IR Thematic Seminar
on Corporate Social Responsibility
December 17, 2012
Forward Looking Statement
This presentation contains forward-looking statements as defined in the Private Securities Litigation Reform Act
of 1995, as amended. Forward-looking statements are statements that are not historical facts. These statements
include projections and estimates and their underlying assumptions, statements regarding plans, objectives,
intentions and expectations with respect to future financial results, events, operations, services, product
development and potential, and statements regarding future performance. Forward-looking statements are
generally identified by the words "expects", "anticipates", "believes", "intends", "estimates", "plans" and similar
expressions. Although Sanofi's management believes that the expectations reflected in such forward-looking
statements are reasonable, investors are cautioned that forward-looking information and statements are subject
to various risks and uncertainties, many of which are difficult to predict and generally beyond the control of
Sanofi, that could cause actual results and developments to differ materially from those expressed in, or implied
or projected by, the forward-looking information and statements. These risks and uncertainties include among
other things, the uncertainties inherent in research and development, future clinical data and analysis, including
post marketing, decisions by regulatory authorities, such as the FDA or the EMA, regarding whether and when to
approve any drug, device or biological application that may be filed for any such product candidates as well as
their decisions regarding labeling and other matters that could affect the availability or commercial potential of
such product candidates, the absence of guarantee that the product candidates if approved will be commercially
successful, the future approval and commercial success of therapeutic alternatives, the Group's ability to benefit
from external growth opportunities, trends in exchange rates and prevailing interest rates, the impact of cost
containment policies and subsequent changes thereto, the average number of shares outstanding as well as
those discussed or identified in the public filings with the SEC and the AMF made by Sanofi, including those
listed under "Risk Factors" and "Cautionary Statement Regarding Forward-Looking Statements" in Sanofi's
annual report on Form 20-F for the year ended December 31, 2011. Other than as required by applicable law,
Sanofi does not undertake any obligation to update or revise any forward-looking information or statements.
2
Sanofi: a Global and Diversified Healthcare Leader
Focused on Patients’ Needs
Multiple
Growth Platforms
Large
Global Workforce
Balanced
Geographic Presence
65% of net sales in 2011
2011 sales split by region
Other
Countries(2)
Emerging Markets
Vaccines
U.S.
12.5%
Diabetes Solutions
Consumer Health Care
Animal Health
New Genzyme
29.8%
~110,000
employees(3)
in 100
countries
€33.4bn
30.3%
Emerging
Markets(1)
Net Sales
in 2011
27.3%
Western
Europe
Innovative Products
Important social, economic and environmental impacts
(1) World less North America (USA, Canada), Western Europe (France, Germany, UK, Italy, Spain, Greece, Cyprus, Malta,
Belgium, Luxembourg, Portugal, Holland, Austria, Switzerland, Sweden, Ireland, Finland, Norway, Iceland, Denmark), Japan,
Australia and New Zealand
(2) Japan, Canada, Australia and New Zealand
(3) 2011 data
3
CSR at Sanofi
Gilles Lhernould
Senior Vice President, Corporate Social Responsibility
4
CSR, a driver
of innovation
to serve the patient
and a source
of inspiration
for Sanofi
Christopher A. Viehbacher
Chief Executive Officer, Sanofi
5
Agenda
CSR at Sanofi
Gilles Lhernould, Senior Vice President, Corporate Social Responsibility
Access to Healthcare
Robert Sebbag, Vice President, Access to Medicines
Ethics in R&D
Claire Castaings, R&D Corporate Social Responsibility
BREAK
Anti-Counterfeiting Interactive Expo
