once again celebrated the diversity. Still in celebration of Family Day, a cooking contest was held, with the most outstanding recipes in the lives of our people.
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COMMITMENTSGRI 102-12
Business Initiative for Racial EqualityIn 2019, we undertook the Business Initiative for Racial Equality, in partnership with Afrobras. The goal is to promote racial equality and provide a safe environment
for all. With this initiative, we publicly reinforce our commitment to racial equality and intolerance to any kind of racist speech and attitudes. We also made vacancies available at Takeda for students from Zumbi dos Palmares College in order to attract more Afro-Brazilian professionals to Takeda.
LGBTI+ Business and Rights ForumWe are committed to the LGBTI+ Business and Rights Forum, with the aim of recognizing the rights of the LGBTI+ community and promoting human rights in general. The signing confirmed the importance of promoting equal opportunities and fair treatment for all people, respecting their sexual orientation and gender identity.
At the same time, we have joined our efforts to make the Company’s 10 Commitments to LGBTI+ rights a reality and bring benefits to society as a whole.
Women’s Empowerment Principles United Nations (UN)We have signed the Declaration of Principles of Women’s Empowerment established by the United Nations (UN), considered by global companies committed to promoting women’s empowerment and gender equity. By signing the Declaration, Takeda showed its support for these principles and adopted them as guidelines for its actions.
To learn more, click here.
To learn more, click here.
HEALTH, SAFETY AND WELL-BEINGGRI 103-1 | 103-2 | 103-3 | 403-1 | 403-2 | 403-3 | 403-4 | 403-5 | 403-6 | 403-7 | 403-8 | 403-9
| 404-2
Caring is our calling. We take care of everyone’s health, and that could not be different with people on our own team. That is why occupational health and safety (OSH) for our employees is a priority for Takeda.
We have processes and tools to take care of OSH based on the organization’s principles, defining responsibilities and giving directions to employees. Risk control is achieved through coordinated actions for planning and implementation, while monitoring the performance of our OSH management is done through key indicators measured internally. We also perform internal audits to verify the effectiveness and performance of this aspect.
To control, mitigate and investigate risks, we use tools such as the Ishikawa Diagram (Causes and Effects), Failure Tree and Preliminary Risk Analysis (APR). Each year, we also draft studies according to criteria of anticipation, recognition, evaluation and risk control.
We provide specific OSH training through our Internal Commission for the Prevention of Accidents in the Workplace (CIPA), as well as accident prevention alert activities.
We monitor our OSH activities through a specific Occupational Medicine software. With this software, we generate indicators in an automated way, such as the number of open Workplace Accident Communications (CATs), number of absences with or without injuries, work accidents, doctors’ certificates and complaints regarding health and absenteeism. We have also adopted indicators to monitor incidents with our Sales Force.
Our employees have the right to refuse work in risky situations, in accordance with the current regulation (NR1). In addition, before risky activities, an occupational anamnesis is performed, in which we measure blood pressure and heart rate and a psychosocial analysis is performed by our work nurse. We identify ergonomic risks – for which we have specific programs, such as Ergonomic Assessment – as the main impacts on Occupational Health and Safety.
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Health and Wellness Programs
We conduct periodic physical exam campaigns on our premises and direct Sales Force employees to accredited clinics, with appointments made by our work nurse.
With a focus on individual prevention, the Company offers reimbursement of 50% of the value of vaccines taken in private clinics. The exception is the flu vaccine, which is applied every year in internal campaigns at the headquarters and at the Sales Convention.
We make available to the employees a gym in the office, with full-time teachers, and space for gym classes, taught by specialized professionals. The employees also have the benefit of Gympass for partner gyms.
With Sodexo Apoio Pass, we offer free 24-hour telephone assistance, psychological, legal, financial and social guidance.
MYBALANCE PROGRAM
With the aim of giving greater visibility to the quality of life initiatives that we have already carried out, such as making fruit available in the office, massage, meditation and mindfulness, we created the MyBalance program.
One of the program’s deliveries is the calendar that shows the week’s activities, day by day, enabling people to schedule themselves to enjoy them.
VIDALINK PROGRAM
It offers free medicines produced by Takeda to all employees, their legal dependents and their parents.
EINSTEIN CONECTA
The Einstein Telemedicine service is another possibility for online support to employees and their dependents since the face-to-face service increases the risks of exposure to various types of viruses and diseases.
This allows a doctor at the hospital itself to clarify questions and how to proceed in health matters, 24 hours a day, seven days a week.
The benefit was launched as a measure for the COVID-19 pandemic and will be maintained permanently.
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7ENVIRONMENTAL IMPACTS
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ENVIRONMENTAL MANAGEMENT
We are aware that a brighter future for everyone implies a world with a higher quality of life. This depends directly on our care not only for people, but also for the environment. We are evolving in our environmental management, seeking to become a Company that generates less and less impact on the environment, with reduced consumption of natural resources, atmospheric emissions and the disposal of waste and effluents.
We have established environmental quality objectives and goals to achieve this commitment, charting the path we need to follow to attain what we believe in. We also work on raising employee* awareness of the issue.
Our plant has a robust Environmental Management System (SGA), through which we have professionals dedicated to developing continuous improvement projects. Our environmental policy is linked to Takeda Global’s standards and ISO 14.001.
Following are the initiatives to promote sustainable operation at Takeda.
* Employees at the time the activities were performed.
EMISSIONSGRI 103-1 | 103-2 | 103-3 | 305-1 | 305-2 | 305-5 | 305-7
We are dedicated to being ever more eco-efficient, doing our part to reduce and mitigate climate change.
To do so, we monitor our Greenhouse Gas (GHG) emissions, following the international guidelines of the GHG Protocol. Our goal is to promote the reduction of these emissions, year after year. In the last fiscal year, we achieved a 3% reduction compared to the previous year.
