Astrazeneca Sustainability

Sustainability
Report 2020
Sustainability overview Access to healthcare Environmental protection Ethics and transparency Notices 2
AstraZeneca Sustainability Report 2020
About Contents
this report
This report
This is our sixth annual sustainability report,
and it describes our progress and challenges
from 1 January 2020 to 31 December 2020, unless
otherwise stated. The content of this report is based
on those sustainability focus areas deemed material Sustainability Access Environmental Ethics and
through comprehensive stakeholder engagement
overview2 to healthcare 15 protection29 transparency46
and analysis. All our business operations
worldwide are in scope regardless of their Message from the CEO 3 Access to healthcare Environmental protection Ethics and transparency
function, unless otherwise stated. overview16 overview30 overview47
What Sustainability
means to AstraZeneca 4 The journey towards health Product environmental Ethical business culture 48
Online resources system resilience 17 stewardship32
Sustainability Ethical business culture –
AstraZeneca Sustainability Data Summary: business integration 5 Disease prevention Greenhouse gas (GHG) bioethics50
provides performance measures and and treatment 18 reduction35
2020 performance highlights 6 Inclusion and diversity 52
targets with at least three years of data,
Responsible research Pharmaceuticals in
where available, and a United Nations About us 7 Talent and
and development 21 the environment 38
Sustainable Development Goals index. workforce evolution 55
COVID-19 pandemic actions 8
Environment’s impact Water stewardship 40
AstraZeneca Sustainability webpages: Workforce wellbeing
Contribution to Sustainable on health 23
cover additional topics of interest to our Waste management 43 and safety 57
stakeholders. Development Goals (SDGs) 9
Investments in
Responsible supply chain 59
Sustainability governance 11 health systems 25
Infographics: show our processes
and practices. Human rights 62
Stakeholder engagement 13 Affordability 27
Policies and company standards: state our
position and guidance on key topics.
2020 Annual Report: includes how

sustainability is integrated across our
Follow us LinkedIn Glassdoor Twitter Facebook Instagram YouTube Notices64
business model and into risk management.
Share your ideas and feedback at sustainability@astrazeneca.com
Disease understanding Assurance

Connecting broader omic-technologies We obtained external review of our sustainability performance to validate that we use the same rigour and accuracy as we do with regulated reporting.
can identify the more complex and Bureau Veritas has provided independent external assurance for progress on all sustainability targets and all sustainability key performance indicators
transient molecular changes that shown in the Sustainability Data Summary. Details are described in the sustainability letter of assurance. Assurance was also provided for select
underpin the course of disease. sustainability information in the 2020 Annual Report. Assurance is in accordance with the International Standard on Assurance Engagements 3000
AstraZeneca is turning this data into (ISAE 3000), and ISAE 3410 Assurance Engagements on Greenhouse Gas Statements.
knowledge, to help identify novel
drug targets.
Message from the CEO
2020 was a year like no other, with COVID-19

presenting unprecedented challenges for us all.
I am proud of the fact that, in the face of the At AstraZeneca, our focus on 2021 provides an opportunity
pandemic, AstraZeneca employees worked sustainability is fundamental to our for us to build a more sustainable
tirelessly to ensure the safety of patients strategy and, despite the challenges, future as the world emerges from the
and their continued access to care and our teams continued to make great pandemic. Every change — large or
medicines. We also worked with partners progress in 2020 across our three small — can make a difference.
across the world to contribute to the sustainability pillars — increasing access
process of scientific innovation to combat to healthcare, protecting the environment, — Pascal Soriot, AstraZeneca CEO
the virus and contributed more broadly to and demonstrating our commitment to
society, including with emergency relief. ethics and transparency. All our efforts are
At the same time, the ground-breaking underpinned by our commitment to the
scientific advances we delivered in 2020 United Nations Sustainable Development
demonstrate what can be achieved in the Goals and the United Nations Global
most difficult times if we live our Values Compact’s 10 principles on human rights.
and are true to our Purpose.
Our Access to healthcare activities in
In addition to the pandemic, racial equity 2020 included a focus on programmes to
and environmental crises taught us that our strengthen health system resilience at a
society is fragile. The world has to come time when the need for disease prevention
"I am proud of the fact that,
together to overcome these challenges and treatment has never been more in the face of the pandemic,
if we are to build a sustainable world for important. And, with the bold commitments AstraZeneca employees
future generations. we have made through our Ambition Zero worked tirelessly to ensure the
Carbon strategy, we are actively playing our
part in tackling the climate emergency. safety of patients and their
continued access to
care and medicines."
What Sustainability Our ambitions
means to AstraZeneca
ork towards a future where all people have
W
access to sustainable healthcare solutions for
life-changing treatment and prevention
emonstrate global leadership to proactively

D
manage our environmental impact across
Sustainability at
all our activities and products
AstraZeneca is about using
our capabilities to make Create positive societal impact and promote
y people
Health
the most meaningful impact ethical behaviour in all markets across our
value chain
where society needs it —
health. We know the health
of people, the planet and our Env
e iro
business are interconnected, car n
each impacting the others. h Our sustainability approach
m
t
al
en
he
Our goal is to always be moving Systems thinking — recognising that
tal
to
our organisation towards greater our globalised world binds us together
Sustainability
prote
Access
sustainability. Our efforts in sustainability in a dynamic, complex network of
go beyond meeting our annual and at AstraZeneca relationships. We know the health of
people (including our workforce, patients
ction
longer-term targets. We must continually Using our capabilities to
evolve our mindset and our practices and society at large), the planet and
make the most meaningful our business are interconnected. The
to meet changing times. This is both a
impact where society scale and severity of the issues we face
responsibility and a business opportunity.
H ea
needs it – health. today require us to assess all options
et
la n
simultaneously. We look for opportunities
lt h
that offer synergies and address
yp
yb
systemic issues
Et
lt h
cy
us
Our sustainability strategy h ic

en Long-termism — acknowledging
ea
s an s par
in
ss d tran there are no quick fixes; anticipating
H
e
Our sustainability strategy is guided by a

and designing out unintended impacts;
materiality assessment. This robust process
observing how impacts change over time;
determines the topics that are most important to
building resilience
AstraZeneca and our stakeholders, giving us the
opportunity to achieve the most positive impact. Aiming to leave things better than we
We have 16 material focus areas, which are found them — we differentiate between
grouped under three interconnected priorities — addressing our negative environmental
Access to healthcare, Environmental protection impacts and creating the conditions for
and Ethics and transparency deep, lasting sustainability
Sustainability business integration

Env
e iro
Business operating model ar
Sustainability is an imperative. hc n
Sustainability is a core element of our company strategy. Being a Great Place to Work is
m
t
It's the right thing to do —
al
en
he
one of our three corporate strategic priorities. Our performance is assessed by the delivery of
tal
for people, the planet and our
to
short- and long-term sustainability targets for our 16 material focus areas. These targets are a Sustainability
prote
Access
business. Sustainability is part of the company’s global internal scorecard, against which we measure our progress as a at AstraZeneca
ction
an engine for innovation. business, and every employee contributes to their achievement. Using our capabilities to
make the most meaningful
See Sustainability Data Summary for full metrics and methodology. impact where society
Integrating sustainability needs it – health.
into everything that we do
future-proofs our business to Workforce engagement Et
h ic cy
be resilient in challenging times, Our leaders and employees participate in events and initiatives throughout the year— from s an ren
d transpa
the annual Senior Leaders' Meeting to digital crowdsourcing — to raise awareness of our
helping ensure we can continue sustainability strategy and further embed a sustainability mindset across the business,
to deliver life-changing medicines generating new approaches and challenging ourselves to do better. In our latest employee
to patients. With this in mind, we survey, 87% of respondents stated they understand how to contribute to our sustainability
seek to integrate sustainability priorities. See more in Stakeholder engagement.
into every aspect of our enterprise. Investor relations

We have the following practices We incorporate sustainability-related disclosures into public announcements for
in place to embed a sustainability analysts, institutional investors and rating agencies. We have a dedicated Environmental,
mindset across AstraZeneca. Social and Governance (ESG) investor relations officer and, throughout 2020, our
Investor Relations (IR) team has engaged in more than 70 external events with more
than 300 stakeholders. See more in Stakeholder engagement.
Risk management
We recognise the connection between enterprise risk management and sustainability
management. In 2018, enterprise risk management informed the
sustainability materiality assessment and we used the results to better align our risk
and sustainability classifications. The Global Sustainability function participates in
quarterly company risk reviews. In 2020, climate related material focus areas were
explicitly incorporated in the risk management platform to enable risk managers to
flag when potential risks are connected to environmental sustainability issues.
See more in the Risk overview section of our Annual Report.
Code of Ethics
Our Code of Ethics is based on our company Values. It provides clear guidance and
direction to employees in carrying out their daily work. Sustainability is featured as one
of four high-level global policies in the Code of Ethics. Annual training on the Code is
mandatory for all employees. See more in Ethical business culture.
2020 performance highlights

Sustainability strategy
Use our capabilities to make
the most meaningful impact
where society needs it — health
9 1 of 3 30+
members govern sustainability on our Sustainability is a component of performance metrics
Sustainability Advisory Board — composed of four external Great Place to Work, one of our measured quarterly in the
experts and five Senior Executive Team (SET) members three company strategic priorities internal company scorecard
Access to healthcare
Work towards a future where
all people have access to
sustainable healthcare solutions
for life-changing treatment
25m+ 132,000+ 10m+
people reached through our healthcare workers trained1 people reached though our
and prevention access programmes1 (cumulative) (cumulative) Patient Assistance Programmes (cumulative)
Environmental protection
Demonstrate global leadership
to proactively manage our
environmental impact across
60% 20% 2% 1st 100%
reduction in Scope 1 and 2 reduction in reduction in life cycle assessment of active pharmaceutical ingredient discharges (API) from
all our activities and products greenhouse gas emissions our water use our waste study completed for AstraZeneca owned sites demonstrated as safe; 94% of
since 2015 since 2015 since 2015 a clinical trial discharges from direct suppliers demonstrated as safe2
Ethics and transparency

Create positive societal impact
and promote ethical behaviour
in all markets across our 46.9% 49.1 84% 89% 2
women in senior instances of non-compliance of employee survey of employee survey countries launched
value chain middle management with the Code of Ethics respondents feel that respondents feel that new supplier diversity
roles and above per thousand employees in AstraZeneca has a AstraZeneca is a programmes
commercial business units ‘Speak Up’ culture Great Place to Work
We recognise that several of these measures were impacted See Sustainability Data Summary for full metrics and methodology.
by the pandemic and may not reflect a typical trajectory.
About us
Our
Values
Our
Our Purpose: We follow We put We play We do the We are
recognition
the science patients first to win right thing entrepreneurial World and Europe
We push the boundaries of science Global constituent
to deliver life-changing medicines. Dow Jones
Our Sustainability
We are a global, science-led, patient-focused strategic Index
pharmaceutical company. We discover, develop priorities
and commercialise prescription medicines. We Deliver Growth and Accelerate Be a Great Place 100 Most
follow the science to transform how diseases are Therapy Area Leadership Innovative Science to Work Sustainable
understood, interact and impact one another. Companies
Our medicines primarily treat diseases in three Corporate
therapy areas: Knights
Oncology
A List
Our ambition is to provide cures for cancer in 6,800 Climate Change
every form. We are following the science to Sweden
understand cancer and all its complexities to 1,000 8,000 1,400 and Water Security
discover, develop and deliver life-changing Canada UK Russia Supplier
treatments and increase the potential for cure.
9,100 Engagement
13,400 Other Europe Leader Board
Cardiovascular, renal and
US
76,100 20,000 CDP
China
metabolism (CVRM) employees
Our mission is to protect the lives of people worldwide 1,700 3,100 4th percentile
from the consequences of CVRM diseases. 3,200 Middle East 7,300
Japan
for ESG risk
We are committed to their seamless management, Central and and Africa management in
Other Asia Pacific
improving patient outcomes and decreasing South America Pharmaceuticals
the mortality rate. Sustainalytics
Respiratory and immunology (R&I)

We aim to transform the treatment of R&I diseases,
1,100 Index series
Australia and constituent
with the bold ambition to eliminate preventable
New Zealand FTSE4Good
attacks and achieve durable remission or even
cure for millions of people with these potentially
devastating conditions. AA ESG rating
Strategic R&D centres:
MSCI
Cambridge, UK (HQ); Gaithersburg, MD, US; Gothenburg, Sweden
Other R&D centres and offices: 7th out of 20

Boston, MA, US; Macclesfield, UK; New York, NY, US; Osaka, Japan; Access to
Shanghai, China; South San Francisco, CA, US Medicines Index
COVID-19 pandemic actions

Environmental protection
Our objectives and actions:
Remain steadfast in our commitment to environmental protection
• Conducted environmental risk assessments in line with local

AstraZeneca’s response Access to healthcare regulatory requirements during research and development of potential
to the COVID-19 pandemic re
Env
iro COVID-19 treatments
Our objectives and actions: ca
was consistent with our th n
• Co-authored a 10-point action plan to create a circular bioeconomy,
m
al
Values of following the Help ensure continued access to care
en
he
recognising deforestation, biodiversity loss and landscape fragmentation
tal
Access to
science, putting patients and medicines
as key processes enabling transmission of zoonotic infectious diseases
protection
first and doing the right • Redesigned clinical trials to avoid
• Recovered heat from mask incineration
thing. Our priorities disruption by increasing the use of
initiatives like home-based treatments
were driven by the needs
and remote monitoring
of patients, caregivers th
cy
E
ic s
and communities. • Pledged financial commitments to dozens and ren
tra nspa
of patient advocacy groups and professional
societies across the globe to prioritise continuity
To respond effectively, we partnered
with governments, international
of care during the pandemic Ethics and transparency
organisations, health professionals, • Lead donor of the COVID Impacts Cancer Initiative Our objectives and actions:
industry and non-profit organisations. — launched by the American Society of Clinical
Our response also reflected Oncology — to establish a registry for its members Ensure the safety and wellbeing of our employees
our sustainability priorities. to share data on how the coronavirus impacts care
• Launched a secure digital platform for more than 77,000 employees and contract workers in
and patient outcomes
eight days so that most employees, including some laboratory staff, could work from home
• Launched our Partnership for Health System
• In locations where employees remained in or were able to return to their place of work, additional
Sustainability and Resilience, with the World
health and safety measures were put in place, including temperature screenings, physical
Economic Forum and the London School of
distancing and mandatory mask-wearing
Economics, to identify solutions to strengthen
the resilience of healthcare systems • Administered more than 50,000 PCR and antibody assessments for employees at key sites
rotect critical operations to ensure the

P • Provided support and guidance to employees with suspected or confirmed COVID-19
continued supply of our medicines to patients
• Launched toolkits for employees and leaders including advice on working effectively from home
who need them
while maintaining physical and mental wellbeing. We shared these toolkits externally for other
• Monitored more than 1,300 global logistics organisations to use and repurpose
routes to ensure the efficient flow of medicines,
• Assisted employees who worked on site to find available places at nurseries and with
enabling us to continue to deliver our medicines
registered childminders
and respond to the growth in global demand for
some medicines Contribute more broadly to society
• Updated our Global Volunteering Policy, extending the amount of leave for medically trained
employees, and encouraged volunteering more generally to relieve exhausted health systems
and support communities
• Provided more than $15 million in COVID-19 donations to patient advocacy groups,
health charities and relief agencies, supporting 340 non-profit organisations in 78 countries
Contribution to the SDGs
What are the SDGs? Why they matter

SDG 3 SDG 12
Good health and wellbeing Responsible consumption
and production
COVID-19 has shown the vulnerability of many
global systems in a crisis setting, resulting in the Economic and social progress over the last
The United Nations Sustainable loss of human life and widespread economic century has been accompanied by environmental
Development Goals (SDGs) are downturn. Both communicable pandemics2 and degradation that is endangering the systems upon
which our future development and survival depend.
a universal blueprint for prosperity non-communicable diseases (NCDs)3 are projected
to increase, and health systems will need to Production and consumption patterns need to
for people and the planet, now change so as not to lead to further degradation
become more resilient to continue to provide
and into the future. They represent services to those in need. Furthermore, NCDs kill of the planet.8
the collective actions the world more than 41 million people each year, which is
can take to address the most equivalent to 71% of all deaths globally.4 SDG 13
pressing issues we face as a global Climate action
community — inequality, injustice, SDG 5 Climate change affects every aspect of human
poverty and climate change. Gender equality existence, from access to water and food, to
Supporting women is essential to promote severe weather events and pollution, resulting in
The 17 SDGs are interconnected. Contribution to health and enhance business performance. health issues. Even with widespread restrictions
one SDG will affect outcomes in others, therefore Women’s equality in the workplace could add upon travel and huge shifts in energy demand
sustainability initiatives must balance social, Our prioritisation process as much as $28 trillion to global annual gross around the world, emissions reductions in
economic and environmental aspects. domestic product by 2025.5 If business as usual 2020 were not enough to keep warming to
While we recognise that our business impacts is maintained, it would take 202 years to achieve 1.5°C in the future.9
These Global Goals recognise the synergies
all 17 SDGs to varying degrees, we evaluate gender equality in the workplace.6
between improving economic prosperity, health,
our primary contribution1 by: SDG 17
education and the environment, to set society
on a transformative path towards a more resilient • Connecting our long-term targets and annual SDG 8 Partnership for the goals
and sustainable future. progress to SDG targets Decent work and economic growth No one industry or actor alone is sufficient
Inequality is rising globally and there are not to address the converging health and climate
• Analysing the 169 SDG underlying targets
enough jobs to keep up with a growing labour crises. A multitude of actions, initiatives and
and connecting them to our material focus areas
force. Although COVID-19 offers opportunities investments are necessary. The more coordinated,
and future strategic direction
to improve work-life balance through reduced and mutually reinforcing these efforts are, the
The six goals and 12 targets that resulted from this business travel and remote working, it has also higher the likelihood of setting society on a
prioritisation represent where AstraZeneca has the accelerated and exacerbated existing work transformative path towards a more resilient future.
greatest capacity for impact and action. inequalities, especially for the most vulnerable.
Certain groups — such as workers with disabilities,
women and migrants, among others — face
See Sustainability Data Summary significant obstacles in accessing decent work and
for more detailed information. may be particularly at risk of abuses.7
Our primary SDG contributions

SDG 3 | Good health and wellbeing SDG 5 | Gender equality
3.4 Reduce premature mortality from NCDs 3.8 Achieve universal health coverage 5.5 Ensure women’s full and effective participation and equal opportunities for
leadership at all levels of decision-making in political, economic and public life
Over 25 million people reached through Over 3,340 health facilities activated or
Access to healthcare programmes,10 partnered since 2015. 46.9% of senior middle management roles and above held by women, up from
since 2010. 2025 target is 50 million. 45.4% in 2019. 2025 target is 50%.
3.c Increase the health workforce in
3.6 Halve the number of global deaths and developing countries 50.5% of all AstraZeneca employees are women, up from 50% in 2019.
injuries from road traffic accidents 35.7% women representation on Board of Directors, up from 33.3% in 2019.
Over 132,000 healthcare workers trained10
46% reduction in the vehicle collision rate of our since 2010. 2025 target is 170,000.
workforce since 2015. 2025 target is 55%.
SDG 17 | Partnership for the goals11 SDG 8 | Decent work and economic growth
17.17 Encourage and promote effective public, 8.8 Protect labour rights and promote safe and secure
public–private and civil society partnerships working environments for all workers
Patron sponsor for the United Nations' Goal 3 action platform, 64% reduction in reportable injury rate from 2015 baseline.
Healthy People Healthy Planet. 2025 target is 75%.
Committed to the United Nations Women's Empowerment Principles.
Signatories of the United Nations Global Compact (UNGC) since

2010 and joined as Participants in 2018.
UNGC's Our Only Future member.
SDG 12 | Responsible consumption and production
12.2 Achieve the sustainable management 12.5 Reduce waste generation through
and efficient use of natural resources prevention, reduction, recycling and reuse
SDG 13 | Climate action 20% reduction in water use since 2015. 2% reduction in our waste since 2015.
2025 target is to maintain absolute water use 2025 target is 10% below 2015 baseline.
13.1 Strengthen resilience and adaptive capacity to climate- at 2015 baseline levels.
related hazards and natural disasters in all countries 40% of total waste is recycled, down from
67% of active pharmaceutical ingredient (API) 44% in 2019.
60% reduction in Scope 1 and 2 3% increase in Scope 3 syntheses met resource efficiency targets since
emissions from 2015 baseline. emissions from 2015 baseline. 2015, up from 50% in 2019. 2025 target is 90%. 12.6 Encourage companies to adopt
2025 target is 100%. 2030 target is to be carbon sustainable practices and to integrate
negative. 12.4 Achieve the environmentally sound sustainability information into their
management of chemicals and all wastes, reporting cycle
and reduce their release to air, water and soil
61.3% of critical manufacturing suppliers
100% of API discharges from AstraZeneca sites disclosed their energy, waste and water