Caroline Atlani, Corporate Anti-Counterfeit Coordination
Workforce Development
Laurence Labbé-Schmitt, Head Group Learning & Leadership Development
Environmental Challenges
Thomas Sénac, Corporate Health Safety Environment
6
CSR: a Key Asset to Sanofi’s Strategy
License to operate
Image, reputation & transparency
Governance
Risk control
Sustainable
growth
Compliance
Human capital
7
An Organization to Drive the CSR Approach
across all Sanofi Entities
CSR MANAGEMENT
 Reports to the CEO
 Networks across all activities and all geographic areas
 Coordinates risk control via its Risk Committee
Missions
● Define CSR strategy at Group level, monitor its implementation
across all entities
● Pilot all Group entities in addressing major CSR topics
● Support cross-functional projects
● Ensure optimal reporting to internal and external stakeholders
8
Our CSR Strategy Includes Priorities Selected
as a Result of Robust Analysis
Materiality test
EXTERNAL CONCERNS
12 priorities
among
50 issues
Material
 to Sanofi
Materiality
to Group’s
stakeholders
and Society
Materiality of potential impact
on the Group strategy
INTERNAL
CONCERNS
9
Our Global CSR Strategy:
4 Pillars — 12 Priorities
• Access to Healthcare
PATIENT • Patient Safety
• Innovation for the Patient
• Ethics in R&D
ETHICS • Business Ethics
• Human Rights
• Health & Safety
PEOPLE • Diversity
• Workforce Development
• Water
PLANET • Pharmaceuticals in the Environment
• Energy & Carbon Footprint
10
Focus of the Presentation:
Four Global CSR Priorities
• Access to Healthcare
PATIENT • Patient Safety
• Innovation for the Patient
• Ethics in R&D
ETHICS • Business Ethics
• Human Rights
• Health & Safety
PEOPLE • Diversity
• Workforce Development
• Water
PLANET • Pharmaceuticals in the Environment
• Energy & Carbon Footprint
11
Access to Healthcare
Robert Sebbag
Vice President, Access to Medicines
12
Sanofi: Anticipating Patient’s Needs
across the Globe
Most affluent
patients
Middle income
patients
Base of the pyramid
An integrated and comprehensive approach
to address patient needs and pursue growth opportunities
13
Sanofi’s Diversification Helps to Respond
to the Needs of the Greatest Number of Patients
Sanofi
Antibiotics, Diabetes, Cardiovascular
drugs, Oncology, Antifungals…
Sanofi Pasteur
Vaccines
Genzyme
Rare diseases
Sanofi Access to Medicines
Neglected Tropical Diseases(1), Malaria,
Mental disorders, Epilepsy, Tuberculosis
Sanofi Espoir Fondation
Development aid projects
Humanitarian emergencies
(1) Sleeping sickness, Leishmaniasis, Chagas disease, Buruli ulcer, Lymphatic filariasis
14
Improving Access to Healthcare
is a Complex Challenge
1/3 of the global
population does not have
access to essential medicines
and vaccines
 Drugs alone are not enough
Development
Availability
Distribution
Affordability
Usage
Do effective
medicines
exist?
Are
medicines
available
in a country?
Are
medicines
getting to
pharmacies
& clinics?
Do patients
have access
to medicines?
Is there
adequate
access
to Information,
Education,
Communication?
Adjusting the business model
Partnering with relevant stakeholders
15
Improving Access to Healthcare
is a Shared Responsibility
Patients
Foundations
Suppliers
Endemic countries’ Ministries of Health
Regulatory authorities and agencies
WHO/PAHO
16
Sanofi’s Approaches Are Multi-faceted:
Some Examples
Sanofi Global Operations
Sanofi Pasteur
Genzyme
Sanofi Access to Medicines
Sanofi Espoir Fondation
17
Contributing to Better Access to Healthcare
Creates Value for Sanofi
Controls R&D cost,
risk & complexity
Ensures penetration
of new markets
Improves our license
to operate
• Tailored product
• Local manufacturing
• Training of healthcare
and supply chain
to the highest quality
standards
professionals to foster
delivery of products
and services
offering to meet local
market conditions
• R&D that fulfills unmet
medical needs
• Partnership in R&D
to foster innovation
internally
• Locally adapted
sales and distribution
• Advocacy towards
health authorities
for better disease
