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Our Strategic Planning directs the growth of the Company. In 2017, we had continuity of the projects that will lead Aché to the scope of our long term objectives.

Conceived in 2015 after an exercise in which we crossed the perspectives of the pharmaceutical industry, our stakeholders’ vision and our main competences, the Strategic Planning (SP) is reviewed every two years, guiding the work and business decisions.

There are five drivers: Growth, Innovation, Operational Excellence, Customer Focus and Sustainability.

Virtuous Strategic Planning cycle

Trained, motivated and qualified people carry out efficient processes, capable of satisfying our customers’ needs, generating financial results to be reinvested in the company.



Committed to the best practices, Aché has a corporative governance model oriented by internal guidelines, policies, control mechanisms and independent audit for accountability, with the objective of making feasible the execution of strategic guidelines and providing transparency to decision making. [GRI 102-18]

Board of Directors

The highest governance body is the Board of Directors, whose main powers are to approve and monitor business performance and compliance with the Strategic Planning. There are nine board members (shareholders and independent members), who hold one-year terms and are supported by the Strategy, Personnel and Regulatory Affairs committee and the Finance Risk Management committee.

Board of Directors

Executive Board

The Executive Board is accountable for the direct conduction of the business, structuring the strategy and ensuring its execution. In line with the main Strategic Planning fronts, the Executive Board is advised by the committees of Units’ Performance, Innovation, Operational Excellence, Technology, People, Risk Management, Ethics and Financial Results.

Our accounting adopts international standards (IFRS - International Financial Reporting Standards). Each year, the Company’s financial statements are audited externally, a process that reinforces its commitment to transparency, accountability and legal compliance, in addition to strengthening Aché’s image and credibility before the market and different stakeholders.

The Code of Conduct establishes our ethical and compliance conduct and, through our Ombudsman channel, we receive reports on possible deviations and irregularities, with a guarantee of confidentiality. The cases are analyzed by the Ethics Committee and later on reported to the Board members. There was no fine, confirmation or reporting of corruption in 2017.

Executive Board

Our governance and management models are supported by three principles: legal compliance, responsible accountability and transparency, which guide decision-making.

Governance structure

[GRI 102-18]

Risk management

We keep a watchful eye on the risks that may influence the strategy’s execution and the business’ sustainability. The process is conducted by the Audit and Corporate Risk Management area, with direct reporting to the Board of Directors. The work of the area is monitored especially in the Finance and Risk Management Committee. The risk matrix is updated periodically. Based on this mapping, the mitigation actions are defined which focus on the organizational processes identified with greater exposure to risks in the period of one year.
The matrix classifies risks into:

• Strategic
Directly linked to the continuity of the business, they are permanently monitored by the Strategy, People and Regulatory Affairs Committee, which advises the Board of Directors.

• Financial and operational
Specially managed in the Finance and Risk Management Committee, aiming to ensure the excellence of processes and preserve the competitiveness and profitability of the business.

• Compliance
It includes regulatory risks, which are also monitored by the Strategy, People and Regulatory Affairs Committee. The goal is to meet all regulations and standards defined by the National Health Surveillance Agency (Anvisa). In the context of ethics and compliance, the risks are followed up by the Risk Management Committee and are managed through the high standards of conduct and transparency adopted by Aché and by the effectiveness of instruments such as the Code of Conduct and the Ombudsman channel.

• Environmental
There is an integrated environmental and safety management system, managed by the Safety Engineering and Environmental area (Sesma).
There is also the management of reputational risks: risks of any nature, which, at any given moment, can negatively impact the credibility of the Aché brand, reflecting on the business results.


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