See Sustainability Data Summary for full metrics and methodology. assessed as safe and 94% from suppliers.12 footprint, up from 60.7% in 2019.
Sustainability governance
DB: How have the events of 2020 impacted DB: What sustainability progress DB: What have been the positives you have
Leadership message: AstraZeneca’s sustainability agenda? from AstraZeneca were you most taken away from a tough 2020?
an interview with KA: The spotlight on global crises like the excited about? KA: There have been many positive takeaways
Katarina Ageborg, COVID-19 pandemic, mass-protests against KA: Our Ambition Zero Carbon strategy to make from 2020, including playing our part to eliminate
EVP, Sustainability and racial inequality and ongoing concerns about the
accelerating rate of climate change have only
AstraZeneca’s global operations responsible for discrimination from the delivery of healthcare,
looking to ensure our workforce is representative
zero carbon emissions by 2025, without relying on
Chief Compliance Officer, increased our focus on sustainability over the past offset schemes, and to be carbon negative across of the communities in which we operate, taking
President AstraZeneca AB, year. These issues are interconnected, with health our entire value chain by 2030, puts us amongst the action to increase minority representation across
inequities meaning the impacts of the pandemic climate action leaders across all industries — this our talent pipeline and rolling out anti-discrimination
Sweden. and climate change will be felt hardest by those makes me very proud to be part of this company. training. Our first-ever Power of Diversity Week was
most in need. We must continue to work together There is of course a lot of work to do to achieve a global, virtual, tough conversation on what more
Daria Buhaichuk, Sustainability Data across sectors and with governments to support we can do and how to do it. We also celebrated
our bold commitments; we must collaborate
Analysis and Visualisation, Warsaw, a sustainable recovery and address the connection and partner with governments, non-government diversity and reminded ourselves of the value of
Poland, speaks with Katarina Ageborg between the health of the planet and the health organisations (NGOs) and other public and private an inclusive culture. These steps underline our
about sustainability in 2020. of people. sector organisations, as well as our industry peers, commitment to driving societal change within
to drive the investment, policy and infrastructure and beyond AstraZeneca.
changes to make it happen. We hope that by
Another highlight is the rapid acceleration of digital
working in partnership, as we have seen on vaccine
and virtual working, which has enabled us to
development, and driving industry action, we can
effectively continue serving patients and society
move towards a more sustainable approach for
Daria Buhaichuk when away from AstraZeneca sites, which has also
the healthcare sector overall.
reduced our business air travel by 86%. Together
"Our employees with extra wellbeing and mental health support for
have amazing passion DB: How are teams in AstraZeneca employees, I am extremely proud of how we have
and enthusiasm for our responding to this challenge? pulled together, lived our Values, and made our
sustainability work and make KA: Our employees have amazing passion contribution to society during this time.
sure that we step up to make and enthusiasm for our sustainability work and
a valuable contribution make sure that we step up to make a valuable
to society." contribution to society. Colleagues across the
company used crowdsourcing to innovate around
how we will achieve our climate targets. By the end
of 2020, we were sourcing almost 100% renewable
electricity across our sites worldwide. Our teams
are working hard to determine the steps we need to
take over this decade of delivery to get us to carbon
negative across our value chain by 2030; they
understand that there is a vital connection between
the health of the planet and people’s health, as well
as the future success of our company.
Katarina Ageborg
Sustainability governance
continued The AstraZeneca Board of Directors reviews our internal sustainability scorecard each quarter. In 2020,
the Board deliberated on sustainability matters including about the physical and transitional risks and
opportunities posed to AstraZeneca by climate change, as guided by the Taskforce on Climate-related
Financial Disclosures (TCFD) framework. See the AstraZeneca TCFD disclosure statement within our
Annual Report.
Board
of Directors Geneviève Berger
AstraZeneca
The Board
board reviews theand SET members Non-Executive Director of the AstraZeneca Board
sustainability
Pascal Soriot scorecard each During 2020, Genevieve Berger, a Non-Executive Director, oversaw the implementation of our sustainability
quarter.
CEO and In 2020, the board
Executive Director of the Board matters on behalf of the Board. Nazneen Rahman, Non-Executive Director, assumed these responsibilities
deliberated on sustainability
Joined the World Economic Forum's Sustainable from January 2021.
matters
MarketsXX times. Sum
Council, an advisory body of public-private-
laccumquae Leif Johansson
philanthropicvid te ulluptios
leaders to drive sustainable solutions in line
ipsaperibus sequaer chiligent Chairman of the Board
with the United Nation’s Sustainable Development Goals.
quis vellab. Represents AstraZeneca on the Reform for resilience — The Post-Pandemic Policy Commission, leading
He is also Chair of the AstraZeneca Global Inclusion and
the healthcare resilience and sustainability pillar. This new global initiative provides policy recommendations
Diversity Council, and a member of our Ambition Zero
for G7 and G20 political leaders. We are the only healthcare company on this Commission.
Carbon Governance Group that is accountable for key
investment decisions for our climate strategy.
Marc Dunoyer The Senior Executive Team, composed of our CEO and company leaders who report into the
CFO and Executive Director of the Board CEO, is accountable for specific sustainability initiatives and reviews our internal sustainability scorecard
Executive Sponsor of our philanthropic each quarter.
Young Health Programme which works to help young
Katarina Ageborg, EVP Sustainability and Chief Compliance Officer, is responsible for the overall
people take control of their health and prevent
sustainability strategy execution, including tracking our progress towards targets and working together
non-communicable diseases in 24 countries. Senior with company leadership to ensure strategy is aligned with business priorities.
He is also a member of our Ambition Zero Carbon Executive Team
Governance Group. (SET)
Our Sustainability Advisory Board comprises SET members and external sustainability experts.
It met in 2020 to approve strategic direction, recommend opportunities and provide insight.
Key discussions included:
• Ambition Zero Carbon plans

AstraZeneca SET and SAB members • Product Sustainability Index
• EVP, Sustainability and Chief Compliance Officer
• Impacts of systemic racism on access to healthcare
• EVP, Operations and IT
Value from external advisers External sustainability experts:
• EVP, BioPharmaceuticals R&D Each adviser has deep expertise in one or Pankaj Bhatia
• EVP, International more sustainability fields, spanning climate Deputy Director, Climate Program and Global
change, access to healthcare, operations, Director, GHG Protocol, World Resources Institute
• EVP, Human Resources strategy integration, human rights and product
Dame Polly Courtice, DBE, LVO
environmental stewardship.
Director, Cambridge Institute for Sustainability
Sustainability This range of perspectives helps us to understand Leadership, University of Cambridge
Advisory Board the diverse concerns of external stakeholder ain Henderson
R
(SAB) groups. The advisers offer insights from other Founder, Elementor Advisors
sectors and industries that we may not have
Louise Nicholls
considered otherwise. Most importantly, they
Managing Director of Suseco and Vice Chair of IEMA
challenge our thinking and push us to see
things differently.
Stakeholder engagement
We value the diverse Engaging to shape our priorities — Materiality assessment results
Materiality assessment
perspectives of stakeholders inside Access to healthcare Environmental protection Ethics and transparency
and outside our business. They AstraZeneca’s sustainability strategy is guided by
a materiality assessment. This assessment identifies
help us shape and implement the ESG issues that matter most to AstraZeneca Disease prevention Product environmental Ethical business culture
our sustainability strategy. and our stakeholders, and that represent where and treatment stewardship
we have greatest capacity for impact and action.
We recognise the importance of not only those We continually assess our strategy by examining
environmental, social and governance (ESG) emerging topics, significant trends and engaging Inclusion and diversity
Responsible research Pharmaceuticals
issues that impact our business, but also how our internal and external stakeholders.
and development in the environment
business impacts ESG matters. We gather broad
Our most recent sustainability materiality Talent and
stakeholder input to help us refine our approach.
assessment was conducted in 2018. In workforce evolution
It is through open and transparent dialogue with our
collaboration with an independent consultancy, this Investments in Greenhouse gas
stakeholders that we uncover solutions to advance
assessment identified 16 material focus areas that health systems reduction
the health of people, the planet and our business. Workforce wellbeing
maximise our opportunity for impact. This narrowed
We use a wide range of communication our priorities by about half. Our process was and safety
channels with our stakeholders, including digital rigorous and comprehensive, given its geographic
Environment’s
engagements, face-to-face dialogue and group breadth, depth of input from stakeholders and Water stewardship
impact on health Responsible supply chain
settings. Our Code of Ethics guides our approach. alignment with enterprise risks.
You can read more about how stakeholders can
raise concerns in Ethical business culture.
Affordability Waste management Human rights
We actively seek
AstraZeneca’s ability to influence
stakeholders’ input to
help us refine our approach.
It is through open and
transparent dialogue with our Low High
stakeholders that we uncover
solutions to advance the
health of people, the planet
and our business.
Stakeholder engagement continued
Featured engagements
Patients Communities Workforce Analysts, institutional investors

We are continually evolving our ways of working to We aim to make a positive impact on the In our employee survey, 87% of respondents stated and rating agencies
address the current and future needs of patients. communities in which we operate, as well as those they understand how to contribute to AstraZeneca’s We actively engage with financial stakeholders
We engage with patients in many ways: through which our medicines reach. In 2020, we provided sustainability priorities. on sustainability-related topics via one-to-one
patient advocacy groups, advisory boards and more than $76 million in community investment meetings, conferences, management roadshows
We hold local and global events to engage our
patient panels on specific therapy areas; market sponsorships, partnerships, charitable and product and other events, tracking engagement topics via
workforce in collectively achieving our sustainability
research; and through technology to connect with donations worldwide. We also donated more than our customer relationship management system.
goals. Dialogue and collaboration is facilitated
patient communities so they don’t need to travel. $1.6 billion of medicines in connection with We share periodic sustainability-related updates
through our internal social media platform, which
In 2020, we launched our internal global patient Patient Assistance Programmes (PAP), the largest with analysts, institutional investors, rating
was used in 2020 for a series of events. The
centricity scorecard to keep us accountable for of which is our AZ&Me programme in the US. agencies — including credit and sustainability
COVID-19: Now and Next crowdsourcing campaign
moving towards a more holistic, patient-centric — through direct outreach and in a dedicated
focused on ideas around what we had learned from
business model. We set goals for 2025 across section within our full-year and quarterly
the pandemic and how to accelerate the delivery of
three priorities: delivering fully-integrated health results announcements and presentations.
our company strategy and increase our resilience
ecosystem models; fostering patient-immersed In 2020, we hosted AstraZeneca’s first-ever
Suppliers to future shocks. The Ambition Zero Carbon:
culture and capabilities; and establishing health ESG event: Meet AZN management: Leading in
We work with suppliers that support us to deliver Decade to Deliver campaign generated ideas from
innovation hubs. sustainability, led by Non-Executive Chairman
our sustainability agenda. We engage directly employees to help us reach our GHG emissions
of the Board, Leif Johansson. More than 240
through virtual and in-person meetings to build 2030 target to be carbon negative in our value
unique participants attended the event and rated it
suppliers' sustainability awareness and capabilities. chain. Our first-ever global Power of Diversity Week
4 out of 5, for both the overall quality of the event
All of our critical manufacturing partners participate included activities to raise awareness around
and the ability of AstraZeneca to communicate
Healthcare professionals (HCPs) in the Sustainability Partner Guide and Framework, the role every employee plays in progressing our
its sustainability strategy. AstraZeneca was
HCPs are essential partners, providing insights that which includes sustainability assessments such as inclusion and diversity priorities.
voted second for ‘Best overall ESG’ in the 2020
help us improve how we develop and deliver our EcoVadis and EcoDesk. To maximise our impact, Institutional Investor survey, highlighting our
medicines for maximum patient benefit. We engage we participate in cross-industry forums such as continued progress in integrating sustainability
HCPs through advisory boards, clinical trials the Pharmaceutical Supply Chain Initiative (PSCI). into our business.
and educational events including independent In 2020, we continued work with suppliers to
events and congresses. In 2020, we provided and improve the measurement of our value chain's
supported early platforms for physicians to share greenhouse gas (GHG) emissions footprint.
their experience of treating patients with COVID-19. This supports our Ambition Zero Carbon targets.
We also responded to more than 118,000 HCP See more in Responsible supply chain. Government bodies and regulators
enquiries and processed over 21,000 adverse We hold regular meetings, roundtables and
event reports from HCPs. events to increase understanding about how
governments can improve patient access to new
medicines. In 2020, most of our work focused on
collaborating with governments to find solutions to
end the COVID-19 pandemic. We also engaged in
discussions on evolving the current reimbursement
system for medicines in the US.
Access to
healthcare
Health is key for people, planet
and business to thrive
Our ambition:
Work towards a future Our material
where all people have focus areas
Connection to health: access to sustainable
Innovative healthcare solutions healthcare solutions for Disease Responsible
are essential to improving life-changing treatment prevention research and
and prevention and treatment development
global health outcomes
Environment’s Investments
impact in health
on health systems
Affordability
Contributing to the
Sustainable Development Goals, 2020
a universal blueprint for prosperity performance 25m+ 132,000+ 10m+
for people and the planet, now and people reached healthcare people reached
into the future. through workers trained1 though our
our access (cumulative) Patient Assistance
SDG 3 | Good health and wellbeing programmes1 Programmes
SDG 17 | Partnership for the goals (cumulative) (cumulative)
Access to healthcare overview

Material focus areas
Our strategy addresses five focus areas,
as identified by our materiality assessment:
Access to healthcare at The big picture Partnering: We are patient centric and recognise
that patients are people first. We are evolving our Disease prevention and treatment
AstraZeneca goes beyond our We recognise health as a human right. Healthcare
ways of working to address the current and future
is our core business; our mission is to push the
medicines. We provide healthcare needs of patients. We work with partners to help
boundaries of science to deliver life-changing Responsible research and development
solutions along a continuum medicines. The COVID-19 pandemic has
create integrated healthcare ecosystems that bring
benefits and support for the whole of the patient
of care — from prevention, demonstrated that health is foundational to a
experience. We also co-chair the Private Sector
awareness, diagnosis and well-functioning society and economy. The Environment’s impact on health
Roundtable (PSRT) on Global Health Security, which
treatment, to post-treatment pandemic has also tested the resilience of
mobilises industry to help countries prevent, detect
healthcare systems. AstraZeneca is committed
and wellness. We work across to increase resilience to future shocks, so that
and respond to health security-related threats. Investments in health systems
our main therapy areas to We know we can achieve better health outcomes
people, the planet and our business can thrive
for all in partnership with other organisations.
address unmet medical needs well into the future. Affordability
and health disparities. Transforming: We commit to health equity —
to ensuring that everyone has an equal opportunity
Access to healthcare approach to be as healthy as possible. We are working
to address health disparities and eliminate
We are working towards a future where all people
have access to sustainable healthcare solutions for discrimination from the delivery of healthcare. This Key
life-changing treatment and prevention. includes ensuring equity in our workplace, access accomplishments
to our medicines, in our clinical trials and beyond.
How do we do this? Our internal initiatives place a strong emphasis on • Disease prevention and treatment:
the role of health in workforce wellbeing and safety, Launched the Take CaRe of Me programme
Innovating — to deliver life-changing medicine our supply chain and environmental stewardship. to promote early awareness of type 2
diabetes complications
Partnering — to improve access and affordability
Governance • Responsible research and development:
Transforming — for the future of healthcare Committed to diversity in clinical trials
The scope of our Access to healthcare material
focus areas applies across our business operations, • Environment’s impact on health:
2020 updates
so we work to collaborate across functions to Initiated air pollution research in Uganda in
Innovating: We seek to future-proof global health
deliver our strategy and outcomes. We support our partnership with the Cambridge Institute for
systems to ensure that our medicines get to people
global workforce to make their unique contributions Sustainability Leadership
who need them, even when challenges exist
to our Access to healthcare goals. An Access
within those healthcare systems. We launched the • Investments in health systems: Launched
to healthcare working group convenes regularly.
Partnership for Health System Sustainability and partnership for Health System Sustainability
Our unified quarterly scorecard tracks Access
Resilience (PHSSR) with the London School and Resilience with LSE and WEF
to healthcare metrics and communicates our
of Economics (LSE) and the World Economic
performance to all employees. • Affordability: Entered into over
Forum (WEF).
100 value-based agreements
We recognise that several of our annual • Overall: Ranked 7th out of 20 companies in
AstraZeneca Access to healthcare measures were the Access to Medicines Index (ATMI)
colleague presents at impacted by the pandemic and may not
Healthy Heart Africa reflect a typical trajectory.
expansion into Uganda.
The journey towards Health system resilience — the ability to: adapt to ever-changing societal and
economic circumstances; cope with shocks and continue to provide services in
health system resilience

the face of a crisis; and consistently deliver improved health outcomes.
Our role: Our approach:

To help improve:
The need: Health systems
Build health systems Health services

to be stronger and Disease prevention Responsible research Environment’s Investments in Affordability
Access and outcomes
more resilient for patients and treatment and development impact on health health systems
Innovating,
Partnering,
Transforming
Even before COVID-19, many health systems
had significant limitations in reaching those
with unmet medical needs. The pandemic has
revealed and exacerbated such pre-existing
Capability of health systems
weaknesses in health systems, and has Improve preparedness for future

demonstrated the urgent need to build more shocks and enhance international
resilient health systems worldwide. Ideal coordination on key processes
future such as scenario planning, response
protocols and reserve capacities
state
Resilience
Optimise the location and
focus of care on patients using
digital technologies
pre-2020 Recovery Address the unsustainable
social, economic and ecological
2020 costs of disease through more
current aggressive prevention
state
Improve the effectiveness of
care for chronic diseases through
improved quality of care standards,
which need to be defined,
Time implemented and monitored
Disease prevention and treatment Our work contributes to these

Sustainable Development Goals:
SDG 3 | Good health and wellbeing
SDG 17 | Partnership for the goals
Why it matters Description Key target and progress

Company activities aimed at preventing the onset
We are committed to health equity and progression of diseases (including NCDs).
— to ensuring that everyone has 2025 target 2020 update
Disease prevention and treatment
Maintain the Young YHP added six new
an equal opportunity to be as is closely related to other areas of Health Programme markets, reaching a total of
healthy as possible by removing Approach our sustainability strategy. (YHP) in current active 24 markets. We launched
barriers to access and eliminating With healthcare as our core business, we seek Investments in health systems markets and expand new programmes in
discrimination from the delivery to prevent disease and support people on their and Workforce wellbeing and safety into two new markets. two countries and
both feature prevention initiatives. accelerator programmes
of healthcare. path to better health. We do this through health
in six countries.
promotion, advocacy and research. For those who
Status: Achieved
have been diagnosed with a condition, we strive
We recognise that non-communicable diseases
to ensure access to effective treatment.
(NCDs), such as cancer, diabetes, heart disease
and respiratory conditions: Our work focuses on: See Sustainability Data Summary
• Should be addressed from an intersectional lens, Concentrating our portfolio on our for full metrics and methodology.
as they disproportionately impact marginalised three main therapy areas: oncology;
groups: communities of colour, low- and middle- cardiovascular, renal and metabolic
income populations1 and women,2 among others diseases; and respiratory diseases
• Are responsible for 71% of deaths globally3 and
Being patient centric — our
are the number one cause of death and disability,
longstanding commitment to
placing a significant burden on health systems4
patients has led us to reimagine our
• Are estimated to cost the global economy patient-focused ways of working.
$47 trillion by 2030 in lost productivity5 We embed it across every aspect of
our company to deliver the healthcare
We have the responsibility and opportunity to experience and outcomes people
leverage and scale our scientific expertise to care about most so they can enjoy In 2020, our
develop healthcare solutions that address existing fulfilling lives
health inequities. Additionally, we remain responsive
YHP started a
to global health imperatives, such as the COVID-19 new partnership with
Breaking down cultural
pandemic. In 2020, we invested resources into UNICEF to shape
barriers to improve treatment
prevention activities from equipment donations, adherence
12 policies and
to access programme resource reallocation, laws and train
to vaccine and treatment development. Collaborating with experts at 1,000 youth
leading organisations to better advocates.
understand diseases and accelerate
drug development
Young Health Programme (YHP) in Kenya.