management
18
Sanofi
Access to Medicines
Case Study: Malaria
19
Malaria: a Global Public Health Challenge
●
●
●
50% of the world’s
population is exposed
More than 650,000 deaths
worldwide. In 2010, 91%
of victims were in Africa(1)
86% of victims are children
under 5 years(1)
MALARIA: COUNTRIES AND REGIONS WITH RISK OF INFECTION
Source: World Health Organization (WHO), 2011(1)
Countries and regions
where infection occurs
Countries and regions
with limited risk of infection
(1) WHO, WHO Global Malaria Program, World Malaria report 2011
(2) WHO, Malaria media center, fact sheet no94, December 2011
●
A child dies every minute(2)
20
Our Fight Against Malaria
TIERED PRICES
to ensure medicine
is affordable
INFORMATION AND
EDUCATION PROGRAMS
designed for all actors
in the health chain
R&D PROJECTS
to meet future needs
INDUSTRIAL CAPABILITIES
for low-cost
and high-quality medicines
21
Tiered Prices to Ensure Affordability
PRIVATE MARKETS
Coarsucam®
● $2-3 wholesale price
● 1 blister pack / box
PUBLIC MARKETS
Artesunate-Amodiaquine Winthrop®
● Preferential price until the “no loss-no profit”
price is reached:
approx $1 for adults, <$0.50 for children
● 25 blister packs / box
en attente visuels
Treatments to fight over 200 million malaria attacks
distributed since October 2008
22
Education Programs to Improve Awareness
SCHOOL CHILDREN AGAINST MALARIA
Teaching 200,000 children about Malaria
(2008-2010)(1)
In 2012
● 4th session in Ivory Coast and Burkina Faso
● 1st sessions in Madagascar, Burundi,
the Democratic Republic of Congo (DRC),
Nigeria, Malawi and Congo
TRAINING THE TRAINERS
●
●
34 trainers trained(1)
5,000 community health workers(1) trained
(in the DRC in 2010)
(1) Internal data
23
Industrial Know-How to Ensure Program
Sustainability
MAPHAR PLANT, a Sanofi Company
(Casablanca, Morocco) for the production
of ASAQ Winthrop
●
●
●
GMP certified
Prequalified by the WHO
Over 100 million treatments/year
production capacity,
i.e. 30% of the plant’s activity
Maphar is part of a network
of 46 manufacturing sites
in Emerging Markets
GMP – Good Manufacturing Practices
24
Ethics in R&D
Claire Castaings
R&D Corporate Social Responsibility
25
Sanofi R&D: Committed to Accelerate Innovation
at the Service of Patients
€4.8bn invested
17 assets in late-stage
in R&D in 2011
development(1)
Short-term Opportunities(2)
®
Multiple partnerships
with external groups
to accelerate innovation
®
®
TM
QIV IM
(1) As updated in October 2012
(2) See regulatory status in relevant press releases
Zaltrap® is developed in collaboration with Regeneron, Kynamro™ with Isis Pharmaceuticals
and Lyxumia® is in-licensed from Zealand Pharma
Genzyme is developing Lemtrada™ in MS in collaboration with Bayer HealthCare
26
The New Challenges for R&D in Pharma
New
therapeutic
targets
New
target populations
New
public health
challenges
Ethical challenges
Creation of a Bioethics Committee
27
Committed to Ethics in Sanofi R&D
Risks
Nanotechnology
Stem cells
Genetic material
Internal
communication
Sanofi
Sanofi Pasteur
Genzyme
Merial
Fovea
Innovation
in R&D
Ethics in
clinical trials
Animal
Welfare
Patient
Benefit Risk
Biodiversity
External
communication
Patient community
Health authorities
Rating agencies
Investors
Partnerships
NGO
Outsourcing
Opportunities
28
Promoting Best Practices for Clinical Studies
An ethical approach to clinical studies in Emerging/Developing Markets
Objectives
Company-wide Initiatives
Provide solid and reliable
data focusing on the right safety
and welfare of clinical trial participants
●
Address cultural differences
and vulnerable patients:
● Patient informed consent
● Country standard of care
Apply the most stringent ethical
and quality standards everywhere
● Study protocol ethical review
and post study commitments
●
●
Rebuild trust and confidence
in the pharmaceutical industry
●
Develop innovative internal
standards
Conduct audits in Emerging/
Developing countries
Protect and preserve
Sanofi’s reputation
29
Committed to Ethics in Sanofi R&D
Risks