EMISSIONS IN TONS OF CO2e
Scope 1* 2,809
Scope 2** 1,349
* Scope 1: referring to emissions from the burning of natural gas by boilers.** Scope 2: considering CO2 based on our location and monthly consumption obtained from energy bills. We are working to determine the emissions of scopes 1, 2 and 3 with precision and comprehensiveness.Note: Scope 3 comprises emissions arising from the company’s activity, but from sources that do not belong or are not controlled internally.
* Values obtained through atmospheric sample analysis, performed by an ISO 17.025 accredited laboratory.
Other emissions in KG*
TOTAL EMITTED EMISSION FACTOR CATEGORY
693 0.18 NOx
361 0.08 NOx
72 0.009 SOx
31 0.008 Particulate Matter (PM)
114 0.28 Particulate Matter (PM)
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ZERO-CARBON PROJECTIn order to reduce the impacts caused by our operation, we are developing the Zero Carbon project, which aims to neutralize carbon emissions from our plant in Jaguariúna (SP) by acquiring electricity from 100% renewable sources.
The project is in progress and we have already signed a contract with a large incentivized energy company. The factory, which is connected to the incentivized energy system, already reaches the zero-carbon mark for scope 2.
Other works are being developed for scopes 1 and 3, in order to quantify in a complete way and take an inventory of the emissions. This way, we can develop more ambitious reduction or neutralization projects.
ENERGYGRI 103-1 | 103-2 | 103-3 | 302-1 | 302-3 | 302-4
In 2019, we made improvements to become progressively more energy efficient. We changed some equipment, such as coolers and compressors, and replaced common lamps with LED ones.
As a result, we had a reduction of 436,648 kWh compared to the previous year. In the period, we set a production record since the foundation of our plant in Brazil, which reinforces our dedication to more eco-efficient processes: we produce more and reduce our energy consumption.
Energy consumption in kWh ENERGY INTENSITY*
= 0.23 kWh/SKU* The value represents the total amount of electricity consumed (in kWh) divided by total annual production (in SKU - units).
Each year, we set targets that take into account our production volume and all projects that will increase or reduce consumption. In fiscal year 2019, we had set an intensity of 0.30 kWh/SKU and the target was exceeded.
For next year, our goal is to reduce the target of 0.30 by 13%. Each year, we challenge ourselves to produce more by consuming less.2018 2019
18,455,535 18,018,887-436,648
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MATERIALS CONSUMEDGRI 301-1
Renewable*
TYPE OF MATERIAL TOTAL CONSUMED IN YEAR (UNIT)
Plastic packaging 101,742,014
Package leaflet 88,915,333
Paper cartons 63,496,929
Plastic labels 35,075,181
Plastic applicators 15,154,050
Plastic/aluminum tubes 12,919,320
Cardboard boxes 1,316,419
TYPE OF MATERIAL TOTAL CONSUMED IN YEAR (KG)
PVC/ALU Blister 153,907
Aluminum film 95,845
Vegetable oils 64,249
Cornstarch 27,400
Natural extracts 22,772
TYPE OF MATERIAL TOTAL CONSUMED IN YEAR (L)
Ethyl alcohol 180,000
Non-renewable*
TYPE OF MATERIAL TOTAL CONSUMED IN YEAR (KG)
Sorbitol 272,976
Polyethylene glycol 53,100
Talc 37,100
Vitamins 15,532
Caffeine 7,200
Synthetic Aromas 1,580
Synthetic Essences 1,122
Synthetic Dyes 510
* All raw materials are purchased from suppliers.
WASTEGRI 103-1 | 103-2 | 103-3 | 306-2
In recent years, we have shown a continuous decrease in our waste production. During the last fiscal year, we generated 774.8 tons of waste, an 18% reduction compared to the previous year.
Disposal of hazardous waste
TYPE OF WASTE WEIGHT (KG) DESTINATION*
Medicines, contaminated packaging, filters, cloths, PPEs and raw material waste
152,740 Other
Chemical reagents with heavy, toxic and flammable metals
5,428 Incineration
Electro-electronics 3,778 Recycling
Microbiological residue 3,556 Incineration
Lubricating oil 437 Recovery
Non-hazardous waste disposal
TYPE OF WASTE WEIGHT (KG) DESTINATION
Paper and cardboard 225,210 Recycling
Metals 107,367 Recycling
Wood 81,170 Recycling
Plastic 72,926 Recycling
Grease box sludge 48,000 Other
Organic (restaurant) 27,240 Landfill
PVC/ALU Blister 23,370 Recycling
Non-recyclable (bathroom, stickers, tapes etc.) 17,470 Landfill
Glass 4,890 Recycling
Kitchen Oil 1,231 Recycling
* Destination method performed in accordance with the requirement of the environmental agency, Companhia Ambiental do Estado de São Paulo (CETESB).
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Zero Landfill Project
With the purpose of reducing and neutralizing the impacts of our operation, we developed the Zero Landfill Project. With this project, we zeroed the sending of waste to landfills, which are now destined for recycling, coprocessing or composting.
Our plant is the 1st Takeda Global to achieve this great, transformative result!
This also includes our construction waste, which is sent to a separation and crushing plant.
The initiative, disruptive in the pharmaceutical industry, is studied as a benchmark by some partners to verify the possibility of also implementing it in their companies.
To make this possible, we built a new environmental vision, in which we considered from the creation of objectives and goals to the formation of a multidisciplinary team and a monitoring and measurement system. Thus, we developed new projects and engaged all plant employees.
2016 2017 2018 2019 mar/2020
20.0
25.5
32.6
45.0
0.0
With the approval and participation of the employees, we were able to benefit from diverse ideas and develop new projects, including for other environmental aspects. We eliminated toilet waste (toilet paper) with the use of water-soluble paper and even our paper towels are recycled.