Disease prevention and treatment continued
Sustainability in action
Health Innovation Hubs — At AstraZeneca we strive to meet the diverse Take CaRe of Me programme We have partnered with Tricog Health to deliver
Increasing access to healthcare needs of patients around the world. Our Health our goals. The programme is active in six countries
Many non-communicable diseases (NCDs) are
Innovation Hub models exist across Europe — Egypt, Mexico, the Philippines, India, Malaysia
As technology becomes integrated into the delivery interrelated; developing one NCD can increase
and emerging markets (Asia, Latin America and Argentina. Take CaRe of Me currently has the
of healthcare, medicines can no longer be viewed the risk of developing other NCDs. For example,
and Middle East and Africa areas). potential to impact the lives of around 155 million
in isolation from other aspects of a patient’s patients with type 2 diabetes (T2D) have a greater
patients with T2D.
care. We are co-creating solutions with and for Learn more about our commitment to patients risk of developing cardiovascular disease and
patients, and working with partners to establish and Health Innovation Hubs on our website. chronic kidney disease, a risk that further increases
integrated healthcare ecosystems that benefit the if the disease is not diagnosed and treated early.6
whole patient experience — from prevention and Studies estimate that up to 36% of T2D patients
awareness, diagnosis and treatment to will develop chronic kidney disease and 24% will
post-treatment and wellness. develop heart failure.7 Such interconnectivity is
well established, yet awareness in developing
Our Health Innovation Hubs are a network of
nations remains limited, providing a barrier to
physical locations and virtual partnerships to solve
effective, potentially life-saving treatment. This
challenges, and scale and showcase healthcare
situation highlights the importance of addressing
solutions. We have 10 major iHubs and more
T2D holistically, as opposed to addressing
than 20 local ecosystem solutions that form an
health issues separately.
interconnected global network to deliver integrated
care and holistic disease management across all In 2020, we recognised World Diabetes Day by
our therapy areas. Our Hubs put us at the centre of launching the Take CaRe of Me programme (C for
interaction between patients, medicine, technology, cardiovascular, R for renal and M for metabolic)
healthcare professionals and policy makers to — a holistic patient care and evidence generation
reimagine how we can improve patient outcomes. initiative that promotes the early awareness of T2D
We do this by: complications. The main goal is to improve patient
outcomes by driving early recognition, diagnosis,
• Establishing public-private partnerships based
referral and management of long-term risks, having
on a shared innovation agenda
a direct impact in patient outcomes through:
• Co-creating with the entire patient network
Integrating advanced diagnostic technologies
(caregivers, family, friends, co-workers,
into patient pathways to support primary care
healthcare professionals and others)
to help inform start-up companies and
physicians to more effectively profile and 155 million
identify patients who are at risk of associated
technology partners patients
cardio-renal complications
with type 2 diabetes will
• Bringing diverse patient perspectives to drive
Utilising artificial intelligence analytics and potentially be impacted
innovation within AstraZeneca as we work to A hackathon event at advanced point-of-care diagnostic devices by Take CaRe of Me.
improve the entire patient experience with our Hub in Sao Paulo,
to generate data that highlights the increased
‘whole disease’ solutions Brazil.
susceptibility of patients, enabling primary care
physicians in the early identification, prevention,
and potential treatment of these comorbidities
Raising patients' awareness of early

complications of T2D
Disease prevention and treatment continued
Partnering with World Heart In 2020, AstraZeneca worked with the WHF to: Challenges
Federation for cardiovascular care
• Launch Spotlight on Heart Failure, a global
There were challenges in 2020 for patients
AstraZeneca and the World Heart Federation campaign to raise awareness of the signs and
This partnership represents accessing treatment for NCDs due to
(WHF) launched a partnership to drive global symptoms of HF and encourage healthcare
an important step in realising the pandemic, including pressures on
action to prevent, control, and reduce the professionals to initiate discussions with
our ambition for our medicines healthcare systems, mobility limitations and
burden of cardiovascular disease and associated at-risk patient groups
to protect the lives of prioritisation. This has highlighted the need
complications. This partnership represents an
• Inspire policy change through the 50 million people for greater health system resilience. There are
important step in realising our ambition for our
Heart Failure Gap Report a global survey who suffer from cardiovascular, reputational risks and opportunities based upon
medicines to protect the lives of 50 million people
evaluating attitudes about heart failure among renal and metabolic diseases. the quality of our response to public health
who suffer from cardiovascular, renal and metabolic
the general public and policymakers emergencies such as the COVID-19 pandemic.
diseases. WHF is the world’s leading voice for
cardiovascular health on global policy, advocacy • Invest in the WHF Salim Yusuf
and disease awareness initiatives, representing the Emerging Leaders Programme, an international
interests of heart foundations, scientific societies, training programme on cardiovascular
civil society and patient organisations from over health policy research, health systems and Highlight
100 countries. implementation science
ACT on Heart Failure (HF)
This partnership focuses on two
The Accelerate Change Together (ACT) initiative
main objectives:
aims to extend and improve the lives of HF patients.
rogress evidence-based policy solutions,
P The programme's long-term targets include: cutting
with a strong focus on heart failure hospitalisations for HF by half and improving five
year survival rates by 20% by 2024. We have over
Increase the level of awareness on the 40 local ACT on HF country teams in Latin America,
burden of cardiovascular diseases worldwide Europe, Asia, Africa and North America.
Responsible research Our work contributes to these

and development
Why it matters Description In 2020 we made a commitment that our clinical

trials represent the diversity of the communities
Company stewardship in the development of a with the relevant disease. As a science-led,
We must continually innovate responsible product portfolio strategy to drive We're progressing
patient-focused organisation, we have an obligation
and take a long-term perspective global health outcomes, e.g. addressing unmet to play our part in addressing health inequities
our Digital Health R&D approach,
to address current and future medical needs, investing in neglected diseases, and eliminating discrimination from the delivery
which focuses on developing
novel digital solutions that harness
public health needs. AstraZeneca and embedding environmental predictors of disease of healthcare.
the power of data and analytics to
state, especially to improve the access and efficacy
has a role to play in contributing We also progressed our Digital Health R&D transform medicines development
of medicines for vulnerable populations.
to equity in our society through approach, which focuses on developing novel and improve patient outcomes
access to healthcare, clinical trials, digital solutions that harness the power of data and experience.
healthcare delivery and more. Approach and analytics to transform medicines development
and improve patient outcomes and experience.
Cross-functional pipeline governance teams Learn more on our website.
Non-communicable diseases (NCDs) are the meet to develop an innovative product portfolio
greatest cause of death worldwide.1 We know that In 2020, we worked to advance our approach
that drives positive global health outcomes to:
even as we strive to use the most effective means and identify innovations, aiming to:
to reach as many people as possible, we have a Address unmet medical needs and barriers
• Consider diverse geographical selection for
long way to go. Responsible R&D makes business to patient experience
clinical trial development, including low- and
sense because it drives us to innovate, establish middle-income countries
Increase the speed and breadth of
new and expand existing partnerships, venture into
patient access
new markets and develop new medicines in a way • Provide early access and continued post-trial
that advances health equity. rive excellence in product life cycle
D access for clinical trial participants
management
• Collaborate to advance scientific understanding
Understand long-term impacts of and build local capacity for R&D
scientific advances
• Consider how our products will affect the
populations they intend to treat within the
R&D phases, through our work on product
safety and Product environmental stewardship
In 2020 we made a
• Consider the range of ethical patient
commitment that our access issues that arise from biological
clinical trials represent and medical science
the diversity of the Responsible R&D is closely related to other
communities with the areas of our sustainability strategy, such as
relevant disease. Affordability, Investments in health systems,
and Ethical business culture, including Bioethics.
A colleague in Guadalajara, Mexico

working on Digital Health.
Responsible research and development continued
Sustainability in action Challenges

The pandemic had an impact on initiation,
ongoing recruitment and follow-up in some
clinical trials, primarily in the early stage.
Diversity in clinical trials Harnessing digital to optimise Greater access to children's We believe it remains prudent to assume that
the patient experience cancer medicines additional delays will arise as a consequence
We are taking action to ensure that our clinical trials
of the pandemic.
represent the diversity of the communities with the Digital health is the point at which healthcare, The AstraZeneca Paediatric Oncology Working
relevant disease. Our actions include: technology, data and analytics converge. The Group was established to set objectives to
World Health Organization believes digital health address unmet medical needs in paediatric
• Developing ways of using internal and external has the potential to improve health for everyone.2 oncology. In 2020, the group established
data sources to establish clinical trial diversity Here are two examples of our digital health work: partnerships with Children’s Oncology Group and Highlights
data baselines and identify gaps Innovative Therapies for Children with Cancer in
Clinical trials Europe (ITCC) to ensure AstraZeneca delivers AstraZeneca CEO signs historic
• Expecting consideration of patient insights We aim to increase access for underserved optimal paediatric studies, while securing pivotal
and disease population diversity early in
vaccines pledge
communities by using digital technologies. One access to the rare and vulnerable paediatric In collaboration with nine biopharmaceutical
project planning of the challenges of study participation for patients population. The Group's internal engagement
companies, Pascal Soriot signed a pledge to
is the amount of time spent attending clinic visits. with project teams aims to raise awareness of the
• Clarifying criteria for reimbursement of lost work continue to develop and test potential vaccines
With virtual visits, non-invasive data collection and need to accelerate initial paediatric evaluation of
time to remove barrier to trial participation AstraZeneca’s cancer medicines. for COVID-19 in accordance with high ethical
technology that monitors patients in their homes
instead of in a hospital setting, we are reducing standards and sound scientific principles.
• Initiating training for new and diverse investigators
the number of clinic visits needed. We are scaling "Developing appropriate medicines is absolutely
• Characterising our key opinion leaders, patient this model globally across our therapy areas and critical for paediatric patients. And I'd urge Research on treating and
interest groups and advisory boards to help align implementing strategies that aim for the majority everyone to build this thinking into their project preventing COVID-19
to our representation objectives of our clinical trials to be hybrid — partially strategies early, and challenge the norm and We are studying preventative options for
in-person and partially virtual. make this the new normal." people exposed to COVID-19, as well as to
• Building alliances within key communities and
treat and prevent disease progression in patients
within the industry. In 2020, AstraZeneca's Chief Digital therapeutics — Eileen McBride, Project Leader,
already infected with the virus. See more in
Medical Officer joined the Executive Committee As we move forward, the use of devices and Intelligent Pharmaceuticals
COVID-19 actions.
of the Multiregional Clinical Trial initiative at sensors to remotely monitor patients should
Harvard University, which is working on an reduce by half the incidence of acute hospital
Accelerating patient access to
inclusion and diversity toolkit for clinical trials. visits across all our therapy areas. Our vision
is to reimagine healthcare by delivering better our medicines
A guidance document was released to help
outcomes using digital therapeutics (DxTx). AstraZeneca implemented a project to identify
pharmaceutical companies achieve diversity,
In 2020, we developed an innovative DxTx changes needed to submit for approval in
inclusion, and equity in clinical research,
aimed at supporting earlier identification and international markets at a rate 50% faster than
along with a set of useful toolkits for clinical
management of Interstitial Lung Disease (ILD). previously. Accelerated filing times should result
trial diversity ILD is an umbrella term for a wide range of in patients receiving our life-changing medicines
For more on our approach to ensuring all that we do conditions that cause scarring (fibrosis) of the sooner. This project aims to increase the speed to
lungs, impacting the patients’ ability to breathe. file in multiple countries on the Access to Medicines
reflects the diversity of the communities we serve,
The new DxTx is intended to enable the early Index (ATMI), including Brazil, China, Colombia,
see Inclusion and diversity.
detection and management of ILD.
Digital health is Egypt, India, Indonesia, Iraq, Mexico, Philippines,
the point at which South Africa, Thailand, and Vietnam.
healthcare, technology,
data and analytics
converge.
Environment's impact on health Our work contributes to these

Why it matters Description We know that the benefits from reducing Pipeline
our environmental footprint can take effect Increasing our understanding of
Company efforts to prevent disease and improve within a few years of reducing emissions environment’s impact on health in
The planet's health is our health. health outcomes by addressing environmental and modifying environments. This can in
relation to our therapy areas
The relationship between our determinants of health. These determinants include turn help prevent certain diseases,3 such
health and the planet's health is climate change, air and water quality, the built as chronic obstructive pulmonary disease,
Production
lung cancers, stroke and heart disease.
circular, with humans and nature environment, and the environmental dimension Driving improved environmental
of antimicrobial resistance (AMR). performance of our operations for
impacting each other. We are In 2020, we committed to health equity
measured impact on human health
dependent upon nature for healthy — to ensuring that everyone has an equal
opportunity to be as healthy as possible, by
air, water, soil and overall climate. Approach removing barriers to access and eliminating
Products
We must minimise our impact discrimination from the delivery of healthcare.
Life cycle considerations of human
Our approach recognises that the health of health impacts for manufacture, use
on nature so that we continue our planet and the health of people are intrinsically This compels us to consider health disparities
and disposal of our products
to support a healthy future. linked. We address our environmental impacts faced by populations disproportionately affected
from the beginning of our research process all the by pollution and unhealthy environments.
Programmes
As a healthcare company, we have a responsibility way through to cross-sector collaborations for New programmes and scaling existing
to raise awareness of the interdependence between improved health of people and the planet. programmes to improve human health
the health of our planet and the health of people. through a healthier environment
By fostering healthy environments, prevention and
mitigation efforts contribute to healthier populations of our pla Partnerships
and can also benefit the healthcare systems ealth ne
t Cross-sector collaborations and
our business relies upon by helping control the H research for environmental health
incidence of disease on a global scale. indicators and outcomes
The World Health Organization estimates that

nearly 14 million people die each year as a result
of living or working in an unhealthy environment,
including eight million people from air pollution
alone.1 The climate crisis poses risks to public
health, with rising global temperatures now
accelerating respiratory and cardiovascular disease,
He
food insecurity, changes in water-borne and a l t h o p e o p le
vector-borne illnesses, increasing allergens, f
as well as mental health effects. People in
low- and middle-income countries are
disproportionately impacted, which exacerbates
pre-existing inequalities of disadvantaged groups.2
Environment's impact on health continued
Research on connection between

air quality and diseases in Uganda
Air pollution added as focus
to the YHP
Research on the environmental
dimension of AMR
Challenges
Outdoor air pollution accounts for an estimated Antimicrobial resistance (AMR) occurs when Global dialogue and action to combat the
Many non-communicable diseases (NCDs)
4.2 million premature deaths per year,4 creating bacteria, viruses, fungi and parasites evolve climate crisis, along with the devastation of the
are influenced by a set of risk factors related to
a significant burden on public health systems. over time and no longer respond to medicines. COVID-19 pandemic, have brought into sharper
the environment where we live. Approximately
In Uganda, public awareness on the effects of This makes infections harder to treat and increases focus the consequences of the environment’s
70% of premature deaths from NCDs can
air pollution is low,5 despite evident high levels the risk of disease spread, severe illness and death. impact on health. Global risks are acutely
be linked to behaviours that started in
of outdoor air pollution. In partnership with the As a result, medicines become ineffective and felt, and local risks can quickly go global. As
adolescence.6 Our Young Health Programme
Cambridge Institute for Sustainability Leadership infections persist in humans, increasing the risk we look to the future health of the planet and
(CISL), AstraZeneca launched a new research (YHP) works to help young people take control of spread to others.7 people, we should work to increase resilience to
fellowship to explore strategies to reduce outdoor of their health and prevent NCDs. In 2020,
In 2020, AstraZeneca and other scientists future shocks with our partners.
air pollution in Uganda and promote healthy we set and met our goal to have all new country
communities through evidence-based policies. programmes with our partner Plan International published a paper that found the current
understanding of safe antibiotic levels in rivers
include air pollution as a focus. Learn more
A CISL fellow will collect data in two locations may not prevent evolution of antibiotic resistance
about the YHP on our website.
in Uganda (Kampala, and Jinja) and compare and fully protect human health. This research Highlights
strategies in these locations to air quality suggests the need to introduce thresholds to
management efforts in other African cities and help address the spread of resistant bacteria. Turning waste into clean energy
London. This study aims to create a platform This paper is part of AstraZeneca's commitment In collaboration with Cambridge Institute for
for knowledge sharing among stakeholders to the United Nations Roadmap on Antimicrobial
Sustainability Leadership (CISL), biodigesters
responsible for addressing outdoor air pollution Resistance. In addition, AstraZeneca published
in Uganda. The platform should increase the a novel approach called ‘SELection End points installed for the Dunga Beach pilot project on Lake
ability of health practitioners to manage the in Communities of bacTeria’ (SELECT) to include Victoria in Kenya are being maintained to monitor
impact of air quality on respiratory, oncological the selection potential for AMR within the the transformation of waste into clean energy and
and cardiovascular disease prevalence. This environmental risk assessment of antibiotics. reduce exposure to air pollution from cooking
research will be developed with input from stoves in the surrounding community.
the Medical Research Council Epidemiology AstraZeneca also funded and co-authored
research on antibiotic residues in sewage
Unit at the University of Cambridge and the Investing in people- and
Global Public Health Research Programme at and agricultural run-off. This focused on the
development of a novel method to establish planet-healthy buildings
Makerere University, as well as other stakeholders Designing workplaces that promote health for
across Cambridge and Uganda. Read more on safe release limits for antibiotics that could
also help to identify highly-contaminated areas people and the environment is important to us.
our website.
through environmental surveillance. The findings We adopt appropriate external environmental
are being used in the United Kingdom to advocate assessment tools in order to optimise environmental
for environment-related recommendations to design for future buildings. Three of our sites are
"The purpose of this project is to study the interconnectivity between environmental be added to the government's five-year action located in buildings certified by Leadership in
health and disease with a view to helping foster healthier and safer communities. plan on AMR. Energy and Environmental Design (LEED):
I’m delighted to lead this project which has the wider ambition to raise public Gaithersburg, US; Prague, Czech Republic;
awareness of air pollution exposure and inform stakeholders across African cities and South San Francisco, US.
when formulating evidence-based policies addressing outdoor air pollution, as well
as guiding health professionals when interpreting air quality data in the management
of patients with respiratory disease."
— Dr Gabriel Okello, Prince of Wales Global Sustainability Fellow, CISL

Investments in health systems Our work contributes to these

Why it matters Description In 2020, we launched The Partnership for Health Key targets and progress
System Sustainability and Resilience (PHSSR)
Company contributions to strengthening healthcare with the London School of Economics (LSE) and
Health disparities exist in capabilities and infrastructure — including in the World Economic Forum (WEF), motivated by a 2025 target 2020 update
all healthcare systems — developing and emerging markets — to facilitate shared commitment to improving population health, Reach 50 million More than 25m people
with marginalised populations access to healthcare and improved quality of through and beyond the COVID-19 pandemic. people through our reached (cumulative).
disproportionately impacted healthcare and outcomes. Change is needed to build health systems that are access programmes,
both resilient to crises and sustainable in the face This target has been
in both developed and including: Healthy Heart
modified to double the
of long-term stresses. From new models of care, to Africa, Young Health
low- and middle-income Approach innovative financing mechanisms and breakthrough people reached and now
Programme (YHP),
countries. Widespread technologies, PHSSR aims to make change Healthy Lung and
encompasses four Access
The nature of diseases and infection and their to healthcare programmes.
collaboration is needed to happen, by identifying transferable solutions with Phakamisa.
risk factors call for multi-sector involvement in the greatest potential, and supporting their adoption
create the system-wide changes prevention and control measures. We work with to deliver better health and better care for all.
necessary to address health stakeholders to align on our shared objectives and Status: On plan
disparities and ensure that develop interventions that are optimised to address ead about our approach to
R
local challenges, while leveraging our experience in health systems resilience.
everyone receives equitable,
health programming. 2025 target 2020 update
quality healthcare.
We aim to build the capabilities of healthcare Train 170,000 More than 132,000
systems to best respond to patient needs by: healthcare workers healthcare workers trained
As a healthcare company, we are committed to
to strengthen health (cumulative). The previous
health equity — to ensuring that everyone has an Remaining culturally relevant and ensuring systems throughout target of 75,000 was
equal opportunity to be as healthy as possible, programming is locally appropriate the world through achieved in 2019.
by removing barriers to access and eliminating
Using our global footprint to scale partnerships our Healthy Heart
discrimination from the delivery of healthcare.
Africa, Healthy Lung,
We also seek to make health systems more Establishing mechanisms for collaboration Phakamisa and YHP
resilient to withstand future crises. with our partners, for example through programmes.
Our investments support patients on their path to joint coordination, planning, follow up and
wellness. They enable us to gain a more intimate agreement of a set of core indicators for
Status: On plan
understanding of global, regional and local health monitoring and evaluation
challenges so that we can address gaps by
developing targeted medicines and treatments.
See Sustainability Data Summary
for full metrics and methodology.
Healthy Heart Africa launch event in Uganda.