Nanotechnology
Stem cells
Genetic material
Internal
communication
Sanofi
Sanofi Pasteur
Genzyme
Merial
Fovea
Innovation
in R&D
Ethics in
clinical trials
Animal
Welfare
Patient
Benefit Risk
Biodiversity
External
communication
Patient community
Health authorities
Rating agencies
Investors
Partnerships
NGO
Outsourcing
Opportunities
30
Define Principles in Stem Cells Research
A clear strategy approved by the Sanofi Bioethics Committee
Objectives
Accomplish progress in medical
and biological sciences that will benefit
human health or patients’ quality of life
Company-wide Initiatives
●
● Allows understanding of cells
self-renewal
● Offers great potential
in pharmaceutical testing
platforms and hope for future
therapeutic approaches
Protect dignity and privacy of donors
●
Comply with international
& local principles and regulations
Focus research
on the understanding
of biological models only
Ensure traceability of samples
and comply with applicable
data protection guidance
31
Committed to Ethics in Sanofi R&D
Risks
Nanotechnology
Stem cells
Genetic material
Internal
communication
Sanofi
Sanofi Pasteur
Genzyme
Merial
Fovea
Innovation
in R&D
Ethics in
clinical trials
Animal
Welfare
Patient
Benefit Risk
Biodiversity
External
communication
Patient community
Health authorities
Rating agencies
Investors
Partnerships
NGO
Outsourcing
Opportunities
32
Promoting Best Practices
for the Use of Laboratory Animals
Sanofi maintains a global “Culture of Care” for all animals
Objectives
Limit the number of animals
and when possible develop
substitute methods
Company-wide Initiatives
●
●
Chief Veterinary Officer appointed
Sanofi standards in place
● Charter on the Human Care
and Use of Animals
● Internal ethics committees
Optimize animal welfare and health
during all phase of testing
●
●
Comply with animal welfare
laws and regulations
3R principles implemented
(KPI on progresses made)
Progress on AAALAC
accreditation planned in 2013
3R – Replacement, Reduction and Refinement
AAALAC – Association for Assessment and Accreditation of Laboratory Animal Care
KPI – Key Performance Indicator
33
Sanofi Has Created a Committee Dedicated
Exclusively to Addressing Ethical Issues
Sanofi Bioethics Committee addressing R&D ethics issues
and supporting transparency for stakeholders
Risks
Nanotechnology
Innovation
in R&D
Stem cells
Genetic material
Internal
communication
Sanofi
Sanofi Pasteur
Genzyme
Merial
Fovea
Ethics in
clinical trials
Bioethics
committee
Animal
Welfare
Patient
Benefit Risk
Biodiversity
External
communication
Patient community
Health authorities
Rating agencies
Investors
Partnerships
NGO
Outsourcing
Opportunities
34
The Sanofi Bioethics Committee Establishes Rules
of Conduct and New Approaches to Biomedicine
Chairman
Chief Medical Officer
Secretary
R&D CSR Correspondent
15 Members(1)
Representatives of R&D operations
and support functions
Propose
internal standards
Foster awareness
of ethical issues
Follow progresses
of science
and regulations
External experts
(1) Permanent members as of November 2012
35
Sanofi Workforce Development
Laurence Labbé-Schmitt
Head Group Learning & Leadership Development
36
By 2015, our Growth Platforms Are Expected
to Represent Over 80% of Sales
Emerging Markets
Consumer Health Care
Vaccines
Animal Health
Diabetes Solutions
Innovative Products
New Genzyme
37
Five Strategic Priorities in Human Resources
to Reach our Goal
1
2
3
4
5
Build
Next Generation
of Leaders
Build
Critical
Capabilities
Maximize
Organization
Efficiency
Strengthen
Performance
Driven
Organization
Embed
Sanofi Culture
throughout
the Company
Build HR Capabilities (Operating model, systems, processes)
38
Three Workforce Development Priorities
1.1. Diversity
Diversity
Reflect
Reflectthe
theSanofi
Sanofiofoftoday
todayand
andofoftomorrow
tomorrow
2.2. Adaptation
Adaptation
The
Theright
rightcompetencies
competenciesatatthe
theright
rightplace
place
3.3. Sustainability
Sustainability
Invest
in mid
longand
term
programs
Develop
ourand
people
retain