Zero Landfill ProjectWaste destined to landfills (tons)
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WATER AND EFFLUENTSGRI 103-1 | 103-2 | 303-1 | 303-2 | 303-3 | 303-4 | 303-5 | 306-1
Water Consumption* Water withdrawal by source (m3)
Water Use
GROUNDWATER
PRODUCTION PROCESSES (E.G. MEDICINES)
COOLING TOWERS
WATER FROM THIRD PARTIES
55%
14.5%52.7%
61,127
49,91945%
32.8%
Of which 27,507.15 m³ are from water stress areas.
* It is the total water withdrawn minus the discarded water.Note: 1m³ is equivalent to 1,000 liters.
HUMAN PURPOSES (E.G. RESTAURANT AND GARDENS)
61,490m3
Type of effluent discarded (m3)Discarded Water
INDUSTRIAL EFFLUENTS SANITARY EFFLUENTS
20%9,911.20
39,644.8080%
49,556 m3
Total third-party water discarded m3
27,255.80
Total groundwater discarded m3
22,300.20
Our effluent disposal takes place in the public network, after our treatment process. Afterwards, the effluents also go to external treatment, at the Effluent Treatment Station (ETE) administered by the Jaguariúna City Hall (SP), before reaching the Camanducaia River, which is the final receiving body, in other words, the effluent goes through two treatment moments.
All our effluent disposal is regulated by the resolution of the National Environmental Council (CONAMA), to which we fully comply, with values above expectations.
Currently, our quality standard is around 94%, reaching 99% in some months.
During the process, the in-house laboratory of our treatment plant performs weekly sample collections and generates results. We also perform a monthly collection by an external laboratory to compare the generated data.
At the end of each month, they are logged in the public agency that manages the sewage, proving that we meet all standards.
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We pay attention to all the substances discarded in our effluents, prioritizing Bacitracin Zinc, present in antibiotic ointments, which can impair the water treatment if it is not disposed of very carefully.
With this in mind, we have developed a pre-treatment of the effluents that come from the ointment plant. This process, which has served as a benchmark for other pharmaceuticals companies, consists of a physical-chemical system that is able to remove the compound and degrade it into non-dangerous materials such as CO2. This effluent then flows into our station with no risks to the system.
Zero Effluent ProjectGRI 103-3
In 2019, we started the mapping project of our water use to propose solutions to avoid waste. Our goal is to make the Jaguariúna (SP) plant our first Zero Effluent plant, with the completion of the project planned for the first half of 2021.
In the process, all effluent generated will be incorporated into an ultrafiltration and reverse osmosis unit, which will generate purified water to be returned to the utility system. This will help to reduce our consumption of mains water and make us less dependent on external sources of the resource.
The project will also positively impact the gas and energy consumption of the boilers, since the water will have less salts (due to purification), which cause the pipes to become encrusted and increase the need for heat.
All remaining water from the ultrafiltration process will be donated to the local city hall for watering gardens and cleaning public spaces.
Water Management Project
The project aims to automate our system, reducing consumption and allowing maximum water quality, installing sensors in the wells to measure the amount of chemicals inserted.
With this project, we intend to eliminate the consumption of public water, which, according to the National Water Resources Policy, must be dedicated to the population.
By doing so, in addition to contributing to increasing water availability for the municipality and its population, we will become self-sufficient, reducing the risk of production stoppage in the event of a shortage of the resource.
We can already see that the total discarded (water produced) is very close to that generated by the two wells. With the use of the effluent, we will be able to maintain the plant with only the two wells, without the need to drill new ones, in case of production increase.
Together, the two projects will eliminate our disposal on the public network and take advantage of 100% of the waste from the osmosis process.
With the participation of the manufacturing population, we also developed detergent change projects, which helped to reduce water consumption in line and reactor washing by more than 100 m³, as well as the sanitization project, which reduced our consumption by more than 100,000 liters/year of water.
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DISPOSAL OF MEDICINESGRI 103-1 | 103-2 | 103-3
We pay close attention to the post-consumption of our products, that is, the medicines that are discarded by consumers after use. Therefore, we have collection points installed in several pharmacy networks, in which a supplier partner collects the materials, disposes of them correctly and sends us reports for online follow-up.
During the fiscal year, we collected 163 tons of medicines that were not consumed and returned them to the plant to be sent for proper destruction.
95% of this material went to co-processing and generated electricity and raw material for cement manufacturing.
We are also implementing reverse logistics in drugstores throughout Brazil, with annual reduction targets aimed at full collection by 2021. In partnership with INTERFARMA and BHS, we have already collected 1.8 tons of medicines discarded by patients to send them for correct disposal.
To learn more about the project and get to know where is located the nearest collection point, click here.
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Patients ReputationTrust
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SUSTAINABILITY IN THE SUPPLY CHAINGRI 102-9 | 102-10 | 103-1 | 103-2 | 103-3 | 308-2
At Takeda, we understand the importance of having a transparent and trusting relationship with our suppliers. Therefore, we work closely with our supply chain, working together so that the entire value network operates with excellence and in a sustainable manner.
In addition to the specific Code of Conduct for suppliers, we have an extremely rigorous selection process for our suppliers. We carry out due diligence checks in order to better understand who we work with.
In order to minimize/mitigate the risks of the operation with suppliers, mainly related to the management of our waste, we perform audits on site every year and have specific contracts to ensure the reliability of the documented information.
As a criterion to become our supplier in the waste chain, the interested party must be ISO 14.001 certified and have no environmental process.
Currently, we count four suppliers with potential risks that have adequate control tools, are licensed, certified and serve other large companies.
100% of our suppliers are committed, via public document, to our Code of Conduct.
Our suppliers are primarily of distribution logistics services, packaging, active ingredients for medicines, raw materials, media services and marketing.
HEALTH PROFESSIONALS
Health professionals have a major role in the dissemination of our purpose, bringing well-being and care to patients throughout the national territory. Aiming to enrich this relationship, we have developed initiatives to share technical and scientific knowledge, in addition to providing a space for the experience exchange among professionals.