Investment in health systems continued
Cardiovascular Project Heartbeat in India

Investments aligned with our
business capabilities Launched alongside Tricog Health, this project
Challenges
Healthy Heart Africa pivots to address COVID-19 addresses local demand for early diagnosis and
We have three main therapy areas — oncology; We are aware of the challenges that some
In Sub Saharan Africa, cardiovascular diseases intervention for heart attack patients, by enabling markets face with regards to their healthcare
cardiovascular, renal and metabolism; and (CVD) are the most frequent causes of cloud-based artificial intelligence diagnosis of
respiratory. Our investments in health systems gaps and that their journey to resilience may
non-communicable disease (NCD) deaths, electrocardiograms (ECGs), routing patients to
are aligned to these therapy areas, to ensure the nearest Cath Labs, and allowing for accurate not be realistic in the near-term. In 2020,
responsible for approximately 13% of all deaths
connection to our overall company strategy and 37% of all NCD deaths.1 Our Healthy Heart diagnosis, ultimately improving patient outcomes. we adjusted our programmes to meet local
and business model. The stories below outline Africa (HHA) programme contributes to the To date, 2,195 ECGs have been conducted; needs related to COVID-19.
2020 progress for each therapy area. prevention and control of hypertension and 922 abnormal cases have been detected from
decreasing the burden of CVD across Africa. which 112 critical MIs were identified, referred
Currently in its 6th year of implementation, and treated — all within an average diagnosis
Respiratory
HHA is present in five countries — Kenya, time of two minutes. Highlights
Ethiopia, Tanzania, Ghana and Uganda.
Redefining care for severe asthma patients Many of our Access to healthcare programmes Donation of 10,000 blood pressure monitors
across the globe have been impacted by the pandemic. In line with Oncology In alignment with the South African National
our Values to do the right thing and put patients Department of Health's vision of task shifting to
With more than 34 million people affected by Investing to transform cancer care
asthma worldwide,2 we have made a long-term first, we asked our HHA partners to suspend community health workers, AstraZeneca donated
routine community activities and offered support Lung cancer is the leading cause of cancer-related blood pressure monitors to support screening
investment to improve severe asthma patient care
to them, their healthcare facilities and the local death. Approximately one in five people are alive of NCDs.
through our PRECISION programme. PRECISION
communities. We proposed that our partners five years after initial diagnosis.3 We have an
brings together leading experts in asthma and
reallocate their programme budget towards safety ambition to change these statistics and eliminate Phakamisa oncology programme renewed
healthcare policy to ensure severe asthma patients
measures and personal protective equipment cancer as a cause of death. In 2019 we joined the
routinely receive the right care, at the right time, In partnership with the South African National
such as masks and gloves. We also supported the Lung Ambition Alliance to collaborate with peers
in the most appropriate setting. Our efforts are Department of Health, Phakamisa aims to support
Kenyan Ministry of Health, providing them with a and partners to find the best possible solutions for
focused on accelerating appropriate referrals to implementation of the National Cancer Campaign
platform to distribute COVID-19 materials to their lung cancer patients. In 2020 the Alliance launched
specialists, building capability and capacity and which seeks to address awareness, early diagnosis
healthcare facilities. Together we invested funds to: the Lung Cancer Care awards, inviting patient and
improving policy and access. Launched in 2017, and access to care for breast and prostate
caregiver non-profit organisations to submit grant
PRECISION operates across 56 countries and with aise awareness of how to limit the spread
R applications for projects that go beyond prevention cancer patients.
the involvement of more than 160,000 healthcare of the virus to support people with lung cancer at different
professionals — transforming clinical standards
and patient referral pathways and identifying rotect those on the clinical front line in
P stages of diagnosis. The initiative recognises the Early cancer screening programme in India
community health very specific local barriers to quality care that must The Ganga Godavari programme focuses on
patients most at risk based on potential
be considered when developing patient centric specialised cancer screening for oral, breast
over-reliance on oral steroids.
solutions. The Alliance awarded 13 organisations, and cervical cancer. It creates awareness through
Africa Pumua Initiative representing six countries, that seek to transform community health education activities and follow-up
cancer care at different points along the lung
Launched in 2020, Africa Pumua aims to improve processes to ensure effective hospital referrals for
cancer patient experience.
paediatric and adult asthma management cancer patients and their treatment. Since its launch
across healthcare sectors in Ghana and Kenya, in 2019, 4,000 beneficiaries have been screened.
in partnership with governments and healthcare
professional societies. The initiative forms part of Our Healthy Heart Africa partners in Kenya —
our commitment to deliver improved accessibility the Kenyan Conference of Catholic Bishops (KCCB)
and availability of quality care in Africa. — host COVID-19 awareness events.
Affordability
Description Approach We work closely with healthcare systems, payers

Why it matters and policymakers, with the aim of improving
The company’s position, policy and performance We understand that a medicine’s value within a health system resilience and to ensure access is
AstraZeneca is committed to
on the pricing of medicines, including core particular healthcare system is unique, with different widespread. We strive to support equitable access
driving equitable access to healthcare costs, patient populations and societal to healthcare globally by:
pricing principles, tiered pricing, and access
medicines for patients globally. and affordability programmes. priorities across each health system. Our approach
Coordinating programmes with country health
Our medicines help address is therefore driven by the belief that the price of a
systems to deliver medicines in a locally
unmet medical needs, improve medicine should reflect its value, maximise patient
affordable context for patients
access, and provide flexibility to accommodate
health and create economic variation in global health systems and economic Supporting infrastructure, for example training
benefits. We must work on realities for patients. healthcare professionals and facilitating clinics
affordability today to ensure We apply value-based agreements (VBA)1 to hold
for screening and diagnosis
that in the long-term, patients ourselves accountable and ensure patients are truly Delivering programmes which focus on making
can access our medicines, benefiting from our products. VBA is an agreement medicines available through donation to eligible
and there are resources and that reduces uncertainty of payers (economic or patients (i.e. free of charge)
clinical) where access, reimbursement or price
infrastructure available to Tailoring payment models, including tiered
is linked to real world clinical benefit.
purchase and distribute our pricing (based on gross national income)
medicines equitably. and value-based agreements
Read more in our Affordability statement.

Industry, policy makers and payers need to
work together to create a more resilient health
system, and to develop solutions to pay for
the value of medicines while addressing global for Affordability figures.
variation in affordability.
By working on affordability solutions for patients

and payers, we can ensure that our medicines are
made available and that we focus on delivering
By working on affordability
treatments that are targeted and effective to
solutions for patients and
meet patient needs. This can help to lower
payers, we can ensure that our
healthcare costs by preventing more serious
medicines are made available
and costly diseases and reducing the need
and that we focus on delivering
for more expensive care.
treatments that are targeted and
effective to meet patient needs.
Affordability continued
Access and affordability programmes Value-based agreements Challenges

Value-based agreements are designed to enable
Many people around the world face barriers to accessing medical treatment and healthcare. Some lack The category of 'Pricing, affordability,
timely patient access while reducing uncertainty
insurance or do not have the ability to pay for medicines. Some live in medically underserved communities. access and competitive pressures' is an
of payers (clinical or economic), ultimately to
Some need to choose between paying for healthcare or paying for food. The issues are complex. We AstraZeneca principal risk with the potential
improve patient outcomes and health system
have offered access and affordability programmes to patients for more than 36 years in countries all over to have a material impact on our business
effectiveness. In 2020, we worked closely with
the world. These programmes are designed in partnership with local health systems to help patients gain or results of operations, as described in
a European government to create an outcomes-
access to the medicines and healthcare they need. our Annual Report.
based agreement for a medicine that treats severe
Our access and affordability programmes are available to patients who meet the eligibility requirements. asthma. This agreement links reimbursement to We operate in more than 100 countries around
These programmes range from removing barriers to access, to reducing out-of-pocket costs through real-world data, thereby ensuring that only patients the world, which means we are subject to
discounts or co-pays, to offering medicines for free to those who cannot afford to pay. who receive a benefit continue treatment and that political, socioeconomic and financial influences
the health system only reimburses AstraZeneca for from each of those geographies, as well as from
these patients. the perspective of a global company. There can
Patient Assistance Programmes Donating medicines be additional scrutiny from governments and
We have entered into over 100 innovative value-
Our Patient Assistance Programmes (PAPs) offer We donate our medicines through non-profit healthcare systems on the price of medicines,
based agreement partnerships, across our three
medicines to patients who cannot afford to pay partners who support patients in medically for example in response to broader economic
main therapy areas. The number of contracts has
and who meet certain eligibility requirements. underserved communities, humanitarian settings pressures. This can impact our financial
more than doubled versus 2019. We anticipate
Our largest PAP is AZ&Me in the US. AZ&Me is and/or through disaster relief efforts. In 2020, we performance and therefore have an effect upon
value-based agreements will continue to increase
governed as a 501(c)4 organisation, operating under donated $12 million of medicines to Americares the scale of investment we can make in the
to ensure timely access for patients. We will
a strict regulatory structure for the purpose of social for use in their Free Clinic network in the US. discovery and development of new medicines.
continue to invest in partnerships to support data
support and is separated by this structure from our This network improves the health of people living collection system design and to demonstrate the
commercial business. In 2020, we donated more in or near poverty, by providing no- or low-cost real-world value of our medicines.
than $1.6 billion in medicines through AZ&Me to care. We also donated $15 million of oncology,
patients who could not afford to pay. respiratory, metabolic and cardiovascular medicines Highlight
to Direct Relief to facilitate a rapid response in
times of crisis. These medicines were redistributed Increasing access for breast cancer
Reducing costs in emerging markets to Haiti, El Salvador and Myanmar as part of patients in rural Cambodia
We have entered into
We have a variety of patient access programmes in COVID-19 relief efforts. In 2020, we celebrated the 12th year of our
emerging markets, each tailored to meet the needs
over 100 collaboration with Americares and the Sihanouk
While we recognise that donating medicines
of the local community. value-based Hospital Center of Hope (SHCH) for the Cambodia
is not a long-term solution in isolation, it is
an option to address an immediate need and agreement Breast Cancer Initiative. This programme aims to
Faz Bem is an AstraZeneca patient access increase early diagnosis and treatment for women
programme in Brazil aimed at improving affordability we remain committed to working with health partnerships,
living in rural areas. In 2020, the programme
of our medicines. The programme offers different system stakeholders and payers towards across our three main
administered more than 18,500 units of donated
discounts for patients, providing access across more systemic solutions. therapy areas.
AstraZeneca medicines to post-menopausal breast
the country and aims for treatment adherence. cancer patients. Since the programme began,
Faz Bem is available in 27,000 pharmacies covering more than 4,200 patients have received treatment.
all Brazilian states. In 2020, we enrolled 277,000
new patients, and reached 642,000 patients with
chronic diseases such as cardiovascular disease,
dyslipidemia and asthma.
Environmental
protection
The health of the planet
impacts all life
Our ambition:
Demonstrate Our material
global leadership to focus areas
Connection to health: proactively manage our
Supporting a healthy environmental impact Product
Greenhouse
across all our activities environmental
environment helps prevent the stewardship
gas reduction
onset of certain diseases and and products
improve health outcomes
Pharmaceuticals Water
in the environment stewardship
Waste
management
Contributing to the
a universal blueprint for prosperity performance 60% 2% 20% 1st 100%
for people and the planet, now and reduction in reduction in reduction life cycle of active pharmaceutical
into the future. Scope 1 and 2; our waste in our assessment ingredient discharges
GHG emissions since 2015 water use study completed from AstraZeneca
SDG 12 | Responsible consumption and production since 2015 since 2015 for a clinical trial owned sites
SDG 13 | Climate action demonstrated as safe;1
94% of discharges
from direct suppliers
demonstrated as safe1
See Sustainability Data Summary for full metrics and methodology.
Environmental protection overview

Our approach addresses five environmental focus
areas, as identified by our materiality assessment:
The relationship between our To sustain life on Earth, we must work within the The big picture
systems that nature evolved, and the human formed Product environmental stewardship
health and the planet's health systems of society and business. Global society
Addressing the climate crisis is the century’s
greatest global health opportunity;2 it's also an
is circular, with society and is depleting the Earth's natural capital — such as
opportunity to address systemic inequities. As an Greenhouse gas reduction
nature having a huge impact on water, forests and biodiversity — at rates faster than
organisation committed to health equity, climate
nature can replenish. Pollution takes a heavy toll on
one another. The effects of the action is central to our sustainability strategy
human health, reflected by an estimated nine million Pharmaceuticals in the environment
continued growth of the global premature deaths globally.1 We are taking action
because climate change amplifies and accelerates
economy and its reliance on existing social inequities, including physical and
now because we recognise the inextricable link
mental health issues, poverty, forced migration, and Water stewardship
fossil fuels are putting at risk between a healthy planet and healthy people.
disparities in education, housing, wealth, etc.
not only human health, but
COVID-19 has demonstrated the significant
also the ability of the Earth to negative impacts that result from humans living out
Waste management
sustain life. We must innovate to We envision a future where we help
of harmony with nature. Deforestation, biodiversity
restore our planet to health by:
ensure sustainable growth that loss and development activities such as agriculture See Environment’s impact on health for more
doesn’t compromise the natural and urban sprawl have increased the risk of ways we are contributing to a healthy planet
Maximising our positive transmission of zoonotic infectious diseases, such and healthy people.
resources upon which we all rely, environmental impacts and as COVID-19, from animals to humans.3 Addressing
and which underpin societal and minimising our negative impacts, the root causes of the pandemic presents a unique
planetary health. while improving health outcomes opportunity to transition towards an economy
centred around people and nature.
Working in harmony with society
and the natural environment, Most of AstraZeneca's environmental impact is
Key
embracing a more circular mindset embedded in our products and the goods and accomplishments
to how we innovate services we purchase, rather than at our sites.
There is increasing scrutiny of the environmental • Product environmental stewardship:
Decoupling our growth from our footprint of medicines and there are signals of Developed internal Product
use of natural resources change towards the procurement of medicines with Sustainability Index
a smaller footprint. Over the next decade we expect
• Greenhouse gas reduction:
environmental issues will become much more
Launched Ambition Zero Carbon
commercially material and a differentiator in the
market place. • Pharmaceuticals in the environment:
Initiated IMI PREMIER project
• Water stewardship: Ranked on CDP A list
• Waste management: Founding member

of the Circular Bioeconomy Alliance and
co-author of 10-point action plan for the
circular bioeconomy
Environmental protection overview continued
$100 million
invested by NRRGG fund
in environmental efficiency
Governance The guide for our environmental management To drive our climate action initiatives and meet innovations since 2015, including
system (EMS) — our global safety, health and our environmental targets, we have a dedicated $19 million for 42 new projects
Environmental matters are managed by the
environment (SHE) management principles fund managed by a Natural Resources Reduction in 2020.
Executive Vice-President (EVP), Sustainability
— is embedded in our Code of Ethics. A SHE Governance Group (NRRGG). This fund has
and Chief Compliance Officer, who reports to the
management system is implemented in line invested more than $100 million in environmental
CEO. Implementation is conducted in partnership
with recognised international standards efficiency innovations since 2015, including
with key functions including Operations and
e.g. ISO 14001 and 50001. $19 million for 42 new projects in 2020. We use site
Oncology and BioPharmaceuticals R&D. In 2020,
a Global Head of Environmental Protection was Key parts of our EMS include: water scarcity assessments and natural resource
appointed for implementation and delivery of our audits to identify opportunities for management
environmental protection strategy. Our unified • Mandatory standards for activities that can cause and investment. In 2020, seven sites were internally
quarterly scorecard tracks 16 Environmental environmental harm assessed for efficiency opportunities.
protection metrics and communicates our • Risk management system to control change and
performance to all employees. Taskforce for Climate-related Financial
local risk registers
Disclosure (TCFD)
In 2020, we established an Ambition Zero Carbon
• An enterprise OneSHE Advisory board with As part of Ambition Zero Carbon and our
Governance Group with executive-level ownership,
representation from SHE leads at strategic sites progress on climate resilience, we are publishing
accountable for the delivery of Ambition Zero
Carbon. The group meets monthly and includes • Annual management system review signed off by our first voluntary disclosure in line with the
our CEO, CFO, the EVP, Sustainability and Chief site leads and evaluated at an enterprise level recommendations of TCFD. Our intention is to
Compliance Officer, and the EVP, Operations demonstrate how we consider the impact of climate
and IT. A Taskforce on Climate-related Financial • Audit programme, led by an independent change issues on our business and integrate
Disclosures (TCFD) steering group was also organisation, with auditors from across the climate-related risk and opportunities into our
established with cross-functional membership business trained in auditing to ISO standards, governance, risk management and strategies.
to identify and proactively manage the physical reporting back to functional leads and the See the AstraZeneca TCFD disclosure statement
and transitional risks and opportunities posed to Audit Committee and more4 within our Annual Report.
AstraZeneca by climate change.
COVID-19 Impacts
Some sites have sought external certification, including: We remained steadfast to our environmental
commitments throughout the pandemic.
ISO 14001 ISO 50001 We have advocated for a 'rebuilding better'
(environmental management) (energy management) approach. We became signatories to several
• Shanghai, China • Macclesfield, UK landmark public-private sector initiatives including:
• Milan, Italy • Gaithersburg, US Uniting to Recover Better; and Race to Zero.
• Macclesfield, UK (representing 26% of total
• Gothenburg and Södertälje, Sweden energy consumption)
(representing 17% of employees covered) We recognise that several of our annual
Environmental protection measures were
See Workforce wellbeing and safety for our occupational health and safety ISO certifications. impacted by the pandemic and may
not reflect a typical trajectory.
Product environmental stewardship Our work contributes to these

Approach We utilise life cycle assessment (LCA) Key targets and progress
Why it matters methodology to measure the type and magnitude
People and the planet benefit
• Design out negative environmental impacts of environmental impacts that sit across our product
from medicines with the smallest

• Life cycle assessments to measure the value chains. We adhere to ISO LCA standards 2020 target 2020 update
environmental impacts of our products 14040 and 14044 to ensure our environmental Develop resource We set an internal
possible environmental impact, • R esource efficiency through targets to lower impact data are reliable, robust and relevant. This efficiency targets for PMI target for monoclonal
while not sacrificing medical process mass intensity (PMI) knowledge not only enables action to be taken biologic products. antibody projects
efficacy or safety. As technologies to improve the environmental performance of our (our largest class of
We manage the environmental impacts of our products, but also provides vital information on the biological products).
and healthcare systems evolve, products from discovery in the lab all the way type of investment required to embed sustainability
Status: Achieved
so too should solutions to reduce through to the end of a product's life. We evaluate in the value chains of our future medicines.
energy, water, material use and all materials and processes used to make our 2022 target 2020 update
products and our scientists proactively investigate While the pharmaceutical industry's absolute use of
waste generated from delivering 95% of paper-based Progress was made
opportunities to close the production loop and raw materials is relatively low in comparison to other
product packaging towards the target
medicines to patients. strive towards circular solutions across our industries, the conversion of those raw materials
materials used of 95%. Learn more
product value chains. into products can be inefficient. We use a metric
are supplied from about our use of
AstraZeneca is responsible for its choices in raw called process mass intensity (PMI) to measure
sustainable sources. commodities linked
materials sourcing, manufacture and formulation API production our raw material efficiency. PMI is measured as
to deforestation
of active pharmaceutical ingredients (APIs), and and formulation kilograms of raw materials used to produce a
in our new
device and packaging selection. As we improve kilogram of the final API. A lower PMI means we Status: Lagging
Forestry Statement.
our processes, we can implement change ahead disposal are using materials more efficiently. Our 2025 target
(end-of-life device
of evolving regulations, and lower costs of supply. or reuse) production
for our small molecule drug projects is for 90% of
This allows us to reinvest in life-changing medicines new API production processes to meet PMI targets 2025 target 2020 update
and improve patient access to healthcare solutions. by launch. 90% of API syntheses Since 2015, 67% of
meet resource efficiency projects (two of three)
In 2020 we updated our two internal governance targets at launch. have met defined
procedures that provide medicine development
Description We follow a
life cycle approach projects with a framework to complete key SHE
resource efficiency
targets. In 2020, a
that covers all stages activities such as environmental, process safety Status: Lagging
Company efforts to identify, address and minimise new oncology medicine
of our products and occupational toxicology assessments and met its PMI target at
the environmental impact of products from
chemical registration at defined development launch and we achieved
discovery in early R&D through development to
milestones. These ensure compliance and embed a PMI reduction of
launch of a new product and during its commercial patient packaging
sustainability in our manufacturing processes prior 9% across the late
lifetime to end-of-use. use
to commercial manufacture. stage project portfolio.
distribution

