By positioning sustainability as one of the drivers of our strategy, we systematize the work already done and advance in the generation and sharing of value with employees, shareholders and society.
Aware that the perpetuity of any organization depends on its ability to create and share value with its different stakeholders over time, we are endeavored in structuring a management model effectively ruled by sustainability. Therefore, it is one of the drivers of our strategy and is present, transversally, in the other pillars of Strategic Planning – Growth, Innovation, Operational Excellence and Customer Focus.
Employees of Guarulhos’plant
The journey to systematize sustainability-oriented management began in 2016, with identification of the topics considered most relevant to the company and its stakeholders (Materiality Matrix) and which should therefore continue to be prioritized in the business’ conduction. The first stage of this process included the analysis of internal documents and sectoral studies and benchmark with other companies in the pharmaceutical industry. An initial list was elaborated with 25 topics, which guided a broad consultation with Aché stakeholders, consisting of online research, engagement panel and interviews with external experts and six company executives.
Employees, consumers, physicians and other healthcare professionals, customers (points of sale and institutional channel), suppliers, distributors and representatives of the public sector were consulted. To shed light on the amplitude of the process, we gathered the perception of 2,380 employees and 3,254 consumers and physicians.
The ten topics defined as priority, which make up the so-called Materiality Matrix, were subjected to the final validation of the leadership, which, due to its relevance in the regulatory and market areas, included the topic of serialization to the list.
Our Annual Report shows how we manage the most relevant topics for the business, its connection with Strategic Planning, the progress achieved in 2017 and the expectations and challenges for the coming years. In this chapter, we present Aché’s practices in the three spheres of sustainability: economic, social and environmental.
Employees in Guarulhos
In addition to the main financial results, we disclosed the value we created for Aché’s various stakeholders. This amount is evidenced in the salaries and other benefits paid to employees, in the volume of taxes collected, in investments in favor of socio-environmental development and in the distribution of dividends to shareholders.
|(BRL thousand)||2015||2016||2017||Comparative 2017 and 2016|
|Gross value added||1.602.025||1.920.227||2.129.710||10,9%|
|Total added value to distribute||1.630.345||1.901.191||2.100.200||10,5%|
|Economic value distributed|
|Employee salaries and benefits||500.887||585.706||664.757||13,5%|
|Remuneration of third-party capital||85.319||98.980||87.736||-11,4%|
|Payments to government (taxes)||571.328||671.858||782.442||16,5%|
|Remuneration of equity||472.811||544.647||565.265||3,8%|
Risadaria Festival, supported by Aché in 2017
We destined approximately BRL 11.7 million to social, cultural, educational and health promotion and sports initiatives in 2017 through our own and incentive funds.
Focusing on health, we remain partners of Hospital de Amor, in Barretos, in São Paulo state, and of the Pelo Direito à Vida [Right to Life] project, of Complexo Pequeno Príncipe, in Curitiba (PR). In order to encourage health and quality of life through sports practice, we also sponsored street races throughout the year, such as the Prova Pedestre Cidade de Guarulhos [Pedestrian Contest in Guarulhos City] and the second edition of the Caminhada da Memória e Conscientização do Alzheimer [Memory and Alzheimer Awareness Walk] in São Paulo (SP), in partnership with the Brazilian Alzheimer Association (ABRAz).
Specifically focused on social development, we continued the support given to the Maria Flos Carmeli Association in the city of São Paulo. In the Aché Cultural Complex, we support different cultural and artistic events.
Launched in 2017, Aché Cultural hot site shares with the society information about cultural, social, educational and sporting projects supported by Aché. Valor para Todos [Value for all] blog brings information about our activities that generate and share value with the society.
Aché Cultural’s complex, located in São Paulo
Tandrilax, Aché product chosen for the initital phase of National Drug Control System
In August 2017, Anvisa announced the name of Aché and four other pharmaceutical companies to be part of the pilot phase for implementation of the National Drug Control System (SNMC), which, based on serialization and traceability, intends to reduce the sale of stolen or counterfeit products in Brazil and increase guarantee of the origin of products to consumers.
The experimental stage will include, among other actions, the inclusion of information on the packaging of the participating products and transmission of data to the system to be structured by the regulatory agency.
Aché’s chosen medicine was Tandrilax, which has been in the Brazilian market since 1980.
By participating in the pilot program, we will gain experience and knowledge to complete the serialization of our production lines.
Aché is committed to continuous evolution of the legislations that regulates the Brazilian pharmaceutical market and, as a result, strengthen processes as well as the quality and safety of the Company and other players’ portfolio. Our goal is to contribute to the country’s regulations being increasingly aligned with the guidelines of international bodies, such as the World Health Organization (WHO), the United States Food and Drug Administration (FDA), and the European Medicines Agency (EMA), which will also positively impact our internationalization strategy.
We maintain permanent contact with the Ministry of Health and Anvisa, at federal level, and with the state and municipal Health Surveillances. The interactions are conducted by our Regulatory Affairs team or by representatives of the professional associations that we are part of. Currently, we maintain participation in associations of the pharmaceutical sector: [GRI 102-13]
• Clinical Research Alliance Brazil
• Brazilian Association of the Personal Hygiene, Perfumery and Cosmetic Industry (Abihpec)
• Brazilian Association of the Over-the-Counter Drug Industry (Abimip)
• Brazilian Association of Food Industries (Abia)
• Brazilian Association of Generics Drug Industries (PróGenéricos)
• Brazilian Association of Fine Chemistry, Biotechnology Industries and their Specialties (Abifina)
• Brazilian Packaging Association (ABRE)
• FarmaBrasil Group
• Union of Pharmaceutical Industries in the State of São Paulo (Sindusfarma)
• Brazilian Pharmaceutical Medicine Association (SBMF)
Employees in São Paulo
Employees of Londrina’s plant
Horta Lino Zanin, located in Guarulhos
In May 2017, the Strategic Sustainability Plan was completed, consisting of 17 projects, distributed among the four groups that bring together the 11 priority topics for the business: Health, Ethics and Business, Distribution and Logistics, and Operation, the consequence of results of the Materiality Matrix.
From the definition, a series of meetings were organized to present the projects to the teams directly involved and to define the necessary investments and the schedule of activities.
Sustainability governance was also strengthened with the structuring in October of a dedicated management that began to centralize support to other areas of the Company in execution of the actions foreseen in the Sustainability Plan and to answer for the activities of the Safety Engineering and Environment area (Sesma).