talent in the long run
39
Workforce Development Priorities
1.1. Diversity
Diversity
Reflect
Reflectthe
theSanofi
Sanofiofoftoday
todayand
andofoftomorrow
tomorrow
2.2. Adaptation
Adaptation
The
Theright
rightcompetencies
competenciesatatthe
theright
rightplace
place
3.3. Sustainability
Sustainability
Invest
in mid
longand
term
programs
Develop
ourand
people
retain
talents in the long run
40
Workforce Global Footprint: Major Evolutions(1)
16%
Total Headcount
2008
98,213
9%
Europe
14%
North America
17,429
2011
113,860
VS
53,515
19,956
Middle East / Central
Latin America
6,958
43%
9,959
55%
1,102
708
6%
Japan
58,275
3,121
Asia Pacific
12,659
3,311
39%
17,621
Africa
3,823
3,636
5%
(1) Source: International Social Reports 2008 & 2011
41
Gender Balance: Ongoing Progress
11% Top
Management
18% Senior
Leadership
39% Key Positions
INITIATIVES
TO IMPROVE
GENDER BALANCE
ON THE WAY
37% People Managers
46% Workforce
Source: Executives Report September 2012 and International Social Report SR 2011
42
Gender Balance: More Initiatives
1
2
Identification
of female talent
Development
of next generation
of women leaders
3
4
Promotion
of Work Life
Balance
Increase
awareness
SHARING
 Women
talent
pools: Top 50 list
 Actively seek
female candidates
for open positions
short-list
 Mentorship
 Launch
programs
 Speed networking
 Pilot Leadership
Program
for Women
of Flex-work
in North America
 Telework in France
KPI – Key Performance Indicators
GLT – Global Leadership Team
 KPI
in Group
dashboard
 Expansion of regional
and international
networks
 Gender Balance
events
(Women’s Forum,
GLT, conferences)
43
Workforce Development Priorities
1.1. Diversity
Diversity
Reflect
Reflectthe
theSanofi
Sanofiofoftoday
todayand
andofoftomorrow
tomorrow
2.2. Adaptation
Adaptation
The
Theright
rightcompetencies
competenciesatatthe
theright
rightplace
place
3.3. Sustainability
Sustainability
Invest
in mid
longand
term
programs
Develop
ourand
people
retain
talents in the long run
44
Development: Training Is Not the Only Solution!
Individual training
External coaching
Internal
coaching
Collective training
Developing
competencies
and
behaviors
Co-development
On the job
implementation
Job rotation
Mentoring
45
Reinforcing Technical Competencies
for Today and Tomorrow
TRANSVERSAL
1 PROGRAM
Business Partnering
4
HSE
PROGRAMS
LEGAL
4 PROGRAMS
PROCUREMENT
3 PROGRAMS
2012: North America and France
2013: Latin America
HSE – Health, Safety and Environment
COMMUNICATIONS
4 PROGRAMS
3
FINANCE
PROGRAMS
46
Offering Visibility and Clarity on Development:
Corporate Programs
Leadership
& Management
Individual
Development
Business
Acumen
LEADERSHIP
Program (soon)
IMPACTFUL
COMMUNICATING
DISCOVER
Seniors
Leaders
INNOVATE
BUSINESS Partnering
MENTORING
DISCOVER
Manager
of Managers
EXPLORE
PILOT
BUSINESS Partnering
COACHING
Sanofi Academies
ONE HR
First Line
Managers
EXPLORE
EVOLVE
Rotation programs
Sanofi Academies
EVOLVE
Rotation programs
Sanofi Academies
Executives
Individual
Contributors
Technical
Skills
Sanofi Academies
47
Offering Self Development Opportunities (USA)
Online / Self-Directed courses
Stepping up to Management
and Harvard Manage Mentor
Sanofi offers online courses
via the Learning Gateway
48
Workforce Development Priorities
1.1. Diversity
Diversity
Reflect
Reflectthe
theSanofi
Sanofiofoftoday
todayand
andofoftomorrow
tomorrow
2.2. Adaptation
Adaptation
The
Theright
rightcompetencies
competenciesatatthe
theright
rightplace
place
3.3. Sustainability
Sustainability
Invest
in mid
longand
term
programs
Develop
ourand
people
retain
talent in the long run
49
Ensuring Sustainable People Development
Performance Review and Individual Development Plan
A thorough process enabling employees to have
a discussion with their manager on performance,
areas of strengths and development
as well as next step opportunities
Talent Development Processes
Talent reviews enable HR and Managers
to identify critical skills and positions,
gaps in succession planning and to optimize
career development for our best people