Product environmental stewardship continued
Driving sustainability performance The PSI has scoring criteria across six categories: Improved quality of healthcare can
and product innovation lead to smaller GHG footprint
Many inputs from nature, such as water and raw Carbon: greenhouse gas (GHG) Our medicines are delivered to patients through
materials, are needed across the pharmaceutical footprint of a product across the whole healthcare systems, which can be significant
value chain to deliver our life-changing medicines. value chain, per patient, per year contributors to greenhouse gas (GHG) emissions
We need to dramatically reduce our resource in the public sector. Increasingly, healthcare
consumption and minimise waste production providers are looking at ways to deliver
in order to manage our environmental impact Power: percentage of renewable improved patient outcomes with a smaller GHG
and achieve Ambition Zero Carbon. In 2020 electricity, not including energy footprint, while at the same time responding to
we developed and piloted an internal Product supplied for heating, used in increasing demand upon healthcare services.
Sustainability Index (PSI) to advance product manufacture across a product’s In 2020, we led new research to assess how
environmental stewardship performance and supply chain improved treatment and management of common
innovation across our therapy areas. Our goal is
non-communicable diseases, such as asthma, can
for all our products to be assessed against the
lead to a reduced GHG footprint of healthcare1.
PSI to track environmental sustainability — from
Water (resource): water consumption New data using real world evidence has
development to launch and beyond — to inform
across the whole value chain, per demonstrated that up to 250,000 tonnes of CO2-
environmental improvement plans for project teams.
patient, per year equivalent (CO2e) is released into the atmosphere
every year in the United Kingdom alone from the
overuse of reliever medication in the treatment
of asthma, which is known to be associated with
Water (releases): risk of API discharges an increased risk of asthma attacks.2,3 Identifying
to the environment resulting from opportunities to achieve better outcomes for
patient use and manufacturing (see people with diseases like asthma will reduce
Pharmaceuticals in the environment) the environmental footprint of care and has the
potential to be an increasingly important approach
to more sustainable healthcare.
Resource use: use of raw materials

in drug substance manufacture
We participated
in research with
healthcare providers to
assess how improved care of
Innovation and improvement: common non-communicable
improvements made across the five diseases, such as asthma,
categories above, driven by innovative can lead to a reduced
approaches during the product life cycle GHG footprint.
Product environmental stewardship continued

We are increasingly exposed to climate-focused environmental policy and regulation
and we must adapt to the risks and opportunities that these pose. An example
is the Kigali Amendment to the Montreal Protocol, bringing hydrofluorocarbon
Green chemistry in the lab — Sustainability challenge (HFC) gases, which have high global warming potential (GWP), under a long-term
Nature as inspiration for oncology medicine phase-down. Our pressurised metered-dose inhalers (pMDIs) rely on these
We held the second edition of the sustainability challenge
chemical development run by our Pharmaceutical Technology and Development
fluorinated gases (F-Gases) as a propellant and this current regulation could
put future revenue at risk if the alternatives we are actively researching are not
Nature is a source of inspiration for sustainability. department in 2020. It focused on sustainable product
successful or cannot be substituted into the product. We are also exposed to the
In biology, plants employ photosynthesis to convert raw innovation and raising awareness of sustainability. The
US and EU F-Gas review, when there is the risk that some F-Gases used in
materials like water and carbon dioxide into chemical energy, challenge empowered employees by offering seed funding
pMDI-based respiratory products could be subject to emission restrictions from
using the energy of solar photons. The energy efficiency for six winning groups to deliver sustainable solutions that
which they are currently exempt. Loss of the medicinal exemption, or failure to have
of photosynthesis is a concept considered in the align to our sustainability strategy and push the boundaries
a long-term phased transition, could prevent or limit availability of products in our
Principles of Green Chemistry. Our process chemists of science. The winning ideas included recyclable solvents
inhaled medicines portfolio, should these restrictions become applicable before
apply green chemistry principles in their continuous search for peptide synthesis and a carbon-zero stage for an
the transition to our next-generation low GWP pMDIs. See the TCFD disclosure
to find better ways to do chemistry reliably, and in more API synthesis.
statement in the Annual Report for more information.
sustainable ways.
Our product value chains have been linear in nature and use raw materials derived
In 2020, a team of our scientists employed visible light
from fossil fuels. We have work to do to understand how to transition to a circular
photocatalysis — which uses blue light as the key source
model and more sustainable sources.
of energy — to drive the production of a key compound
en-route to API. The team also substituted precious metal
catalysts, regularly used in this type of reaction, with a
non-metal catalyst that is readily available. This work
represents one of the first examples of a large-scale
proof-of-concept, when applying this technology to a
Highlights
complex API intermediate. This project is an important Next-generation inhalers
capability build for future API syntheses. Modern drug In 2020, we committed to launch our next-generation inhaler to treat asthma and
portfolios are moving away from largely planar chemical chronic obstructive pulmonary disease (COPD) with near-zero GWP propellant by 2025.
compounds, with more complex three-dimensional structures Throughout 2020, we progressed a project spanning all key functions to investigate
becoming commonplace. Visible light photocatalysis is a key alternative low-GWP propellant options from an environmental, technical, regulatory,
enabling technology for the delivery of such structures. medical, non-clinical and commercial viewpoint.
The sustainability benefits from this project:
First life cycle assessment (LCA) for clinical trials
The sustainability
• Improvements to the chemistry, including waste, We conducted our first LCA for a clinical trial and completed streamlined LCAs
benefits from this
lower PMI and carbon footprint on three recently launched products in the oncology, cardiovascular, renal and
project include a
metabolism (CVRM), and infection/vaccines therapy areas.
– 376% increased yield, thus providing more
376% increase
API per unit starting material
in yield Mistra SafeChem project — safe and efficient chemistry by design
• Avoiding the use of multiple hazardous We became a partner and co-sponsor of the Mistra SafeChem project to enable
improvement. and promote the expansion of a more sustainable chemical industry.
reagents on large scale, reducing the overall
safety risk of operating the process
• Decreased impact from precious metals extraction

Greenhouse gas reduction Our work contributes to these

SDG 13 | Climate action
Why it matters Description There is a clear link between energy consumption Key targets and progress
and GHG emissions. We manage both in
Company operations, such as manufacturing consideration of the other. We use the World
Greenhouse gases (GHGs) from and transportation, emit GHGs including Resources Institute GHG Protocol guidance for 2025 target 2020 update
human activity are the major carbon dioxide (CO2), methane (CH4) and Scopes 1, 2, and 3 to identify and measure our Eliminate Scope 1 and 2 60% reduction in
cause of the current climate crisis. hydrofluorocarbons (HFCs), contributing to climate emissions and we use the Institute of Environmental emissions. emissions since 2015.
This crisis disproportionately change. Emissions from product use are discussed Management and Assessment (IEMA) GHG Increased procurement
in Product environmental stewardship, and we hierarchy approach3 to prioritise our actions. We are of renewable imported
impacts the health of marginalised Status: On plan
account for this emissions source alongside our working to gain transparency on our greatest source electricity was the primary
populations. By undermining the entire value chain GHG footprint. of emissions, Scope 3, which are emissions from driver of reductions
social and environmental drivers our value chain. We are committed to using our in 2020.
of good health, climate change has influence and knowledge to mobilise our extensive
the potential to exacerbate and Approach global supply chain to reduce their GHG emissions.
2025 target 2020 update
See more in Responsible supply chain.
intensify existing social inequities • A mbitious targets to mitigate our direct Reduce selected • 29% reduction in
such as poverty, forced migration, impacts and inspire wider system change We also seek ways to increase our climate Scope 3 emissions by freight and logistics
mental health issues and • Gaining transparency on Scope 3, our greatest resilience. Our approach to manage the physical
and transitional risks and opportunities presented
20% from 2015 to 2025. emissions since 2015
disparities in education, housing source of emissions • 6% increase in waste

by climate change aims to align with the TCFD
and wealth with the impacts • nterprise-wide governance and
E framework. See the TCFD disclosure statement
Status: On plan incineration emissions
executive-level ownership since 2015
eventually felt by all populations. in the Annual Report for more information.
In 2020, we launched Ambition Zero Carbon, • 11% reduction in first
The good news is that solutions to climate committing to become zero carbon by 2025 across tier API formulation
change have direct and indirect health benefits, our operations (sites and fleet) without carbon Our GHG and packaging energy
representing great opportunities to improve global credits, and carbon negative in our value chain by targets exceed emissions since 2015
health — from nature-based solutions to diet 2030. Our GHG targets exceed the Science Based the Science Based
changes.1 Addressing this issue is a business Targets initiative (SBTi) reductions required to keep Targets initiative 2025 target 2020 update
imperative, as climate change is projected to warming to 1.5 degrees Celsius, the most ambitious (SBTi). 100% renewable 89% of all electricity
have detrimental impacts on workforce health, goal of the Paris Agreement. For Scope 1 and 2, electricity consumption use came from
productivity and, if not proactively addressed, the SBTi would have us at a 42% reduction by globally. renewable sources.
could compromise business resilience.2 2025. In 2020, we achieved a 60% reduction
The time to act on climate change is now. in Scope 1 and 2 and are on track to achieve
42% reduction in Status: On plan
a 100% reduction by 2025. A cross-functional
Scope 1 and 2 by 2025
Governance Group was launched to execute our
— SBTi guidance
climate strategy. This committee is comprised of
our CEO, CFO, the EVP, Sustainability and Chief 60% reduction in 2020 See Sustainability Data Summary
Compliance Officer, and the EVP, Operations — AstraZeneca achieved
and IT. This group demonstrates executive level
100% reduction by 2025
accountability for delivering Ambition Zero Carbon.
— AstraZeneca on track
to achieve
Ambition Zero Carbon

Our Ambition Zero Carbon strategy is to take climate action now for healthy people and a healthy
Our journey planet. We will do this by becoming zero carbon in our operations (sites and fleet) by 2025 and carbon
negative across our entire value chain by 2030. The $1 billion programme includes the launch of
to a carbon next-generation respiratory inhalers, transitioning to 100% electric vehicles and 100% renewable
negative future energy for heat and electricity, and a wide range of efficiency and clean energy initiatives to reduce
climate impact to zero, in addition to a 50 million tree planting and stewardship plan.
To eliminate our Our decarbonisation plans fall into two groups:
2025 carbon emissions
from our operations
by 2025 we will:
54.5% 73.9%
double energy
Fuel combustion ed goods and servi
productivity chas ces
Pur
Us
g (pMe o
use 100% renewable in
ut DI
f
energy for electricity 0.5% m 12.5%
so pati
m
ld en
co
and heat
pr t us
Si
e
ity
od e)
ye
F
te
tric
uc
plo
F-G
0.14% 19.2%
ts
lec
Em
switch to a fully
as a
ted e
electric vehicle fleet
nd so
Site impor
Scope 1 and 2 Scope 3
lvents
End of life sold

eliminate F-Gas
emissions at our sites
Emissions from our operations Emissions from our value chain
Other
(site and fleet)
To become carbon
negative acrossthe 6.3%
2030
pro
entire value chain by
du
0.9%
cts
2030 we will:
Si
on
transition to next-generation im ti
r ta
te
respiratory inhalers with po et Bu po n

r ted Fle s
sin ran utio
near zero climate impact hea ess mt
t trav trea trib
el Downs nd dis
9.2% 17% 1%
a
4.8%
explore how to ‘design in’
carbon neutrality across
our organisation AstraZeneca
corporate
engage with our suppliers Scope 1 and 2 are approximately 3% footprint 97% Scope 3 represents approximately 97%
to reduce emissions in 3% of our corporate footprint
line with the science of
climate change
plant 50 million trees as a Other includes: GHG protocol classification emissions for categories 2, 3, 4, 5, 8, 10, 13 — Capital goods, Fuel and energy-related, See Sustainability Data Summary
nature-based solution to Upstream transportation and distribution, Waste generated in operations, Upstream leased assets, Processing of sold products,
address climate change Downstream leased assets.
Greenhouse gas reduction continued
Progress towards Ambition Zero Carbon Challenges

Our Ambition Zero Carbon strategy is to take climate action now for healthy people and a healthy planet. We will do this by becoming zero carbon in our AstraZeneca has integrated climate risks into
operations (sites and fleet) by 2025 and carbon negative across our entire value chain by 2030. the overall risk management process. We
recognised climate change as a standalone
Renewable energy Mapping priority sites and countries Partnerships towards a carbon risk in 2020, having been included as a
negative value chain sub-risk within a broader Health, Safety and
In 2020, 89% of our electricity use was from We prioritised creation of Ambition Zero Carbon
Environment risk previously. See the TCFD
renewable sources, significantly accelerating roadmaps for our 10 key sites, which cover Our Ambition Zero Carbon goals are ambitious,
disclosure statement in the Annual Report
progress against our 2025 RE100 commitment. roughly 50% of our total Scope 1 and 2 emissions. but mitigation efforts will fail unless we partner
for more information.
This was achieved through increasing renewable Based on these outcomes, we have clean heat with others to transform the global economy.
imported electricity to 99.9%4 and utilising studies underway for our UK and US portfolios In 2020, 4% of total procurement spend was
5.3GWh of on-site solar PV. The remaining considering a broad range of solutions from green with companies that have set, or committed to
11% of power use was delivered by on-site gas to electrification of heat. In addition, an electric set, Science Based Targets (i.e. emissions goals
combined heat and power (CHP) systems that vehicle (EV) readiness study has been conducted aligned to the Paris Agreement). Highlights
use fossil gas. Decarbonising this source of for all markets where we have a fleet presence.
Recognition
electricity requires renewable fuels and these are Countries that are 'EV ready' have been identified.
We were ranked on the CDP Climate Change A list
under assessment as part of our emerging clean
forthefifthconsecutiveyear.
heat strategy.
"Congratulations to AstraZeneca on rapidly transitioning to renewable electricity Using our voice to influence
As part of this strategy, we are investigating
and for committing to renewable heat. Climate Week NYC is the time and place To make Ambition Zero Carbon a reality, we are
solutions for our global heat demand, delivered
where the world gathers to showcase amazing climate action and discuss how to do usingourvoicetoinfluencetheconversation
mostly through on-site combustion of fossil
more. AstraZeneca is leading the way and showing what is possible — influencing and encourage action. An example is our Gold
gas in boilers or CHP plants. In 2020, we joined
companies all over the world to follow in its footsteps." sponsorship of Climate Week NYC 2020. During
the Renewable Thermal Collaborative, the
leading coalition for organisations committed — Helen Clarkson, CEO, The Climate Group the opening ceremony of Climate Week, our CEO
to decarbonising the energy required for heat signed AstraZeneca onto the Race for Zero.
in buildings and industrial processes.
Reforestation is a nature-based solution
In addition, we strengthened our commitments
to climate change
under the Climate Group's EP100 and EV100
Launched in 2020, AZ Forest is a global initiative
initiatives: committing to double energy productivity
to plant 50 million trees worldwide by 2025. Trees
and switch to 100% electric vehicles by 2025.
naturally remove CO2 and are essential to mitigate
theeffectsofclimatechange.Reforestationalso
We committed to helps support disease prevention through cleaner air
double energy for communities and supports wellbeing with green
productivity and switch space for public use. More than 337,000 trees have
to 100% electric been planted in Indonesia and Australia.
vehicles by 2025.
Pharmaceuticals in the environment Our work contributes primarily to these

Why it matters Description In many cases, our APIs are not detected in Key target and progress
the environment. When our APIs have been
Patient excretion, improper disposal of unused detected, in almost all cases these APIs pose low
We recognise the link between medicines and discharges from drug production or insignificant environmental risk. There can be 2025 target 2020 update
a healthy planet and healthy result in the release of active pharmaceutical some location-specific environmental risks for Lead the industry to • 75 safe API
people, and are committed to ingredients (APIs) into the environment. Potential particular pharmaceuticals, especially in regions manage PIE. discharge supplier
the health and safety of both. impacts include effects on wildlife and human where there may be inadequate sewage treatment assessments
health from low-level and/or long-term exposure. and high populations of people discharging waste completed
We must understand and Status: On plan
into rivers with low dilution conditions. Our ongoing
manage pharmaceuticals in the EPV monitors whether increases in the global
• 100% of API
environment (PIE) to ensure that Approach population, an ageing population demographic,
discharges from
AstraZeneca sites
our medicines cause no negative increased access to medicines in low- and middle-
impacts on the environment.
• E nvironmental risk assessments income countries, urbanisation and/or changes in
conducted as part of marketing applications disease epidemiology will change these risks in • 94% of API discharges
for new medicines the future. from globally-managed
Trace amounts of pharmaceuticals have been
detected in the environment for more than 20 years.
• Targets for safe discharge of pharmaceuticals AstraZeneca works in partnership with academic
direct suppliers
In most cases this does not cause a problem; • C ontinual monitoring of environmental data thought leaders to develop new tools and
however, the presence of some pharmaceutical on our medicines knowledge to help understand the environmental • Co-authored
residues in the environment have been implicated •O
ngoing research to increase our risk that pharmaceuticals pose. We are also 12 peer-reviewed
in effects on wildlife. We must determine the understanding of potential impacts committed to supporting the next generation of publications on PIE,
risks associated with PIE to ensure the safety environmental scientists. In 2020, we co-sponsored including an article on
We lead our industry in the management of
of our products throughout their life cycle. If seven PhD students in collaboration with United understanding the risk
PIE-related topics. We were the first company to
we do not proactively manage these risks, our Kingdom Research Innovation, who are conducting of pharmaceuticals in
publish targets describing safe discharge limits
medicines could pollute the environment. In research on critical issues that underpin the developing countries
for drug production and formulation facilities
addition to environmental damage, this could incur protection of our natural environment.
that were externally verified. We were also the • EPV programme
reputational damage and financial liabilities. An
first company to publish environmental risk Our long-term PIE target and annual KPIs to monitor product
increased regulatory focus on pharmaceuticals in
assessment (ERA) data on our website and we are contribute primarily to SDG 12 — Responsible risks post-launch
the environment also has the potential to restrict
the only company with a published approach to consumption and production, and additionally ran through 2020
future patient access to medicines.
ecopharmacovigilance (EPV). EPV ensures that we to SDG 6 — Clean water and sanitation. with no significant
review emerging information that might change the risks identified
way we assess and manage the environmental risks earn more in Product environmental stewardship
L
of our medicines. Learn more in our EPV video. and Environment's impact on health.
or more information see our

F See Sustainability Data Summary
PIE Position Statement. for full metrics and methodology.
Pharmaceuticals in the environment continued
Assessing environmental risks earlier PREMIER aims to deliver an innovative framework Advocating for science-based policy Challenges
in drug development for characterising the environmental risks of active at the Society of Environmental
pharmaceutical ingredients (APIs), which can be Toxicology and Chemistry (SETAC) The continued presence of drug residues in a
The Innovative Medicines Initiative (IMI) is a
used to: range of drinking, surface and ground waters
public-private partnership that works to improve Many conferences moved to a virtual platform
as well as soils and sediments is causing
health by speeding up the development of, and Develop tools and models to identify in 2020, a model that we hope will continue
concern for the industry. There are increasing
patient access to, innovative medicines. The potential environmental hazards and into the future, in order to reduce travel-related
regulatory pressures including proposals from
IMI PREMIER (Prioritisation and Risk Evaluation risks associated with APIs earlier in environmental impacts and increase the
the European Parliament and the Organisation
of Medicines in the EnviRonment) project, drug development accessibility of science more globally.
for Economic Co-operation and Development
launched in 2020, provides an opportunity to build
Screen and prioritise legacy APIs At the virtual SETAC Europe meeting, AstraZeneca (OECD) to include environmental hazard and
partnerships with those who want to ensure the
authorised for use prior to 2006 for a was a strong advocate for science-based policy. risk within the approval of new medicinal
environmental safety of innovative medicines. It is
tailored environmental assessment The discussion focused around the European products. Future product approvals could
led by AstraZeneca and Radboud University and
Medicines Agency developing revised guidelines be considered based on safety, efficacy and
includes pharmaceutical companies (Bayer, BMS, Support the development of
for assessing the environmental risk of human environmental risk. Addressing the risks now
Eli Lilly and Company, GSK, MSD, Novartis, Roche, pharmaceuticals that are less
medicinal products. We co-chaired a session with can improve access to medicines for patients
Sanofi and Servier), the European Medicines harmful for the environment and
representatives from government and academia in the future.
Agency, research institutes (Dutch National Institute promote greener manufacturing
investigating ways to improve the incorporation
for Public Health and the Environment, University
Make environmental data on APIs more of academic research into such assessments.
of Exeter, EAWAG, Fraunhofer Institute, University
visible and accessible to all stakeholders We advocated for a new approach to regulatory
of Gothenburg, University of Helsinki, Leuphana
environmental toxicology testing of APIs; we
University, Mario Negri Institute and the University
Learn more about the PREMIER project on proposed that testing protocols for such APIs
of York) and Small Medium Enterprises
our website. should be shared in a registered report to:
(Ecologic, ECT, Simomics and TEAM IT).
(i) increase transparency; (ii) allow interested parties
to comment; and (iii) help avoid duplication of
regulatory animal testing.
We also presented our research on improving

environmental protection conveyed in regulatory
assessments:
PREMIER
aims to deliver an • Review of the environmental risks of more than
innovative framework 120 APIs to groundwater2
for characterising the
• Recommendation, in collaboration with the wider
environmental risks of
pharmaceutical industry, for use of an exposure
active pharmaceutical
trigger for terrestrial environment assessments3
ingredients.
• Proposed alterations of the trigger for fish
bioconcentration testing that can deliver
animal welfare benefits without compromising
environmental protection4
Water stewardship Our work contributes primarily to these