Interactions with Healthcare Professionals
To guide our interaction with health professionals in an ethical manner, we have a policy with global requirements and procedures with specific local requirements. We provide training on the subject in e-learning format on our global platform.
How we interact with these professionals is also addressed in our Code of Conduct, as well as in face-to-face or virtual sessions with departments or Ethics & Compliance ambassadors.
Continuing Medical Education Program
Program that offers scientific knowledge about diseases, innovative medicines and distinguished treatments for the entire medical community. This sharing takes place in the events and lectures we promote, with the presence of national and international experts.
During fiscal year 2019, 92 programs were carried out, which impacted about four thousand doctors.
Medical Information Department
Department responsible for providing fast and efficient accurate responses to spontaneous medical appointments, putting health professionals and patients first.
Medical Affairs Area
Internal area that gathers specialized professionals to maintain the relationship with researchers, teachers and other opinion leaders, discussing and sharing scientific updates.
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IMPACT ON COMMUNITIESGRI 103-1 | 103-2 | 103-3
During fiscal year 2019, we continued the Corporate Social Responsibility projects to positively impact the communities.
We base our activities on improving access to health, focusing on geographical and therapeutic areas where the unmet medical needs and deficiencies are greatest. We also provide support for disease prevention, contributing to the health of communities.
We support non-profit institutions in two ways: through direct monetary donations or through investments in projects via tax incentives. During fiscal year 2019, we supported ten projects that benefited nine institutions and impacted more than 159,000 lives.
AMIGOS DO BEM
Donation of vehicle for patient transportThe Amigos do Bem acts in several areas in order to promote an effective transformation in the lives of the thousands of people served.
Takeda supported the purchase of a vehicle to transport doctors and patients. This will serve the people of the countryside more comprehensively and efficiently, generating better health and a brighter future for the countryside.
GRAACC
Supporting Company ProjectGRAACC Hospital has all the resources to diagnose and treat childhood cancer from a multi-professional, integrated and humanized perspective. With the donation, Takeda became part of the Investor Company Project, helping to fund the diets of patients in the ICU of the GRAACC Hospital.
ITACI Telemedicine and Wheelchair ProjectThe Fundação Criança (ITACI) aims to promote comprehensive health care for children and adolescents, primarily in the field of Clinical and Surgical Pediatrics and Hemato-Oncology.
The objective of this project is to develop a digital telemedicine environment for a second medical opinion, allowing the remote collaboration and assistance of health professionals in supporting the diagnosis and treatment of children’s cancer patients in remote health institutions, with the goal of increasing the percentage of remote care to about 25% of the total ITACI patients.
Takeda also donated eight wheelchairs to ITACI Hospital.
TUCCA Hospice ProjectThe Associação para Crianças eAdolescentes com Câncer (TUCCA) has as its mission to offer excellence in multidisciplinary assistance to underprivileged children and adolescents with cancer through integral care, as well as preparing these children, young people and their families for the continuity of their lives after the disease.
During fiscal year 2019, Takeda supported, through direct donation, the TUCCA Hospice Francesco Leonardo Beira, which aims to provide comprehensive care for children and adolescents with cancer with no chance of cure.
GACC BAHIA
Dental Service Requalification The Grupo de Apoio à Criança comCâncer (GACC) fulfills the mission of supporting and assisting the treatment of children and adolescents, with dignity and humanization.
The GACC Dental Service was implanted in 1993 with the function of performing the necessary services and procedures, as support to medical treatment, in addition to providing guidance to the patient and companion regarding food and medication.
The GACC – BA Dental Service Requalification project, supported by Takeda, consisted in the replacement of
basic care equipment, such as dental chair, sucking devices, X-ray equipment, insert kits, prophylaxis device, light curer, portable laser and compressor.
Projeto Saúde e Alegria SUPPORT TO ABARÉ HOSPITAL BOAT
The Projeto Saúde & Alegria/CEAPS works in traditional communities of the Amazon developing integrated programs in the area of social organization, health, basic sanitation, human rights, environment, income generation, education, culture and digital inclusion aiming at improving the quality of life and the exercise of citizenship.
One of the projects, the Abaré Boat, takes care of the riparian communities and with its initiatives, serves more than 15 thousand people who live in 72 communities of the region.
In fiscal year 2019, Takeda supported the work carried out through the project “Promoting the Health of the River Family in the Amazon” that the Abaré Boat offers. The donation was fully applied to basic health for riverside populations, health education and prevention campaigns, and to the medical care rounds conducted by Abaré.
These donations have impacted
more than 159,000 lives.
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Projects supported through Tax Incentives
HOSPITAL DO AMOR
Projeto Amparo ao Idoso – Lei do Idoso (Elderly Support Project – Elderly Law) The investment made by Takeda was made through the Municipal Elderly Fund of Barretos to the Pio XII Foundation, which maintains the Hospital de Amor.
The Fundação Pio XII, a senior care institution, is duly registered with the Municipal Council of the Elderly for the implementation of care services for the elderly, provided in the Statute of the Elderly in accordance with current legislation, according to supporting documents attached to this activity.
ITACI
Projeto Acolher Bem – CONDECA (Good Hosting Project)The Fundação Criança (ITACI) aims to promote comprehensive health care for children and adolescents, primarily in the field of Clinical and Surgical Pediatrics and Hemato-Oncology.
The investment done by Takeda was made via CONDECA to Fundação Criança – ITACI for the Acolher Bem project. The project’s objective is to qualify the care of
children and adolescents in the treatment of childhood cancer, making possible infrastructure and services that expand and improve the actions carried out by ITACI. Its main objectives are to improve the hospital’s internal infrastructure in relation to direct patient care equipment, to expand the care capacity of children and adolescents in treatment and to make possible actions that facilitate and stimulate the welcoming environment of the care unit.