Workforce Planning
Initiatives
Anticipate evolution
in skills required, enhance
cross countries and cross
activities mobility, allow each
individual to take active part
to his/her own “R&D”
50
Focus on International Rotation Programs
SWAP
Short-term
Work Assignment
Program
Dedicated programs according
to population profile
SWAP: Junior employees, identified as early potential
SEED: High potentials, with a majority of candidates
coming from Emerging Markets
SEED
Sanofi Early
Executive
Development
Program
A minimum of 6 to 18 months international
assignments, swapping from Mature
to Emerging Markets
51
Focus on “Actor of your Employability”
Workforce Planning Initiative in Europe
Visibility
Anticipation
Transparency
● Describe job evolutions by 2015
at Region Level
● Identify trends that impact jobs & skills
(quantitative and qualitative impact)
in relation to market environment
& Sanofi strategy
● Develop staff employability
● Develop attractiveness towards
external talent
52
Environmental Challenges
Products in Pharmaceutical Environment
Thomas Sénac
Corporate Health Safety Environment
53
HSE Contribution to Sanofi’s CSR Performance
Healthcare
leader
Environmental
impact
HSE and CSR
54
HSE Team and Policy Reflecting Commitment
to Environmental Issues
HSE Policy: Top Management commitment towards stakeholders
 Policy and tools designed to meet regulatory requirements
and go beyond when possible
 Policy endorsed by our CEO
Strong HSE Organization
● 800 experts devoted
to HSE, with involvement
at each company’s site
Multiple Tools
● Annual HSE
action plan
● Integration
of new entities
● HSE risk analysis
at site level
● Training
● Audits
● Rules, standards
& guides
● Learning
from experience
55
Water
Pharmaceuticals
in the Environment
Planet 2012:
3 CSR
priorities
Energy & Carbon
Footprint
56
Environment Reflecting Human Activities
Phthalates
PAHs
PCB
Disinfectants
Alkylphenols
Bromide-based flame retardants
Organochlorinated pesticides
Perfluorinated substances
Cosmetics Hormones
…
57
Presence of Pharmaceuticals in the Environment
 Pharmaceuticals in the Environment (PiE) is not a new issue
● First published works: end of 70s
 Raising awareness since 2000
● Evolution of analysis technologies
● Public, media and health authorities awareness
 Concerns both human and animal medicines
RELEVANT FIGURES
●
200 substances identified in the environment
 15% of marketed products
●
3,000 human and animal medicines
58
Sources for Human Medicines in the Environment
Sanofi
plant
2% from
production
Waste water
treatment
90%
patients
8%
unused
medicines
?
Public
waste
treatment
center
Incineration
Drinking water
treatment
?
59
Health and Environmental Impact of PiE
Pharmaceuticals in the Environment
 May be found in very low concentrations and are measured
in nanograms (10-9g/l) or micrograms (10-6g/l) per liter
 Specific concerns for some pharmaceutical products classes
(hormonal substances, cytotoxic drugs and antibiotics)
Health impact
Environmental impact
Negligible
taking into account existing data
Existing data suggest unlikely
short term effects
 Developing scientific knowledge on long term effects
 Assessing possible impact on aquatic species
 Collaborating with public and private stakeholders
60
Sanofi Actions
Evaluating
Group products
● Regulatory ERAs
(EMA/FDA)
● Voluntary ERAs
● ERA of 30 major
Group’s products
completed
Assessing impact
of activities
● Screening for API
and degradation products
and quantification in sites’
effluents
● Risk based evaluation
of environmental impacts
due to API present in effluents
ERA – Environmental Risk Assessment
EMA – Evaluation Medicines Agency (EU)
Supporting collection programs
for unused medicines
● Public information (e.g. website)
● Actively support local programs
to collect and destroy unused
medicines
Acting as a stakeholder
● Relations with health
and environment authorities
● Public communication
API – Active Pharmaceutical Ingredient
FDA – Food and Drug Administration (U.S.)