Why it matters Description • Maintaining water quality: Preventing pollution Key target and progress
by applying safe discharge limits for APIs
Company operations can have adverse impacts produced or formulated by our manufacturing
Access to water is a fundamental on water. In water scarce regions, water quality operations. See more in PIE 2025 target 2020 update
human right.1 Water not only and availability risks may be more pronounced Maintain absolute Water footprint was
regulates our bodily functions, for local stakeholders and company operations. • In our supply chain: Applying safe discharge
water use at 2015 3.44 million m3, down
limits across our supply chain to prevent
making it essential to human This also includes the responsible discharge of
pollution from our API suppliers; implementing
baseline levels. from 3.51 million in
active pharmaceutical ingredients (APIs) from 2019, a 20% reduction
health, it also maintains the a Sustainability Partner Guide and Framework
drug production to aquatic ecosystems. from 2015.
ecosystems that provide the food We address water impacts from the
Status: On plan
• In the communities where we operate:
and other essential goods and production and patient use of our products in Supporting river basin-level collective action;
services from which we benefit.2 Pharmaceuticals in the environment (PIE). developing context-based water targets
At AstraZeneca, water is needed To enable us to take a more holistic approach to for full metrics and methodology.
to develop and manufacture our Approach managing our water risks across our site network,
products, so it makes business we have updated our methodology to include water
sense for us to manage this • Minimise our impact scarcity. Based on the WWF Water Risk Filter tool, Managing water-related risks, such as floods and
resource responsibly. • P ositively contribute to water stewardship which identifies and evaluates water risks around drought, is a key part of our approach to managing
where we operate the world, this methodology has enabled us to the physical climate risks we face. See the TCFD
broaden our understanding of our water-related disclosure statement in the Annual Report for
Demand for fresh water is growing rapidly. In many
3 • U ncouple water demand from business growth risks and identify areas for investment. We prioritise more information.
areas around the world, water demand exceeds We have initiatives across our operations to reduce implementing water efficiency projects and water
supply, and areas traditionally regarded as Our long-term water target and annual KPIs
our impact and be a positive actor in the river efficiency audits in water scarce areas. See our
water-secure face seasonal shortfalls in meeting the contribute primarily to SDG 12 — Responsible
basins where we operate: water scarcity map for more information.
needs of communities, ecosystems and industry.4 consumption and production, and additionally
Around four billion people experience severe water • At AstraZeneca sites: Uncoupling water Our longer-term ambition is to implement to SDG 6 — Clean water and sanitation.
scarcity at least one month of the year.5 The World demand from business growth with our Science-Based Targets for Water, once a global
or more information on our approach see
F
Economic Forum cites water crises as one of the 2015–2025 water efficiency key performance methodology is available. With these targets, we
our Water stewardship position paper.
greatest risks society faces over the next 10 years.6 indicators; developing context-based aim to set a high bar on water stewardship for the
water targets pharmaceutical industry. This approach aims to
ensure that we can more meaningfully contribute
• In drug development: Adopting process mass to the sustainable management of water resources
intensity (PMI) targets to reduce the water within river basins.
$4.3 return demand of the drugs we develop; conducting
for every dollar life cycle assessments (LCAs) to calculate the
water footprint across the whole product life
invested
cycle including the raw materials used to make
in water and sanitation, in the
the drug substance. See more in
form of reduced health care
Product environmental stewardship
costs for individuals and
society around the world.7
Water stewardship continued
New collaboration with the Broadening scope of water risks The Water Risk Filter also helps us understand how Challenges
World Wide Fund for Nature water risks will change under climate scenarios.
In 2020 we transitioned to using WWF’s
(WWF) Sweden Water Risk Filter to complete site water risk
Increased risk in areas where scarcity is already Pharmaceutical production requires water
a concern highlights the need to improve our of high quality for product manufacture and
We have a shared commitment with the WWF assessments. We are leveraging this tool to develop
water efficiency at these sites and work with other equipment cleaning. Water scarcity has the
towards taking better care of the natural a strategy which broadens the range of water risks
stakeholders in the river basins to improve water potential to cause temporary site shut-downs
environment. Freshwater is essential for biodiversity, we consider, to include physical risks like flooding,
stewardship. Based on the water risk assessments in our site network or supply chain and delay
which along with clean and plentiful water, is access to water and sanitation, and reputational
performed at identified priority sites, water scarcity manufacturing. Climate change projections
fundamental to AstraZeneca's mission to deliver and regulatory risks. Including these parameters
projections indicate: indicate that these risks will grow in the coming
life-changing medicines. alongside our most material water risks — water
years. In 2020, we conducted a screening study
quality (see Pharmaceuticals in the environment) • Low scarcity sites —Taizhou and Wuxi are
Our twelve-month partnership with WWF focused of two future climatic scenarios to explore our
and water scarcity — enables a more holistic currently low scarcity sites that are likely to
on identifying opportunities to: physical climate related risks (floods, water
approach. In 2020 we conducted a high-level face medium scarcity by 2030
scarcity, extreme heat, cyclones and wildfires)
Improve our water stewardship approach screening of basin-level water risks across
• Medium or high scarcity sites — Water scarcity across 61 business critical sites. Eight sites
and strategy 250 AstraZeneca sites, which included logistics and
is expected to become more acute at all sites were predicted to be exposed to increased risk
IT centres. At risk sites were defined by combining
Engage in on-the-ground water projects in currently located in areas of medium or high of severe or very severe climate-related hazards
this screening with data on the criticality of our
the river basins where AstraZeneca operates scarcity, comprising 15% of our site network in the next 10 years based on the worst-case
sites delivering medicines to patients. A detailed
that uses over 10,000m3 of water per year scenario. See the AstraZeneca TCFD disclosure
The results of this partnership should help us to operational water risk assessment was performed
statement within our Annual Report for
mitigate the risks specific to our site operations on the priority sites to help us respond to our
more details.
and strengthen our local contribution to water water risk exposure.
stewardship in the river basins where we operate.
Read more on our website.
Highlights
Recognition
We were ranked on the CDP Water Security A list
for the fifth consecutive year.
Water stewardship position paper

In 2020 we published a position paper which details
CDP A list our approach and actions.
We are one of only three
companies worldwide to
have been on the Water
Security A list for five
consecutive years.
Water scarcity map

West Chester, United States Newark, United States Taizhou, China
We prioritise implementing water efficiency
projects and water efficiency audits in water Purifying water Optimising steam condensate Improving operational water efficiency
scarce areas. This map shows the water scarcity Purified water generators were Upgraded chiller condenser pumps Our NRRGG capital fund invested in a project to reuse
rating for AstraZeneca sites that use over optimised to reduce the volume and the installation of metering will water from our purified water and steam generator.
10,000m3 of water per year. of water rejected from the units help optimise our steam condensate The water purification process results in two distinct
when preparing for manufacturing. water consumption. These changes water types — purified water to be used in our
In 2020, AstraZeneca transitioned to using Optimisations reduced reject are expected to reduce the site's manufacturing processes, and a stream which is
WWF’s Water Risk Filter to complete regular site flow volumes by 30% without water footprint by 3% or 2,250m3 rejected. Our team at Taizhou identified that although the
water risk assessments, which resulted in an any impact on the quality of a year. rejected water had too many impurities to be used in our
update to the ratings. purified water. These changes are manufacturing processes, it could be reused elsewhere
expected to reduce the site's water on the site. After installing equipment to collect and filter
Sites footprint by 20% or 34,000m3 a rejected water, it can now be reused in cooling towers.
1 6th of October City, Egypt year. This represents a saving of This has resulted in reducing the site's water footprint
2 Yelahanka Bangalore, India $50,000 in costs annually. by 13% or 12,000m3 a year.
3 Coppell, United States

4 Shanghai Zhangjiang, China
5 Boston, United States
6 Cambridge, United Kingdom
12
7 Canóvanas, Puerto Rico 5 15 22
13 19 24
8 Cotia-São Paulo, Brazil 18 6
25 21 9
9 Dunkirk, France
10 17 26
10 Frederick, United States 14 11
3 23 16
11 Gaithersburg, United States
27
12 Gothenburg, Sweden 1 4
13 Liverpool, United Kingdom

7
14 Louisville, United States 2
15 Macclesfield, United Kingdom
16 Maihara, Japan
17 Mount Vernon, United States
18 Newark, United States
19 Nijmegen, Netherlands 8
20 North Ryde, Australia
20
21 Philadelphia, United States
22 Södertälje, Sweden AstraZeneca water scarcity rating
23 Taizhou, China High Medium Low
24 Vorsino, Russia
25 West Chester, United States
26 Wilmington, United States
27 Wuxi, China
Waste management Our work contributes to these

Why it matters Description We follow these circular economy principles: Key targets and progress
Company operations generate waste, including • Design out waste and pollution: designing
Waste is accumulating across out the negative impacts of economic activity
biological waste and hazardous waste, and we 2025 target 2020 update
the world at a rate faster than the work with specialist third parties to manage its that cause damage to human health and natural
Reduce waste by 10% Total waste was
Earth is able to digest or humans disposal. Waste can have adverse impacts on the systems, including the release of greenhouse
below the 2015 baseline. 30,262 tonnes, down
gases and hazardous substances, pollution of air,
are able to process. Waste is the environment and human health through pollution.
land, and water, as well as structural waste
11% from 34,173 tonnes
result of a linear use of resources in 2019, representing
Status: On plan
• Keep products and materials in use: favouring a decrease of 2%
— take, make, waste — and has Approach activities that preserve value in the form of from 2015.
the potential to pollute. This can energy, labour, and materials. This means
We look at waste not only in its end state, but
lead to negative impacts on the designing for durability, reuse, remanufacturing, 2025 target 2020 update
also evaluate how it was produced. We promote
health of the planet and people. a waste hierarchy, focusing on waste prevention
and recycling to keep products, components, All of our R&D sites with Six of our R&D sites
and materials circulating in the economy labs operate Green Labs. were certified by
and reduction, then prioritising the reuse, recycling,
Inappropriately disposed waste can cause repurposing and safe disposal of the waste • Regenerate natural systems: avoiding My Green Lab.
respiratory diseases and other adverse health materials we produce in distinct ways: non-renewable resources and preserving Status: On plan
effects, as contaminants are absorbed from or enhancing renewable ones. For example,
lungs into other parts of the body.1 Waste can In production: We look for product design
we know that to achieve our carbon
also contaminate surface water and marine (see process mass intensity — PMI) and process
negative value chain target by 2030 it may be
environments, leading to negative impacts for innovations to decrease waste by-products See Sustainability Data Summary
necessary to gradually transition from fossil
humans and ecosystems. Reduction of waste created during manufacturing. We use solvent for full metrics and methodology.
fuels to biological sources for solvents and
makes business sense because it increases recovery systems to reduce the need for
plastics where possible. We are considering
efficiency, saves us money and reduces raw materials
any unintended consequences of this
human and environmental risks. On-site with employees: Employees identify transition, for example there is a risk that
waste elimination projects and implement producing bioplastics could drive changes
process changes or apply for funding from the in land use, water use and nitrogen and
Natural Resources Reduction Governance Group phosphorous demand
(NRRGG)
We realise that to be In 2020, AstraZeneca became a founding
successful in the long term, For disposal: We maximise opportunities to member of the Circular Bioeconomy Alliance and
we must embrace movements reuse and recycle where possible co-authored the 10-point action plan for the circular
like the circular economy to bioeconomy. In parallel, we developed a roadmap
We are also exploring circular business models to to integrate circularity across our business. To
balance our environmental
maximise resource efficiency to a rate the Earth support this process, we ran a virtual ideation event
footprint to what the Earth
can regenerate and help the global community to source ideas on how we can apply a circular
can sustainably reproduce
stay inside the planetary boundaries. mindset across our value chain. The output was a
and regenerate.
prioritised list of actions for implementation across
medicine development, product manufacture,
devices, packaging, logistics, facilities and built
assets and procurement.
Waste management continued
Eliminating plastics from packaging Expected results: From plastic waste to by-product Tackling process waste
We are eliminating 70 million single-use plastic Our Operations team in Sweden identified an The production process at our Coppell site in
(SUP) items per year from a respiratory therapy Improved productivity: opportunity to turn what was previously viewed Texas, US, generates a large volume of high silica
device by removing a plastic packaging sleeve. as waste into a useful by-product. We use waste with a high water content. This waste stream
polyethylene plastic to make packaging for one is currently relatively small, but is expected to grow
This plastic sleeve served regulatory requirements Up to 2.5 million
of our respiratory therapy products, but the significantly. The site team initiated a project to
to ensure a user was aware the device had not additional products per year can
manufacturing process generates a high proportion install two filter pressers to neutralise the waste
been tampered with. In response to new regulatory be manufactured by removing
of residual plastic. Previously this material was stream and separate high silica from the treated
guidance stating that if device packaging has a the steps to apply the sleeve
categorised as a waste to be recycled, but in water. This separation and treatment process will
tamper evident label (TEL) a sleeve is no longer
2020 the team successfully demonstrated to the enable us to send the treated wastewater to the
required, we removed this layer of packaging from
Reduction of regulatory authorities that the residual plastic local treatment plant for further purification. These
production in a range of markets, including the
environmental footprint: meets the standards required to be classed as changes will cut waste sent to landfill by more than
EU, US, and China.
a by-product that can be directly used as a raw 70%, reducing transportation costs, and diverting
Patients are being assured with communication material. Following shredding on our site, over up to 5,000 tonnes per year from landfill. The team
70 million items
about the sleeve removal and targeted training for 1,000 tonnes of plastic a year will now be sold as is looking for opportunities to recycle the residual
of single use plastic (SUP),
healthcare professionals interacting with patients a high-quality raw material to produce new plastic waste to eliminate the need for disposal to landfill.
equivalent to 20 tonnes of
who are prescribed this treatment. goods, reducing the need for the production of
plastic eliminated per year
virgin plastics.
Read more about what we’re doing to address

the environmental footprint of our products in
Product environmental stewardship.
Over 1,000 tonnes

of plastic a year will now be sold
as a high-quality raw material
to produce new plastic goods,
We are eliminating reducing the need for the
70 million single-use production of virgin plastics.
plastic items
per year from a respiratory
therapy device by removing a
plastic packaging sleeve.
Unused plastic is now classed as a high quality raw material to

manufacture new products.
Waste management continued

As our production levels are projected
to grow in the future, achieving our total
10% waste reduction target will be a challenge.
Addressing our environmental Examples of energy and waste saving We have contracted external expertise to
footprint in the labs activities in 2020 include: support with a waste opportunity assessment
programme to help us decouple business
We want to innovate for patients in sustainable Installing timer plugs for laboratory
growth from waste generation. We also face
ways, and our activities in the lab, from washing equipment to shut equipment off
many barriers to realising circularity. There are
glassware to disposing of gloves, all have an after hours
very tight regulations for plastics and materials
environmental impact. This is the second year we
Switching to electronic pipette in contact with drug substance or for wastes that
have worked with the not-for-profit organisation,
calibration records across the have residual active pharmaceutical ingredients.
My Green Lab. Through our Green Lab programme
Cambridge sites, which will save
and My Green Lab certification process,
6,400 sheets of paper each year
AstraZeneca scientists learn how to improve our
lab practices with respect to waste, energy, water The South San Francisco site diverted
and chemicals. This programme brings to light 240 kg of uncontaminated gloves from Highlight
environmental impacts that were perhaps invisible landfill, recycled 240 kg of tip boxes and
Reducing single use plastics in our offices
before, as well as providing a space for scientists 39 kg of laboratory safety glasses
In 2020 AstraZeneca signed the UK National Health
to make their own sustainability ideas a reality.
Service (NHS) Plastics Pledge across all our major
Scientist at our South
sites. We set a target to remove 4 million plastic
San Francisco site
items from our offices and food services. While we
adjusting freezer set point
in the lab to -70°C. reduced over 3.5 million items, the pandemic led to
a delay in completing some planned initiatives, such
as the removal of single use milk servings. This was
Our 2020 Green Lab programme progress: in an effort to reduce common touch-points to
protect the health of our workforce that was on site,
and who continued to deliver medicines to patients
throughout the pandemic.
SUP pledges:
2 6 9 900+ Winners End purchase of SUP stirrers and straws

quality control of our R&D sites engaged scientists by April 2020 — achieved
Won the Top Organisation Award for the 2020
labs at our sites certified gold involved
Operations level or higher by • 3 Operations sites Freezer Challenge in the biotech/biopharma category.
End purchase of SUP cutlery and plates,
Through activities like freezer clean outs, maintenance,
sites piloted My Green Lab, • 6 R&D sites temperature setbacks from -80°C to -70°C, and
and certain cups by April 2021
the programme meaning that each — in progress
upgrades to more energy-efficient models, eight sites
site has implemented
saved a combined 1.1 million kWh/year, equivalent Reduce SUP food containers and other
at least 60% of
to emissions from 90 homes' energy use for one year. plastic cups and lids by April 2021
recommended
sustainable lab Read more in Nature — in progress
best practices
Ethics and
transparency
Equality and prosperity for all
fosters healthy societies
Our ambition:
Our material
Create positive societal focus areas
Connection to health: impact and promote
ethical behaviour in Ethical
Fostering a culture of doing all markets across our business
Inclusion
the right thing across our and diversity
value chain culture
value chain promotes health
and wellbeing Workforce
Talent and
workforce wellbeing
evolution and safety
Responsible Human
supply chain rights
Contributing to the
a universal blueprint for prosperity performance 46.9% 49.1 84% 89% 2
for people and the planet, now and women in instances of of employee of employee survey countries
into the future. senior middle non-compliance survey respondents feel launched
management with the Code respondents feel that AstraZeneca new supplier
SDG 3 | Good health and wellbeing roles and above of Ethics per that AstraZeneca is a Great Place diversity
SDG 5 | Gender equality thousand has a ‘Speak Up’ to Work programmes
employees in culture
SDG 8 | Decent work and economic growth
commercial
SDG 17 | Partnership for the goals business units
Ethics and transparency overview

Our approach prioritises six ethics focus areas
identified by our materiality assessment:
We believe that people, the planet The big picture The behaviours that describe our Values were
updated in 2020 to explicitly highlight the Ethical business culture
and business are interconnected. Organisations are no longer valued or trusted
importance of inclusion and diversity across
solely on the quality of products and services, and
We want to be valued for not only our company and in the patient populations we
financial performance. To be trusted, companies Inclusion and diversity
our medicines, but also for the need to be transparent about how their operations
support. See Inclusion and diversity for more.
Our approach goes beyond rules and policies to
way we work. We aim to build are impacted by sustainability issues and how their
impact behaviour: we empower our workforce to
trust by demonstrating integrity, operations impact stakeholders.
use their judgement to do the right thing. We have
Talent and workforce evolution
transparency and fair treatment Historically, the pharmaceutical industry has faced established policies that guide our workforce on
in everything that we do. We have challenges in building and maintaining its reputation how to apply values-based decision making in Workforce wellbeing and safety
committed to ensure racial equity and the trust of its stakeholders. This was as a their day-to-day work — from scientific research
result of improper sales and marketing practices by in the laboratory to interactions with colleagues,
in our workplace and access to some companies, for example in pricing practices, healthcare professionals, patients and supply Responsible supply chain
our medicines, in our clinical as well as enquiries or investigations by government chain partners.
trials and beyond. and regulatory authorities. The industry’s response
Human rights
to the COVID-19 pandemic and the quick
mobilisation of resources to developing vaccines
Governance
As a global company with more than 75,000
employees operating in more than 100 countries, may help to increase the public's trust. But there Ethics and transparency spans many areas of
we work hard to fulfil our responsibilities to our remains much work to be done. workforce culture and performance. While every
wider value chain, local communities and our member of the workforce contributes to the delivery
own people.
Our approach to
of our material focus areas, we govern them each Key
Ethics and transparency
distinctively across several business areas: Human
Resources, Operations, Legal, R&D and Global
accomplishments
Our shared Values underpin all our activities and Sustainability. There is often overlap in the scope • Ethical business culture: Published artificial
serve as a compass to guide us in our interactions. of focus areas, so we work to collaborate across intelligence ethics principles and governance
functions to manage strategy and outcomes.
Our unified quarterly scorecard tracks more • Inclusion and diversity: Committed to racial
We follow the science
than 10 Ethics and transparency metrics and equity in our workplace and beyond
The events of 2020
accelerated and amplified communicates our performance to all employees. • Talent and workforce evolution: Launched
We put patients first
existing inequities, widening new performance development approach
the cracks in global economic and We recognise that several of our annual • Workforce wellbeing and safety: Shared
industrial systems, and underscoring We play to win Ethics and transparency measures were wellbeing resources for employees
the importance of AstraZeneca's impacted by the pandemic and may not and leaders during COVID-19
commitment to address health reflect a typical trajectory.
disparities and promote We do the right thing • Responsible supply chain: Launched supplier
health equity. diversity programmes in two new countries
We are entrepreneurial • Human rights: Identified potential human
rights impacts in our supply chain
Ethical business culture Our work contributes to this