GRAACC
Serviço de Reabilitação de Crianças e Adolescentes – CONDECA (Children and Adolescents Rehabilitation Service) GRAACC Hospital has all the resources to diagnose and treat childhood cancer, in a multi-professional, integrated and humanized perspective.
The investment done by Takeda was made via CONDECA to GRAACC for the Physiotherapy project of the Institution. The objective is to assist children and teenagers in cancer treatment at GRAACC Hospital who need physical, motor, respiratory and speech therapy rehabilitation.
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In March 2020, Takeda renovated the space of the institution Grupo de Apoio à Criança com Câncer (GACC Bahia), a non-profit civil association that guarantees assistance and support in cancer treatment for children and adolescents from vulnerable families.
We modified the space by revitalizing the garden, vegetable garden, modernizing the signs, painting, masonry service, adapting swings and dollhouses for wheelchairs, in addition to the delivery of atmosphere dedicated to teenagers.
Besides the renovation of the leisure area, Takeda has donated dental equipment to requalify the dentistry room, which has been operating in the institution for 30 years, serving children and adolescents under oncologic treatment and their families.
Volunteer Program
Voluntary work is based on solidarity and brings people together, improves their relationships and makes clear the responsibility for everyone’s development, transforming social reality.
With this in mind, we internally encourage our employees* to participate in volunteer activities.
ACTIONS OF THE YEAR
• Health Truck;• Warm Clothing Campaign; • McHappy Day; • Toys Donation Campaign;• Blood Donation Campaign; • Christmas Action;• Mobile School – GRAACC; • Hair Donation; • Solidarity Easter Campaign.
Over 4,000 people were directly impacted by our volunteer actions, which involved over 200 volunteers and resulted in the donation of 4,700 items.
We achieved a 97% approval rate from employees in the satisfaction survey. The Volunteer Program was chosen by employees as the best program in the Patient category of the 2019 Destakes Award.
Here are some of the volunteer actions in detail.
* Employees at the time the activities were performed.
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Health Truck, Destination: Better Life The first major Social Responsibility initiative that meets our four strategic pillars was the Health Truck: “Destiny: To Live Well”.
The project, a pioneer in Gastroenterology and focused on serving the population of the hinterland of Bahia, consisted of a mobile unit equipped with offices, having professionals capable of performing endoscopies and biopsies, among other fundamental exams to assess digestive health.
The Health Truck is a project in partnership with the Fleury Group and Voluntários do Sertão, with technical coordination of the NGO Horas da Vida. We left São Paulo towards the hinterland of Bahia to positively impact the lives of people in Poções, located 450 km from Salvador, in addition to residents of nine other neighboring cities.
The project was part of the Citizenship Task Force, held between April 29 and May 3, 2019 by Volunteers from the Sertão. The mobile unit’s specialized medical care included examinations for patients with low access or in the queue for the National Health Service (SUS).
Our volunteer employees have worked to serve the population, participating in these actions in favor of health promotion.
1 In partnership with Fleury Group, the patients underwent
consultations, exams, treatment and guidance.
2 A Contingency Plan has also been established:
REFER TO THE PUBLIC NETWORK patients diagnosed with diseases requiring surgical intervention and/or highly complex treatments.
FREE PHARMACY for patients who needed drugs prescribed by the project’s doctors. What was not withdrawn in the donation post made by Takeda was destined to the city of Poções (BA).
Inspiring stories
“ We can’t imagine the greatness of an event
like this! Both in its size and in personal and professional growth. Being part of it and helping them, even with a smile, is very rewarding. Gratitude to all involved for being able to build this story together. May Takeda continue to shine, bringing joy to all our patients”.
Sissi Vargas, Merchandising representative
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Results
409ENDOSCOPIES AND ENDOSCOPIES AND POST-PROCEDURE ORIENTATIONPOST-PROCEDURE ORIENTATION
501PHARMACY SERVICE PHARMACY SERVICE (PRESCRIPTIONS SUBMITTED)(PRESCRIPTIONS SUBMITTED)
466SCREENINGS BY GENERAL SCREENINGS BY GENERAL PRACTITIONERSPRACTITIONERS
225NUTRITIONAL NUTRITIONAL ADVICESADVICES
81ENDOSCOPIES ENDOSCOPIES PER DAYPER DAY
175 RETURN RETURN VISITSVISITS
818SCREENING AND POST-PROCEDURE SCREENING AND POST-PROCEDURE CARE BY NURSESCARE BY NURSES
24TAKEDA TAKEDA VOLUNTEERSVOLUNTEERS
49BIOPSIESBIOPSIES
3,293SERVICESSERVICES
241 GASTROENTEROLOGIST GASTROENTEROLOGIST APPOINTMENTSAPPOINTMENTS
For its transforming results, the project has won two awards:
• ABT Award for Excellence in Customer Relationship: in the largest award in the market for relationship with the client, the project was recognized with the Gold award in the Social Responsibility category.
• GEM President’s Awards 2019: this annual award recognizes the best projects and talents in all of the Organization’s Growth & Emerging Markets units. We were winners in the Trust category, focused on initiatives that strengthen society’s trust in Takeda. The award ceremony took place in Singapore at the end of September.
Satisfaction assessmentResearch with patients after the Health Truck Endoscopy Examination:
HOURS INFRASTRUCTURE DISSEMINATION
SERVICE PROFESSIONALS
EXCELLENT
GOOD
SATISFACTORY
BAD
83
10
0
1
82
10
0
0
82
10
0
0
82
10
0
0
72
20
0
0
111111110
Donations to the Warm Clothing Campaign 2019
The partnership between Takeda and the NGO Anjos da Noite for the clothes donation campaign was a success!
The employees assigned to the offices and the Sales Force in São Paulo participated.
Donation Campaign Result
130 items of clothing collected by volunteer workers
65 blankets donated by Takeda
195 pieces collected
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McHappy Day
In August 2019, we participated in McHappy Day, acquiring about four thousand tickets from Associação para Crianças e Adolescentes com Câncer (TUCCA).