61
Case Study: Peres Center for Peace
RESEARCH PROJECT
IN A HIGH WATER
SCARCITY REGION
Sanofi supports a joint
Israeli-Palestinian project
addressing the removal
of pharmaceutical materials
from treated waste water
Two-year sponsorship
by Sanofi HSE department
September 2012: first series of research results
Identification of promising methods to improve the water quality after
treatment (irrigation water, etc.)
Research scope: stability studies and removal methods such as biological
treatment, advance membrane filtration and absorption technologies
62
Water
Pharmaceuticals
in the Environment
Planet 2012:
3 CSR
priorities
Energy & Carbon
Footprint
63
Continued Reduction in Water Consumption
In m3
Objective 2020:
25% reduction
in water usage vs. 2010
-20% since 2005
60,000,000
60 000 000
50,000,000
50 000 000
 City water
40,000,000
40 000 000
 Well water
30 000 000
30,000,000
 Surface water
20 000 000
20,000,000
10 000 000
10,000,000
00
Total water
consumption
2009
variation
2010
variation
58,682,317
-2.94%
56,958,242
-5.03%
(1) Genzyme not included
2011(1)
54,090,658
64
Water
Pharmaceuticals
in the Environment
Planet 2012:
3 CSR
priorities
Energy & Carbon
Footprint
65
Encouraging Reduction in CO2 Emissions
In tons
Objective 2020:
20% reduction in CO2 emissions target vs. 2010
(on a comparable perimeter)
1,400,000
1400000
 Medical sales
 fleet vehicles
 (estimated)
1,200,000
1200000
1000000
1,000,000
 Production
of electricity
and steam
(indirect CO2)
800000
800,000
600000
600,000
 Fossil Fuel
400000
400,000
(direct CO2)
200000
200,000
0
0
2009
(1) Genzyme not included
2010
2011(1)
66
CO2 Emission Indicators Show Progress
in Various Sources of Energy Consumption
 2005-2011 variation in CO2 emissions per unit produced:
● -9.5% for direct CO2 emissions
● -15.6% for indirect CO2 emissions
 2005-2011 variation in CO2 emissions per km traveled
(emissions generated by medical sales vehicles): -20%
 Green Supply Chain / product logistic: 23,000 tons CO2 saved (2006-2011)
● Sea transportation increase (switch from air)
● Better long range trucks utilization
● Low CO2 emitting "last kilometer "
● Natural gas or electric vehicles
● Tricycle for town-center deliveries
● Rail and barge transportation
● From distribution centers to seaport: rail for intra-european shipments
67
Conclusion
Gilles Lhernould
Senior Vice President, Corporate Social Responsibility
68
Recognition of Sanofi CSR Performance
●
●
●
Sanofi included in the DJSI
for the 6th consecutive
year (one of 7 pharma
companies selected in 2012
out of 60 evaluated)
Sanofi evaluated
as Best in Class on
● Corporate Governance
(90/100)
● Marketing Practices
(97/100)
● Climate Strategy
(100/100)
● Bioethics (100/100)
● Strategy to Improve
Access to Drugs
or Products (100/100)
●
●
●
●
Sanofi has moved up to 3rd position in 2012
(among 20 pharma companies assessed)
● Based on significant improvements
in access to healthcare and
a leading position in public policy
Sanofi score increased to 93/100
from 58/100 (in 2011)
Disclosure level “B” achieved in 2012
(from “D” beginners level in 2011)
#3 ranking in terms of disclosure,
#4 for performance among
38 global healthcare companies assessed
New comer in the Carbon Disclosure
Leadership Index (CDLI) SBF 250
69
CSR Internal Tools
CSR Blog
CSR e-awareness
CSR Intranet site
Awards
70
CSR External Tools
2011–2012 Brochure
2010 on-line CSR Report:
http://csrreporting.sanofi.com
71
CSR Enhances Sanofi’s Strategy
and Sustainability
Competitiveness
Innovation
CSR,
a driver for
Performance
License to Operate
Talent
Risk Control Management
Our focus on CSR is key for all the investment
community and not solely SRI Funds
72