Sustainable Development Goal:
Why it matters Description In today's information-seeking society, our Key targets and progress
actions add more value by being visible.
Company Values and norms, practices, standards Transparency supports learning and development
There is a lack of public trust in and principles that guide the actions and behaviour 2020 target 2020 update
for our employees, suppliers and partners.
big corporations.1 Scepticism is of employees, including the Code of Ethics, and It also meets expectations of patients, Ensure AstraZeneca has • 84% of employee
even greater towards companies acting in an ethical manner that goes beyond investors, and broader society. a ‘Speak Up’ culture. survey respondents
in the pharmaceutical industry. compliance with policies and regulation. This feel we have a
applies across our company’s operations and our On www.astrazeneca.com/sustainability we share 'Speak Up' culture,
This trust deficit impacts the supplementary reports, stories and infographics to Status: On plan
entire value chain. This issue includes bioethics up from 80% in 2019
ability to attract talent and (including animal welfare), anti-bribery and provide information in a number of formats to suit
• 49.1 instances of
maintain a healthy, productive anti-corruption, data transparency, intellectual diverse stakeholder preferences.
non-compliance with
workforce and the partnerships property, responsible lobbying, and responsible the Code of Ethics per
sales and marketing.
necessary for innovation and Governance thousand employees in
commercial business
bringing healthcare solutions
Our Executive Vice-President (EVP) of Human units, down from
to more people. Approach Resources is accountable for our 'Speak Up' 63.3 in 2019
Our Code of Ethics serves as our moral compass. culture. Our Chief Medical Officer, who reports • 84% of employee
The reputational, legal, regulatory and long-term to our EVP of Oncology R&D, is accountable
Additional requirements at the local and business- survey respondents
sustainability risks make an ethical business for Bioethics matters. Our EVP, Sustainability
unit level complement our Code. We know that feel sufficient effort
culture imperative. and Chief Compliance Officer is accountable for
setting rules is not enough — which is why we is made to get the
emphasise values-based decision making. We data privacy, sustainability strategy, and safety, diverse opinions and
encourage our workforce to adopt a sustainability health and environment matters, as well as thinking of employees,
mindset that embraces our core Values. reporting to the Audit Committee on bribery and up from 80% in 2019
corruption risk, safeguards and breaches. Our • 294 reports received
We strive to model an ethical business culture by Audit Committee annually reviews our systems to through AstraZeneca
going above and beyond compliance with legal and prevent bribery and corruption. Where a breach has helpline from
regulatory requirements. This includes fostering an been substantiated, we take corrective action, up commercial business
environment where: to and including termination of employment or units, down from
third-party engagement. We also take steps to 434 in 2019
Employees make it safe for others to speak up
prevent recurrence, including enhancements
Employees feel comfortable to speak their minds to our controls.
if they (i) have an idea or innovation to share; (ii) 2025 target 2020 update
ee our Global Standard on Anti-Bribery
S 100% of active 100% of active
see behaviour that is not aligned with our Values
and Anti-Corruption. employees trained on the employees trained
Code of Ethics Code of Ethics. in 2020.
Status: On plan

Ethical business culture continued

Some risk of ineffectively addressing Ethical
business culture is included in — 'Failure to
meet regulatory and ethical expectations on
Ethics and Artificial Intelligence e
Explai
nab More inclusive case commercial practices, including anti-bribery and
cur le
Se & management platform anti-corruption, and scientific exchanges' —
Rapid advancements in the field of artificial & Tr
e
an AstraZeneca principal risk with the potential
t
intelligence (AI) are revolutionising the
an
In 2020, AstraZeneca launched a new ethics
iva
to have a material impact on our business or
sp
Pr
pharmaceutical industry. At AstraZeneca, case management platform. The platform offers
are
results of operations. The risk 'Failure to adhere
nt
these advances have already begun to change three options — a helpline, an online form and text
AstraZeneca's to applicable laws, rules and regulation' also
the way we work. AI systems can help us: messaging (US only) — for employees and external
principles for references aspects of Ethical business culture.
stakeholders to speak up about compliance
H u m a n- e n ef
S oc i all y
• Better understand diseases and match patients Ethical Data and Both are described in our Annual Report.
concerns, make a report or raise questions.
with the right clinical trials by creating biological AI systems
F air
insight knowledge graphs Cen ici As part of our efforts to be inclusive, the new
B
tric al
helpline:
• Automate processes using robotics and improve
Highlight
&
our supply chain when delivering medicines; • Can be reached from our company’s website
helping us to design clinical trials in a faster, A cc o u nta b le
• Displays all the information on the same web Engaging employees on ethics
smarter way that develops our medicines more
page, including a new text reporting option 2020 marked our first celebration of Global Ethics
efficiently to serve patients’ needs
(US only) Day. Designed to inspire, challenge and educate,
• Provide customised training and support to our the campaign's theme, Ethics in Action, provided
• Sets expectations with the reporting party an opportunity to showcase the ethical work
employees, to further their career development
regarding next steps, allowing the reporting party underway across all our business areas. Global
Along with excitement and opportunity, AI systems to decide if they want to be contacted for further events included streamed talks on what ethics
Mechanisms are
bring new ethical considerations. Algorithms information while protecting their identity means at AstraZeneca, highlighting projects with
needed to ensure
and solutions need to be developed to behave strong innovation and ethics themes, and a live
algorithms — which are • Is available in 58 languages, up from 38,
ethically when used for autonomous decision facilitated debate posing ethical questions at
written by humans — do not and 151 countries, up from 123
making. For example, mechanisms are needed to work. Posts from 37 countries generated over
replicate entrenched human
ensure algorithms — which are written by humans 59,000 views on our internal social media platform.
biases related to race,
— do not replicate entrenched human biases
gender, etc.
related to race, gender, etc. In 2020, we engaged
experts inside and outside AstraZeneca to develop
principles around data and AI to address this type
of ethical issue. We are the first pharmaceutical
company to publicly share this type of ethical
framework for the use of AI. We will continue
to evolve our thinking and approach as these
areas mature. Learn more on our website. "The impact of our AI solutions on health and society is more complex than before,
and AI regulations and public expectation are still developing. I am hopeful these
principles bring confidence to our patients, partners and ourselves as we learn
together how to apply them in practice to our work."
— Margi Sheth,
R&D Data Policy Director and Project Lead
Ethical business culture – bioethics
Why it matters Description The BAG governance activities communicate the Our Chief Veterinary Officer leads the Council for
importance of bioethical concerns across the Science and Animal Welfare (C-SAW), which is
Bioethics refers in the broadest sense to the range business, focusing on these bioethics topics: the enterprise-wide group overseeing all of our
As a science-led company, of ethical issues that arise from the study and use of animals both within our own facilities and
we are dependent upon biological practice of biological and medical science. While at third party locations where work is conducted
Animals in Clinical trials and
and medical research. For there are many discrete subject matter areas within
research patient safety on our behalf. The main functions of C-SAW are
example, in the case of animals the field of bioethics, at AstraZeneca we see them promoting the 3Rs widely across AstraZeneca,
as an integrated whole, considering our company encouraging openness and transparency about
in research, some pharmaceutical Human Working with
Values, including putting patients first, following the biological genetically our use of animals, and fostering initiatives to
regulations require medicines to science and doing the right thing. promote a culture of care. The C-SAW ensures our
samples modified
be tested on animals before they organisms governance and oversight mechanisms are robust,
can be considered to be safe for Precise and that we are continually working to improve
human use. We must consider Approach genome Data and artificial laboratory animal science and welfare.
editing intelligence
the associated ethical issues Our Bioethics Advisory Group (BAG) brings Human biological samples (HBS)
that arise in both the short- and together subject matter experts to oversee Nagoya Workforce Our HBS Governance Team oversees our collection,
long-term. This careful assessment bioethical issues. The BAG maintains the accuracy protocol matters storage, use and disposal of HBS in R&D, including
and consistency of the Global Standard: Bioethics, human foetal tissue (hFT) and human embryonic
of our science and the impact on provides subject-matter expert advice in response
See the interactive PDF on our website to learn stem cells (hESC). The team also approves or
our stakeholders is essential to to stakeholder enquiries, and conducts rejects proposals for experiments using hFT and
more about the care we take to manage the ethics
be able to deliver our life-changing horizon-scanning to anticipate bioethical
of research in areas vital to advancing science and hESC. In the rare case that hFT or hESC are
medicines to patients now and trends and issues. used, an internal review of the scientific validity
developing new treatments.
in the future. The BAG remit was expanded in 2020 to of the research proposal will be conducted and
include decisions on exemptions to payments permission to use the tissue will be granted only
for participants in research and workforce Governance when no other scientifically reasonable alternative
is available.
matters, which demonstrates our application of
bioethics across AstraZeneca. Our Chief Medical Animals in research In 2020, two additional new research proposals
Officer serves as the owner of the Standard and Technology has not yet advanced to the stage that include use of hFT or cells derived from
sponsor of the BAG. where all animal use can be fully eliminated from hFT were approved, one was required to meet
research and development. In addition, some regulatory requirement. Four projects using hFT
animal studies are required by international had progressed as at 31 December and three
regulators before medicines progress to human projects are ongoing. An additional three projects
trials. Animal studies therefore remain a small, using hESC were approved in 2020, resulting in
but necessary, part of the process of developing 13 projects using 24 different hESC lines or derived
new medicines. Animal welfare is a top priority for cells having been approved as of 31 December;
us and we put the 3Rs (replacement, reduction and seven projects are ongoing.
refinement of animals in research) at the centre of
our approach.
Rats are the second most commonly
used species in research, after mice. for Animals in research and HBS figures.
Ethical business culture – bioethics continued
Advancing COVID-19
efforts through HBS
Applying bioethics to
workforce matters
A retrospective of innovation in
the care and use of animals
Challenges
Scientific and technological developments
The use of human biological samples (HBS), Ethical issues can arise when employees are Since 2014, the Council for Science and Animal
continue to gather pace, meaning that
such as solid tissue and genomic information provided with opportunities to participate in our Welfare (C-SAW) has held an annual global awards
regulations and governance need constant
(e.g. from DNA, and/or RNA within human tissues scientific activities. We have utilised the expertise programme celebrating excellence in the 3Rs.
focus in order to ensure they remain relevant
and preclinical models), plays a vital role in of our Bioethics Advisory Group (BAG) to ensure The competition expanded over the years to
and effective. We encounter new ethical
developing a deeper understanding of human the principles that underpin our approach to include recognition for achievements in openness
considerations that evolve with our growing
diseases and their underlying mechanisms. bioethics and the content of our Global Standard, and transparency, and in building a culture of
pipeline and scope of operations, as illustrated
For example, HBS can be used to identify such as ensuring appropriate informed consent, care. In 2020, in lieu of the annual awards event,
by the COVID-19 guidance requested for
new biomarkers, which can predict the likely protection of personal data and collection of human which is planned to return in 2021, we looked
testing employees.
effectiveness of a potential new medicine and biological samples, are applied consistently to back on the achievements of the last six years.
identify some of the possible unwanted effects. activities involving our employees. In 2020, the Highlights include:
BAG provided guidance on:
Our processes must ensure that we are doing the The launch of our new 3Rs database.
right thing and putting the donors' wishes at the • Testing our employees for COVID-19 The resource has more than 200
forefront of how we manage their precious samples. records available to promote the
• Participation of our employees in clinical trials
We also have an ethical responsibility to our staff. uptake of existing innovations and
In 2020, that included offering COVID-19 screening • Governance decisions in the exception process inspire new advances
to support safety in the workplace, which was for payments to participants for involvement
Virtual events with previous winners,
set up following careful considerations of ethical, in AstraZeneca research
external experts, and members of the
legal and logistical requirements.
judging panel
HBS played a very important role in Reflections from colleagues across

AstraZeneca’s efforts to support the fight the business on how we live our Values
against COVID-19 by providing rapid through openness, transparency, and
access to samples for: care for animals
Development of potential monoclonal antibodies
Development and validation of staff screening Our processes

must ensure that we
Setup and sample collection for ongoing vaccine trials are doing the right thing
and putting the donors'
See more of our efforts in COVID-19 actions. wishes at the forefront of how
we manage their precious
samples. We also have an
ethical responsibility to
our staff. Scientists who work
on bioethics topics.
Inclusion and diversity Our work contributes to these

SDG 5 | Gender equality
Why it matters Description Inclusion and diversity is one of the foundations Key target and progress
of our People strategy — driving innovation,
Company efforts to ensure that the workforce, engagement and a sense of connection
Discrimination and injustices are at all levels, reflects and embraces the diversity and belonging. We have three priorities for 2025 target 2020 update
detrimental to fostering a healthy of the populations in which we operate, as well as Inclusion and diversity: Reach gender equality in 46.9% of women
society, planet and business. different backgrounds, cultures and experiences. management positions. in senior middle
• Empowering inclusive leadership: We value,
As a healthcare company, we This involves going beyond non-discrimination to
seek out and make the most of our differences
management roles
promoting equity and inclusive behaviour in the or higher, up from
are committed to equity in the to achieve our company goals. We contribute to Status: On plan
workplace and communities where we operate. 45.4% in 2019.
delivery of healthcare. a psychologically safe environment and make
decisions transparently. Inclusive leadership
By supporting equity, we are addressing Approach is the expected way of working for everyone,
unsustainable aspects of healthcare related to at every career level
race, ethnicity and socioeconomic status: In recent years, we have had 50% representation for full metrics and methodology.
• Fostering a culture where people can speak
of men and women in our workforce and we are
• Unequal distribution of clinical trial sites relative their mind: We speak our minds and make it
aiming for the same at management levels, but
to population may impede patients’ participation safe for others to do so. We challenge behaviours
gender is only one measure of diversity. In 2020,
in clinical studies and contribute to the low that are not in line with our Values, and welcome
we set the ambition to ensure racial equity in our
representation of minorities in certain studies1 and suggest alternative ideas and constructive
workplace and access to our medicines, in our
feedback. We empower decision making at the
• Socioeconomic disparities contribute to clinical trials and beyond.
appropriate level
challenges of affordability of medicines, proximity
to healthcare providers and the privilege to take • Building and sustaining a diverse leadership
time off work for treatment and talent pipeline: We seek to attract, retain
and develop diverse talent that reflects and
• The lack of workforce diversity in the serves our communities and patients. We aim to
pharmaceutical industry and healthcare understand our demographics and take action
As a healthcare globally at each stage in the talent pipeline
Inclusion and diversity is good for our workforce
and our business. We know that bringing together
company, we have
We are a founding partner of the World Economic
different thinking is the foundation of our innovation. an obligation to play Forum’s Partnering for Racial Justice in Business
The unique perspectives of our people give our part in dismantling initiative, a coalition of 48 organisations representing
AstraZeneca a competitive advantage as we push systemic inequities 13 industries, with more than 5.5 million employees.
the boundaries of science to deliver life-changing
impacting healthcare, It is focused on commitments to eradicate racism
medicines to patients. Studies show that diverse in the workplace and set new global standards for
management teams drive a 19% increase in including those within racial equity in business. It also provides a platform
revenue2 and inclusive companies are our company. for businesses to advocate together for inclusive
120% more likely to hit financial goals.3 policy change.
AZPride meet and greet.

Inclusion and diversity continued
Governance Embedding Inclusion and diversity

into our behaviours
Inclusion and diversity is a responsibility that starts at the top and spans to every level of our organisation.
Our CEO, Pascal Soriot, chairs our Global Inclusion and Diversity Council — a diverse, strategic body of Our shared Values bind us together and guide us in all
senior and rising leaders that develops and implements our Inclusion and diversity plans. that we do, both in the decisions we make and the way
we drive our company forward. We have 10 behaviours
that provide examples of the way we should live out our
Values. These behaviours were updated in 2020 to explicitly
Board of Directors highlight the importance of Inclusion and diversity across
Conduct biannual reviews of the AstraZeneca workforce composition, covering a range of metrics,
our company and in the patient populations we support.
including diversity trends in terms of gender, ethnicity and age
We Put Patients First

Senior Executive Team (SET) “I strive to understand the needs of diverse patient populations
Review diversity trend metrics at least quarterly, including gender, ethnicity and age and act accordingly.” This highlights our commitment to ensure
that everything we do considers the diversity of the communities
EVP of Human Resources, a SET member who reports to the CEO we serve — from clinical trials through to making our medicines
Accountable for Inclusion and diversity strategy and delivery of enterprise-wide internal available to all patient populations.
and external targets and KPIs
We Play to Win
Functional areas “I build high performing, inclusive and diverse teams that
Set and deliver function-level targets and KPIs aligned with enterprise-wide strategy collaborate across the enterprise.” This supports our
commitment to seeking out and valuing each other’s differences,
making it safe for people to be themselves and incorporating
Global Inclusion and Diversity Council (Chaired by our CEO and comprised
cultural understanding into the way we work with each other —
of senior and rising leaders from across AstraZeneca)
all with the aim of better serving patients.
Custodians of AstraZeneca’s Values and behaviours; approves global signature initiatives;
contributes to and reviews functional, site and country plans
We Do the Right Thing
“I speak my mind and make it safe for others to do so." This
Geographic working groups reflects our commitment to encourage everyone to contribute
Deliver site and country plans and global initiatives at a local level to a psychologically safe environment by demonstrating an
open mind, active listening and transparent decision making.
Employee Resource Groups We should all feel safe to speak our minds and challenge
Connect people across AstraZeneca and provide peer-to-peer support behaviours that are not in line with our Values. By encouraging
one another to speak our minds, we can unleash our collective
All employees potential — to continue to innovate and deliver life-changing
Live out our Values and embrace the opportunity to become champions of Inclusion and diversity medicines to patients.
Inclusion and diversity continued