The campaign, which has been running for 29 years and benefits institutions linked to pediatric oncology, has the participation of cancer associations throughout Brazil, employees, franchisees and suppliers, in addition to mobilizing thousands of volunteers who encourage society to embrace the cause.
Tickets were distributed to Takeda employees assigned to the office and to the Sales Force.
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Toys Donation Campaign As part of the Children’s Day schedule at Takeda, Takedinhos, we collected 158 toys for children undergoing treatment at the Instituto de Tratamento do Câncer Infantil (ITACI).
The initiative was a joint action between the employees and Takeda, where the final number of toys collected by volunteers was doubled by us in order to increase the number of children served.
Donation Campaign Result
79 toys donated by volunteer workers
79 toys donated by Takeda
158 children served by the project
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“ Knowing the entire hospital, the project and the
patients’ treatment shows us the importance of putting the patient first. Furthermore, making the children happy at such a delicate and difficult time for them and their families is a shelter for them and, for us, gratitude”.
Alex Isídio, administrative assistant for Market Access and External Affairs
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Blood Donation Campaign In November 2019, we organized the blood donation campaign in partnership with the Albert Einstein Hospital Blood Bank.
The initiative had the engagement of 17 volunteers, who contributed with their vital energy to save lives.
“ Each donation can save three to four lives. So
knowing that Takeda opens that space so that employees can contribute is very rewarding. I am very proud to work in a Company that cares about the welfare of patients and society as a whole”.
Michele Santos, executive assistant of BU OTC and the Sales Department
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Christmas Action The initiative, organized by the Corporate Social Responsibility area, had the support of 28 volunteer employees for the production of kits delivered to children, teenagers and seniors of the institutions supported by Takeda at the 2019 Christmas.
In all, 184 kits were assembled by the volunteers and we contributed with another 67 kits, totaling 251 donations, meeting the main needs reported by the institutions.
We had the opportunity to personally deliver the kits to children, seniors and children from A Mão Branca institution and Casa Ronald McDonald (GRAACC – related institution). For the patients of the Brazilian Lymphoma and Leukemia Association (ABRALE), we paid a special visit from Santa Claus.
Christmas Action Result
184 kits assembled by volunteerworkers
67 kits donated by Takeda
251 Christmas kits delivered
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“ Participating in the action and delivering the gifts
was a unique experience. I was surprised both by the elderly and the home reception and by the dedication of Takeda’s employees in delivering each gift and each letter. I had the privilege of getting tight hugs, broad smiles and leaving with my heart fuller than when I arrived”.
Aline Nascimento, Sales Force training manager
“ The feeling that stood out and what strikes me the
most to this day is the joy of seeing how much we have made a difference for those people. Participating in these actions made me grow as a human being. I think that everyone should have this experience and have this exchange: do good for someone and become a better human being for it”.
Bianca Araújo, Pharmacovigilance coordinator
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Donation to the NGO Cabelegria In the project’s second year of operation, our employees participated in the Wig Workshop and were encouraged to donate hair strands to the NGO Cabelegria, an institution that makes wigs for patients in treatments that cause hair loss.
During the workshop, participants learned about the wig making process and received information about the work of the NGO. The staff also had the opportunity to help choose wig models according to the descriptions made by the patients.
The selected wigs were included in a kit, also composed of a lipstick, a nail polish, a scarf, instructions on how to use the pieces and a letter written by the employee. The kits were sent to the patients by mail.
Check out the testimonial of an employee who participated in the workshop, besides contributing with the donation of her hair.
“ It’s a beautiful job! I think this experience and information
exchange is crucial. Knowing a little about what happens around us is the first step to think about how we can act synergistically and generate a positive impact”.
Susanna Tamachiro, Medical Affairs trainee
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Mobile School – GRAACC In 2020, for the second consecutive year, we started the month of January donating school material kits for children and adolescents in cancer treatment to continue their activities with the support of the Mobile School, an internal initiative of GRAACC, recognized by the Ministry of Education and Culture.
The project allows teachers to go to the hospital and adapt the classes to the conditions and places where the patient is, so that the student is not held back in school.
“ I see the School Supplies Campaign as a great
initiative, mainly for encouraging education. In the country we live in, this incentive is essential”.
Thais Santos, Pharmacovigilance analyst
“ É muito legal saber que a empresa também contribuiu
com kits. Você comprar os materiais escolares and saber que, com a contribuição da Takeda, eles iriam em dobro para a instituição nos empolgou em contribuir com um maior número de itens”.
Danielle Dantas, analista de Assuntos Regulatórios
Donation Campaign Result
82 school supplies kits donated by
volunteer employees
82 school supplies kits by Takeda
164 children served by the project
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“ It’s very nice to know that the company also has
contributed with kits. Buying the school supplies and knowing that, with Takeda’s contribution, they would double for the institution has excited us to contribute with more items”.
Danielle Dantas, Regulatory Affairs analyst
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Solidarity Easter Campaign The Solidarity Easter Campaign, conceived in 2019 and executed during the 2020 Easter, delivered 350 chocolate eggs to the patients of Casa Hunter, a non-profit institution assisting rare disease patients.
Even with the remote work due to the COVID-19 pandemic, our employees were able to gather a good number of donations and we contributed what was missing so that more people could be served.
“ With everything we’re going through in Brazil and in the
world, you [Takeda] have made this week special for our patients”.
Antonie Daher, president of Casa Hunter
ATTACHMENTS
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PRIORITY MAP
Patients
About Takeda------------------------------------------------ PAGE 15
Health Promotion------------------------------------------------ PAGE 43
Valuable Relationships------------------------------------------------ PAGE 97
Trust
Strategy------------------------------------------------ PAGE 25
Ethics & Compliance------------------------------------------------ PAGE 35
Employees------------------------------------------------ PAGE 55
Environmental Impacts------------------------------------------------ PAGE 81
Valuable Relationships------------------------------------------------ PAGE 97
Reputation
About Takeda------------------------------------------------ PAGE 15
Strategy------------------------------------------------ PAGE 25
Ethics & Compliance------------------------------------------------ PAGE 35
Employees ------------------------------------------------ PAGE 55
Environmental Impacts------------------------------------------------ PAGE 81
Valuable Relationships------------------------------------------------ PAGE 97
Business
About Takeda------------------------------------------------ PAGE 15
Strategy------------------------------------------------ PAGE 25
Environmental Impacts------------------------------------------------ PAGE 81
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OUR MEASURES DURING THE COVID-19 PANDEMIC
As a global biopharmaceutical leader, our priority is to protect the health of our employees* and service providers. In light of the new coronavirus pandemic in 2020, we have established a Local Crisis Committee, which is meeting
remotely every day to discuss progress and additional measures to safeguard the health of our people.
Check the measures adopted up to the time this report is published (July 2020).
LAUNCH OF LAUNCH OF MY BALANCE PORTAL MY BALANCE PORTAL dedicated to bringing together initiatives and content aimed at employees during quarantine, such as telemedicine from Albert Einstein Hospital, a hot site with information on the new coronavirus, an interaction channel exclusively dedicated to medical guidance on COVID-19 – available 24 hours a day, seven days a week – and a list of clinics with prompt availability.
* Employees at the time the activities were performed.
DISTANCE MEDICAL DISTANCE MEDICAL EDUCATIONEDUCATION through more than 90 virtual events in the various therapeutic areas of the Company, impacting about 6,000 physicians (March to July 2020).
Anticipating the
FLU VACCINATION FLU VACCINATION CAMPAIGN CAMPAIGN for employees and their families.
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OFFICE EQUIPMENT can be taken home by employees.
TO CONTRIBUTE TO THE FIGHT AGAINST COVID-19, the Takeda plant in Jaguariúna was adapted to produce 70% alcohol gel, distributed to Takeda employees and also donated to the Jaguariúna City Health Department.
SUPPORT TO THE FEDERAL SUPPORT TO THE FEDERAL GOVERNMENT AND THE STATE GOVERNMENT AND THE STATE GOVERNMENT OF SÃO PAULO GOVERNMENT OF SÃO PAULO through its call notices donating around 15 thousand personal protective equipment (PPE’s) to health professionals.
LEADERSHIP CONFERENCE AND LEADERSHIP CONFERENCE AND SALES CONVENTION SALES CONVENTION carried out entirely online.
IMPLEMENTATION OF THE DOCUSIGN SYSTEM through which contracts and documents are digitally signed.
COST AID payment of R$ 500.00 additional in the food voucher for employees and trainees.
DAILY MEDITATION AND MINDFULNESS SESSIONS conducted by professionals with extensive experience.
GUIDELINES ON GUIDELINES ON GOOD HOME OFFICE PRACTICEGOOD HOME OFFICE PRACTICE with tips for the family weekend and lectures on relevant topics such as family relations during home office and emotional health in quarantine times.
VIDEO CLASSES WITH PHYSICAL EXERCISES to do at home and partnership with the Yogi Desk tool, which provides physical activity videos, yoga and stress reduction at work.
HOME OFFICE HOME OFFICE for an indefinite period for all employees holding administrative functions and Sales Force, in addition to the delivery of kits containing bottles of alcohol gel 70% and fabric facemasks.
DONATION OF ABOUT 9 THOUSAND BASIC-NEEDS GROCERY PACKAGES to non-profit institutions with the objective of supporting socially vulnerable families.
MANDATORY TRAINING AND QUESTIONS & ANSWERS SESSIONS for employees on safety and health care upon returning to work.
Remote celebrations with employees to celebrate the end of fiscal year 2019 and the June party. #CELEBRATEATHOME
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GRI CONTENTS INDEXGRI 102-55
2019 disclosures Page /Direct Answer
GENERAL DISCLOSURES
Organizational Profile
102-1 Name of the organization Page 16.
102-2 Activities, brands, products, and services Pages 16 and 23.
102-3 Location of headquarters Page 16.
102-4 Location of operations Page 16.
102-5 Ownership and legal form
Takeda in Brazil comprises three entities: Takeda Distribuidora Ltda., Takeda Pharma Ltda. and Shire Farmacêutica Brasil Ltda.
102-6 Markets served Page 16.
102-7 Scale of the organization Page 16.
102-8 Information on employees and other workers Pages 56 and 58.
102-9 Supply chain Page 98.
102-10 Significant changes to the organization and its supply chain Page 98.
102-11 Precautionary Principle or approach We do not formally apply the precautionary principle.
102-12 External initiatives Page 76.
102-13 Membership of associations Page 33.
Strategy
102-14 Statement from senior decision-maker Page 11.
2019 disclosures Page /Direct Answer
GENERAL DISCLOSURES
Ethics and integrity
102-16 Values, principles, standards, and norms of behavior Page 36.
102-17 Mechanisms for advice and concerns about ethics Page 36.
Governance
102-18 Governance structure Page 26.
102-19 Delegating authority Page 28.
102-22 Composition of the highest governance body and its committees Page 26.
Stakeholder engagement
102-40 List of stakeholder groups Page 9.
102-41 Collective bargaining agreements 92% of employees.
102-42 Identifying and selecting stakeholders Page 7.
102-43 Approach to stakeholder engagement Page 7.
102-44 Key topics and concerns raised Page 7.
Reporting Practices
102-45 Entities included in the consolidated financial statements
The legal entities that are part of the Company and are considered in the financial statements are Takeda Pharma, Takeda Distribuidora and Shire.
102-46 Defining report content and topic Boundaries Pages 6 and 7.
102-47 List of material topics Page 7.
102-48 Restatements of information None.
102-49 Changes in reporting None.
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2019 disclosures Page /Direct Answer
GENERAL DISCLOSURES
102-50 Reporting period From April 2019 to March 2020.
102-51 Date of most recent report 2019.
102-52 Reporting cycle Annual.
102-53 Contact point for questions regarding the report [email protected]
102-54 Claims of reporting in accordance with the GRI Standards Core.
102-55 GRI content index Page 128.
102-56 External assurance None.
Management approach (for each material theme)
103-1 Explanation of the material topic and its Boundary
• Materiality: page 7• Promotion of ethics and fight
against corruption: page 36• Reputation: page 64• Employee development:
page 60• Sustainability in the supply
chain: page 98• Employee health, safety and
welfare: page 77• Impact on communities:
page 100• Disposal of Medicines: page 94• Water management: page 90• Effluent and waste
management: page 87• Energy consumption: page 85• Greenhouse gas emissions:
page 83• Quality and safety of
medicines: page 48• Access to medication: page 44• Fair pricing of medicines:
besides material, this issue is strategic for Takeda, so we do not publicly report its management and evolution.
2019 disclosures Page /Direct Answer
GENERAL DISCLOSURES
103-2 The management approach and its components
Pages 7, 38, 39, 44, 48, 60, 64, 77, 83, 85, 87, 90, 94, 98 and 100.
103-3 Evaluation of the management approach Pages 7, 39, 44, 48, 62, 64, 77, 83, 85, 87, 93, 94, 98 and 100.
Specific Content Page /Direct Answer
ECONOMIC DISCLOSURES
Anti-corruption
205-1 Operations assessed for risks related to corruption Page 38.
205-2 Communication and training about anti-corruption policies and procedures Page 38.
Specific Content Page /Direct Answer
ENVIRONMENTAL DISCLOSURES
Materials
301-1 Materials used by weight or volume Page 86.
Energy
302-1 Energy consumption within the organization Page 85.
302-3 Energy intensity Page 85.
302-4 Reduction of energy consumption Page 85.
Water and Effluents
303-1 Interactions with water as a shared resource Page 90.
303-2 Management of water discharge-related impacts Page 90.
303-3 Water withdrawal Page 90.
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Specific Content Page /Direct Answer
ENVIRONMENTAL DISCLOSURES
303-4 Water discharge Page 90.
303-5 Water consumption Page 90.
Emissions
305-1 Direct (Scope 1) GHG emissions Page 83.
305-2 Energy indirect (Scope 2) GHG emissions Page 83.
305-4 GHG emissions intensity
The intensity rate is not yet calculated as the emission inventory for scopes 1, 2 and 3 is under development.
305-5 Reduction of GHG emissions Page 83.
305-6 Emissions of ozone-depleting substances (ODS)
We do not emit ODS at Takeda. All air-cooling systems occur by cold water and the only systems that use cooling gases are supplied with R134-A or R-410-A, gases that do not damage the ozone layer.
305-7 Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions Page 83.
Effluents and Waste
306-1 Total water discharge by quality and destination Page 90.
306-2 Total weight of waste, by type and disposal method Page 87.
306-3 Significant spills None.
306-4
Weight of transported, imported, exported and treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of hazardous waste shipped internationally
The waste is neither imported nor exported.
306-5Water bodies and related habitats that are significantly affected by water discharges and/or runoff
None.
Specific Content Page /Direct Answer
ENVIRONMENTAL DISCLOSURES
Environmental Compliance
307-1
Total monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and/or regulations
None.
Supplier Environmental Assessment
308-2 Negative environmental impacts in the supply chain and actions taken Page 98.
Specific Content Page /Direct Answer
SOCIAL DISCLOSURES
Employment
401-1Total number and rate of new employee hires and rate of employee turnover, by age group, gender and region
Page 56.
Occupational Health and Safety
403-1 Occupational health and safety management system Page 77.
403-2 Hazard identification, risk assessment, and incident investigation Page 77.
403-3 Occupational health services Page 77.
403-4Worker participation, consultation, and communication on occupational health and safety
Page 77.
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Specific Content Page /Direct Answer
SOCIAL DISCLOSURES
403-5 Worker training on occupational health and safety Page 77.
403-6 Promotion of worker health Page 77.
403-7Prevention and mitigation of occupational health and safety impacts directly linked by business relationships
Page 77.
403-8 Workers covered by an occupational health and safety management system
All of Takeda's 1,420 employees and outsourced workers are covered by occupational health and safety management.
403-9 Work-related injuriesThere were no deaths or serious injuries, only an accident at work (sprain).
Training and Education
404-1 Average hours of training per year per employee Page 60.
404-2 Programs for upgrading employee skills and transition assistance programs Pages 60 and 77.
404-3Percentage of employees receiving regular performance and career development reviews
Page 60.
Diversity and Equal Opportunity
405-1
Diversity of governance bodies and employees with percentage of individuals by gender, age group, minority or vulnerable groups and other indicators of diversity
Pages 27 and 67.
Child Labor
408-1 Operations and suppliers at significant risk for incidents of child labor
There was no risk identified in any of the operations.
Forced or Compulsory Labor
409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor
There was no risk identified in any of the operations.
Specific Content Page /Direct Answer
SOCIAL DISCLOSURES
Human Rights Assessment
412-3Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening
In 2019, 1,552 contracts were reviewed by the Legal Department and all included human rights protection clauses.
We concluded that 100% of the contracts signed by Takeda have human rights and social responsibility clauses.
Supplier Social Assessment
414-1 New suppliers that were screened using social criteria
100% of suppliers are screened using human rights criteria in their selection.
Customer Health and Safety
416-1 Assessment of customer health and safety impacts of product and service categories 100%
416-2Incidents of non-compliance concerning the health and safety impacts of products and services
None.
Socioeconomic Compliance
419-1 Non-compliance with laws and regulations in the social and economic area None.
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