Some risk of ineffectively addressing Inclusion
and diversity is included in — 'Failure to attract,
develop, engage and retain a diverse, talented
Walking the talk on racial equity and capable workforce' — an AstraZeneca
principal risk with the potential to have a
We recognise the urgent need for organisations to step up and put an end to systemic racism. In the wake of the social atrocities highlighted by the Black Lives material impact on our business or results of
Matter (BLM) movement and health and economic disparities faced by racial and ethnic minorities during COVID-19, our Global Inclusion and Diversity Council and operations, as described in our Annual Report.
employee-led dialogues spurred AstraZeneca to act on these issues. Colleagues across the globe shared how challenges related to health inequities, COVID-19
and BLM, are manifesting in their functions and regions. Based on constructive ideation, we initiated new actions to support racial equity:
Highlights
Talent pipeline Employee resources External actions
Supplier diversity programme
• Understanding and tracking our workforce • Educating our workforce through a new Beyond the actions within our organisation, we also We support an inclusive and diverse supply chain
demographics. This action holds AstraZeneca mandatory conscious inclusion online training aim to be part of the solution in the world around us through our supplier diversity programme. In 2020,
accountable to ensure our workforce by evolving our practices to reflect the diversity of we expanded our programme to South Africa and
• Updating and socialising an Inclusion and
is representative of the communities in the communities we serve. Our plans include: the United Kingdom, making the programme active
Diversity Standard to make clear our stance on
which we operate in four countries, including the United States and
racism, consequences of violation, and paths • Ensuring our clinical trials represent the diversity
• Committing to increasing minority representation for remedy of the communities with the relevant disease. Brazil. See Responsible supply chain for more.
at career level F and above. We are setting See Responsible R&D for more information
• Power of Diversity week — We believe A Gendered Approach to NCD Prevention
internal targets first in the US and UK,
in building an inclusive culture and making the • Ensuring the patient advocacy groups, key Gender is a key social determinant of health. That’s
where we have more comprehensive data,
most of our diversity. This strength enables us opinion leaders and lead investigators we work why our Young Health Programme (YHP) takes a
to ensure our workforce is representative of
to push the boundaries of science to deliver with are as diverse as the patients we reach gendered approach, recognising that girls and boys
demographics in those countries. We launched
life-changing medicines to patients. To celebrate have different levels of exposure and vulnerability
a Brand Leadership Institute pilot in the US • Collaborating with patients to build health equity
and showcase this, we held our first-ever to non-communicable disease (NCD) risk factors.
to support female leaders of colour through for minorities, including $5 million in funding for
Power of Diversity week which included a Through our programmes with Plan International,
a transformational learning experience. The a US healthcare equities programme
series of global and local activities to discuss 57% of young people reached by the YHP are girls.
programme seeks to addresses the barriers
the importance of inclusion and diversity, • Joining the Consortium on Diversity and Equity
to leadership and bridges the gap to create
and understand the role all employees play in (CODE), led by the Center for Healthcare Recognition
a competitive advantage
progressing our priorities. Topics ranged from Innovation, focused on facilitating a globally • Bloomberg Gender Equality Index — One of 380
• Increasing promotion rates of under-represented systemic racism to addressing healthcare diverse biopharmaceutical industry companies selected
demographic groups in part by ensuring diverse disparities and were customised by each
• 2020 Diversity List by Diversity Inc — One of 50
candidates and interview panels site or region to be most applicable to local
companies selected
needs. There were interactive sessions as well Employees participate in photos from the Virtual
• Investing more than $5 million in early talent March for Change to commemorate the 1963
as discussions led by senior leaders, setting • Corporate Equality Index — Earned 100% on the
programmes to increase minority representation March on Washington, DC, US.
the tone from the top and sparking honest Human Rights Campaign's index, designating
across functional areas over time
conversation about inclusion and diversity. AstraZeneca one of the 'Best Places to Work for
To continue the learning, content is accessible LGBTQ Equality'
to all employees through Degreed, our online
• Mexico Equity certification from the Human Rights
learning platform
Campaign Foundation, which recognises top
Mexican LGBTQ+ employers
• Workforce Disclosure Initiative — AstraZeneca

disclosed information on key workforce-related
topics including pay, contract types and diversity
Talent and workforce evolution Our work contributes to this

Why it matters Description Governance Key targets and progress

Company efforts to foster a life-long learning Our approach is governed by our EVP, Human
Employment and workplaces are organisation, form the best teams, facilitate Resources, who reports to the CEO. On a biannual 2025 target 2020 update
changing due to lasting impacts agile ways of working, upskill and reskill current basis, the SET and Board are provided with a Build a strong learning 84% of employee survey
from the pandemic, shifting worker employees, and engage and prepare all employees comprehensive overview of the AstraZeneca and development culture respondents feel there
expectations and technological for digitalisation and automation. workforce, covering a wide range of metrics by promoting growth is opportunity for growth
and measures. The SET is also provided with opportunities at all levels and development, up
advances. Investments in our a quarterly summary of key workforce metrics. of our organisation from 83% in 2019.
workforce support society more Approach and ensuring a strong
broadly, as we develop the leadership pipeline.
We strive to provide the work environment and
workforce of tomorrow to push
opportunities our 75,600 employees need to thrive.
the boundaries of science and We work to instil in our employees the confidence Status: On plan
continue to deliver life-changing to challenge convention and explore new
medicines for patients. possibilities. We invest in our workforce through
professional and technical training, and we enhance 2025 target 2020 update
this through leadership, mentorship and job-rotation Ensure AstraZeneca 89% of employee survey
As an innovation-based company, the continual has a highly-engaged respondents feel that
development of our workforce is imperative for programmes. Our People strategy focuses on:
workforce and is viewed AstraZeneca is a Great
performance and retention, and growth of our • Life-long learning — We recognise that to as a leader in attracting Place to Work, up from
organisation. We aim to prepare for and adapt thrive in a complex and ever-changing world, it is top talent. 86% in 2019.
to disruptive workplace and workforce changes imperative for us to unlock the potential in every
by implementing responsible development one of our employees. We provide a variety of
practices that enable our workforce to reach their learning experiences to support employees at Status: On plan
full potential. This makes business sense, as the different stages of their journey at AstraZeneca
future of our company depends on our people.
• Upskilling in critical capabilities — We identify
and prioritise critical capabilities across our
organisation that are needed to drive our for full metrics and methodology.
company strategy and meet the challenges
of the future
• Enterprise leadership and talent — We believe

every employee has potential. We focus on
identifying succession candidates for critical roles We work to instil
and capabilities, and accelerating readiness and in our employees the
career development for all employees confidence to challenge
Our focus on Inclusion and diversity weaves through convention and explore
these efforts. new possibilities.
Talent and workforce evolution continued

Aspects of Talent and workforce evolution are
captured in our enterprise risk management
process. 'Failure to attract, develop, engage
Global platform makes learning Transforming New learning experiences and retain a diverse, talented and capable
more accessible performance development workforce' is a principle risk. This risk has
We know that to be successful in a complex
the potential to have a material impact on our
In 2020, we launched Degreed — a new global Performance development is part of our world we must become a learning organisation,
business or results of operations, as described
online learning platform. Degreed is a single point commitment to our people and plays an important ready and equipped to embrace the challenges
in our Annual Report.
of access to a world of learning. The new platform role in creating a culture of growth. Inspired by that lie ahead. We continually expand our
is personalised — enabling our workforce to employee feedback, a new system for performance learning and development portfolio to support
guide their own learning, receive personal content development was introduced in 2020. We have our employees at different stages of their journey
recommendations and collaborate with colleagues. invested in over 500 virtual workshops and a with us. Six new development programmes were
Degreed offers access to a vast range of high- suite of online toolkits to upskill and build new launched in 2020, including:
Highlights
quality resources — more than 20,000 multi-lingual coaching and feed forward capabilities for our
• Accelerate! — A face-to-face, online and Internal peer-to-peer recognition platform
on-demand videos, articles, books, podcasts 12,000 line managers. The new system involves a
immersive experience designed to enable CatAlyZe is an online platform that enables all
and courses from world-class partners such as shift away from performance ratings and rankings
leadership talent from our emerging and growth employees, regardless of role, geography or level,
LinkedIn Learning and MindTools — alongside towards ongoing development and continuous
markets to execute their local and regional to highlight exceptional work based on the way we
our own internal content. We have also launched improvement, including:
business strategy while developing their demonstrate our Values and behaviours. It is used to
business area learning academies, supporting our
Coaching — quarterly check-ins with managers enterprise capability celebrate the contributions of individuals and teams,
people in developing skills associated with digital
to share experiences, ideas and points of view and show appreciation in real time.
and data, procurement, innovative value strategies, • Leadership Labs — A development experience
to arrive at agreed outcomes
and human resources. for career level E/F managers that supports Developing our talent pipeline through STEM
Feeding forward — forward focused participants to lead their teams and functions to The global Generation Health: How Science Powers Us
• 67% of employees registered
conversations to support development and deliver business performance during rapid growth programme was developed to elevate and explain the
• 500,000 learning modules completed growth for the future by focusing on building core leadership skills that science underpinning the prevention and treatment of
are highly relevant for ‘the now’ disease by providing hands-on STEM learning activities.
“We’re delighted to be opening up this Finding ways for employees to stretch —
in what they do or how they do it • Team effectiveness — A suite of learning Students age 11–13 investigated both preventative
dynamic and digital gateway for learning to measures and innovative solutions to key health
everyone at a time when the need for agility, experiences to build team effectiveness in
support of our strategy and Values, covering concerns in the areas of oncology, cardiovascular and
innovation and new perspectives is so important
topics such as respecting diversity and respiratory disease.
and while so many are working remotely.
Degreed puts you in the driving seat, with the building trust Generation Health programming also includes
power to develop the skills you want and to Our new Drop Anywhere Labs, which are custom-outfitted
shape the future you aspire to. We’re launching
today with thousands of great resources, and
performance STEM learning spaces built from modified shipping
containers. These easy to transport, inexpensive labs
creating a globally connected community of development system
provide a range of career and skills education for
AstraZeneca learners.” shifts away from performance
young school students, as well as flexible in-classroom
ratings and rankings towards
— Marc Howells, VP Talent & Development resources that enable teachers to instruct up to four
ongoing development and
classes simultaneously.
continuous improvement.
Workforce wellbeing and safety Our work contributes to these

Why it matters Description Our 2020 Code of Ethics global mandatory Key targets and progress
training focused on wellbeing during the pandemic,
Company efforts to create a healthy and safe including personal examples of how our employees
To continue to deliver medicines working environment are conducive to a workforce have built resilience and grown during challenging 2025 target 2020 update
to patients, we have to foster an thriving and maintaining good work–life integration. times. The training also included an example of how Safety: 75% reduction The injury rate has
environment where people feel This includes efforts to limit safety hazards for to handle a safety incident by applying Human and in total injury rate from decreased, bringing
safe, energised and inspired. employees through proper design, engineering Organisational Performance (HOP) principles. 2015 baseline. our total decrease
and preventative maintenance, and embedding since 2015 to 64%.
This is only possible through a
a safety, health and environment (SHE) culture
holistic approach that integrates across the organisation. Governance Status: On plan
mental, physical and financial
health for a complete sense of Workforce wellbeing is governed by our EVP, 2025 target 2020 update
wellbeing. The resources we put Approach Human Resources. In 2020, a new Global Director Driver safety: The collision rate has
of Wellbeing was appointed to further develop our 55% reduction in decreased, bringing our
into supporting the health and We strive to ensure our workforce has the resources strategy, enabling a shift from traditional benefits collisions per million total decrease since
safety of our workforce are an not only to deal with, but to thrive in challenging to broader employee wellbeing. Safety is governed kilometres driven from 2015 to 46%.
investment in society and the circumstances. We take a holistic approach, by our EVP, Sustainability and Chief Compliance 2015 baseline.
considering physical, financial and mental wellbeing Officer. We use assurance programmes to monitor
long-term health of economies. dimensions at work, in transit and at home: and manage performance. Some sites seek external
review and we achieved ISO 45001 (occupational Status: On plan
Wellbeing is associated with numerous health, Physical wellbeing — supporting all aspects of
health) certification at our: Macclesfield, UK,
employment, family and economic benefits.1 physical health, e.g. exercising and managing any
Södertälje, Sweden; and Taipei, Taiwan sites, 2025 target 2020 update
Fostering wellbeing and promoting a safe conditions or diseases
accounting for more than 8,000 of our employees. Healthy workforce: 86% of sites promote
environment, free of injuries, is not only the right Mental wellbeing — feeling positive, building
80% of sites/marketing the four Essential Health
thing to do but can also have positive impacts on resilience, achieving balance and a strong sense
companies have all four Activities.3 This target
business productivity and costs. Depression and of community
Essential Health Activities was achieved in 2020.
anxiety have a significant economic impact, with Financial wellbeing — managing finances in place: healthy eating
an estimated cost to the global economy of today while preparing for the future and drinking, tobacco
US$1 trillion per year in lost productivity.2
We investigate safety incidents to understand root cessation, physical
causes and make changes to prevent reoccurrence. fitness and workplace
Learnings are reviewed by a panel of subject matter pressure management.
experts then distributed globally. Our global SHE
standards and procedures establish mandatory Status: Achieved
$1 invested requirements in key risk areas.
to treat common mental
health issues = Our Code of Ethics includes elements relating to
workforce wellbeing and safety: we promote and See Sustainability Data Summary
$4 return Employees shared
in improved health and maintain a safe, healthy, secure work environment; for full metrics and methodology.
we use effective SHE management systems to examples of resilience and
productivity.2 growth for the 2020 Code
identify and manage risk and maintain strong
of Ethics training.
SHE performance; we only work with others who
embrace SHE standards consistent with ours.
Workforce wellbeing and safety continued
Workforce mental health

in times of COVID-19
• Employee assistance programmes were
launched in markets like Latin America to provide
Human and Organisational
Performance (HOP) in action
Challenges
employees access to mental wellbeing resources. Some Workforce wellbeing and safety risks
Our workforce has faced a number of new and We are integrating HOP — a science-based
In addition, our largest sites in the US have are included in the risk 'Failure to adhere to
exacerbated challenges during the pandemic approach to understanding how and why
on-site mental health professionals that applicable laws, rules and regulations'. This
and we are proud of the mental wellbeing support people make mistakes and what organisational
employees can speak with confidentially risk references occupational health and safety
we have offered. improvements can be made — into our business.
regulation and has the potential to have a
• Manager training was deployed to emphasise We applied HOP to a learning team event at our
• Wellbeing guidance resources were published material impact on our business or results of
the important role managers play in supporting facility in Coppell, Texas, US. An employee, who
not only for AstraZeneca, but also for public use. operations, as described in our Annual Report.
their own mental health and that of their teams was using a power washer to clean equipment,
We shared toolkits for employees and leaders
during and beyond the pandemic. The course was injured when a high-pressure water stream
with advice on how to navigate COVID-19 and
helps participants feel more confident in contacted his hand. This was categorised as
develop new skills for the future. These toolkits
spotting signs and supporting someone in need a potential serious injury or fatality (P-SIF).
included details on building resilience and
by training them on how to point colleagues Traditional safety incident investigations may Highlights
positivity, focusing on physical wellbeing through
towards the right mental health care options. tell us what happened but learning teams tell us
movement and recovery, mental wellbeing
This course was offered in addition to general
AstraZeneca most active healthcare
what is happening. A learning team helps identify
through mindset and social contact, and tips
mental health training for managers differences between the way we planned the work company in global wellbeing challenge
for financial wellbeing AstraZeneca employees from
(work-as-imagined) and the way that the work
actually happens (work-as-done), providing valuable 38 countries participated in the 100-day
• Flexible working options were provided,
information that can be fed back into our processes Virgin Pulse Global Challenge (VPGC)® 2020.
ensuring that employees made work
to ensure learning and improvement. Based on the The online programme includes physical and
arrangements that took childcare and
learning team output, the site process in Coppell psychological health risk assessments, step
eldercare responsibilities into account as well
was adjusted. tracking, and modules for nutrition, sleep and mental
as underlying health conditions or the use of
wellbeing. A team from the US ranked 7th out of
public transportation. This flexibility continued
262 companies taking part in the challenge.
to be a core offering for our employees as we
encountered the various phases of return to work
Creating a culture of safety
around warehouses Gaithersburg site wins wellness awards
We published wellbeing • Silver award for The Healthiest Maryland
resources not only for In 2020, we started a serious injury or fatality Businesses (HMB) Wellness at Work awards
AstraZeneca, but also (SIF) prevention programme in our warehouses. programme — recognises businesses that have
for public use. We reviewed our P-SIF events and found more established worksite wellness practices and
efforts were needed, in particular for forklift trucks workplace health improvement plans.
and racking systems. We worked with warehouse
working • The Alliance for Workplace Excellence Health
managers to share best practices across the sites
through and conduct training scenarios. We also developed & Wellness Seal of Approval — recognises
COVID-19: a warehouse minimum standard, which will be a employers that demonstrate an outstanding
Employee focus area for our audit programme. We believe commitment to their employees’ health and
Toolkit the combined efforts will reduce our warehouse wellness and lead the way implementing
Top tips and resources to help you
incidents and thereby protect our workforce, innovative programmes. Wellness programmes
develop the mindset and behaviours
assets and facilities. are evaluated based on education and awareness,
to navigate through uncertainty,
maintain high performance and health and wellness programmes, and health
develop new skills for the future Employee toolkit emphasising the importance of mental and wellness assessments.
Links within this toolkit take you to sites maintained by
third parties who are solely responsible for their content.
health, including advice on how to navigate COVID-19
AstraZeneca provides this toolkit as a service to website
visitors. AstraZeneca is not responsible for the privacy
policy of any third party websites. We encourage you to
and develop new skills for the future.
read the privacy policy of every website you visit
Responsible supply chain Our work contributes to these

Why it matters Description Our Sustainability Partner Guide and Framework Key targets and progress
for our critical manufacturing partners
Company processes for sourcing external assesses and rewards sustainability
A large supply chain amplifies resources, including building robust supplier performance. 2025 target 2020 update
business impacts on people relationships with considerations of suppliers’ 75% of all critical manufacturing 64% (67 of 105 supplier sites)
and the planet, both the environmental and social practices. We have prioritised our sustainability approach
partner sites are rated ‘bronze’ of critical manufacturing partners
on categories of suppliers in our product
positives and negatives. supply chain, including active pharmaceutical
or better in our Sustainability achieved ‘bronze’ or better on
We are accountable for Partner Guide and Framework.1 our sustainability framework.
Approach ingredients (APIs), formulation and packaging,
understanding the impact of and devices — and we are continually
our entire supply chain and We support suppliers by: expanding our focus. Status: On plan
seek to make a positive impact Offering opportunities to build their own

on workforces, communities sustainability knowledge and capabilities 2025 target 2020 update
and the environment. Launch supplier diversity Programme launched in two
Holding them to high standards
programmes in 10 new countries more countries – South Africa
Throughout the lifetime of our (outside of the United States). and United Kingdom, bringing
We interact with an extensive network of
relationship with each supplier, we seek total to three countries outside
suppliers globally, and this reach gives us
to ensure that their conduct matches of the US.
the opportunity — and responsibility — to Status: On plan
the expectations outlined in our
promote practices with our suppliers that
Global Standard Expectations of Third Parties.
are socially and environmentally sustainable.
We aim to work only with suppliers whose 2025 target 2020 update
Our business success depends on a resilient,
values are consistent with our own and • Global Standard
transparent and inclusive supply chain that (new target)
who are committed to developing inclusive, updated to incorporate
supports responsible sourcing, development Embed sustainability into
resilient and transparent businesses. sustainability priorities
and manufacturing. Embedding sustainability our end-to-end procurement
throughout our supply chain through Inclusive — Suppliers create value processes through our Positive
• Sustainability included as
collaboration with our suppliers increases for all employees and people within Sourcing Programme.2
a required component of
business value for all. their communities all category strategies3
Resilient — Suppliers’ operations Status: On plan
• Sustainability assessment
are adaptive to climate change platform EcoVadis piloted
and resource scarcity across multiple categories,
Transparent — Sustainability planned to be implemented
practices across our worldwide enterprise wide
supply chain are readily verified
Our suppliers contribute to a number of other metrics and initiatives,

such as Ambition Zero Carbon and safe API discharges.

Supply chain for full metrics and methodology.
colleagues in Japan.
Responsible supply chain

continued
Governance Promoting responsible sourcing Advancing sustainability maturity

across internal manufacturing
The Global Operations and Global Sustainability Our Positive Sourcing Programme delivers value to our business and society by embedding
Our supply chain is more than just our
functions have a shared responsibility to execute sustainability into end-to-end procurement processes. We embed responsible sourcing practices by
external partners — it is made up of 29 internal
our Responsible supply chain strategy. Our EVP, working with suppliers to support their sustainability journeys, innovate together on challenges, and
manufacturing locations. In an effort to further
Operations and IT, who reports directly to the CEO, promote supplier diversity.
promote sustainability across our manufacturing
has oversight of our supply chain, including our
sites, we developed a common sustainability
internal and external manufacturing network.
Supporting suppliers' Promoting supplier diversity maturity framework. This framework outlines
In 2020, we launched a new Operations sustainability journeys sustainability excellence over four maturity levels,
We support an inclusive and diverse supply from foundational to ideal state. It provides
Sustainability Council. This is chaired by our
We support our suppliers to establish a foundation chain through our supplier diversity programme. a roadmap of practices aimed at enabling
Vice-President of Global SHE and Operations
in sustainability, scale their efforts through In 2020, we expanded to South Africa and the sustainable practices and performance. We piloted
Sustainability and includes around 20 business
collaborative projects, and deliver impact United Kingdom, making the programme active this maturity model across seven sites in 2020
leaders from across Operations and Global
for a healthier world. This not only enhances in four countries, including the United States and and plan to extend this approach as we embed
Sustainability who are key in supporting the
supplier capacity, but also helps us achieve our Brazil. We hosted virtual events, with our Chief responsible supply chain principles into our lean
delivery of our Responsible supply chain
sustainability ambitions. We enhanced our Procurement Officer actively participating and maturity review process.
strategy, along with other sustainability goals
third-party expectations and request for proposal sharing his commitment to AstraZeneca’s supplier
within Operations. The Council also works
(RFP) guidance to cover sustainability topics such diversity efforts. These events included external
closely with our Chief Procurement Officer
who oversees the implementation of our as human rights and labour, health and safety, partners, such as WeConnect International, Transforming our supply chain
Positive Sourcing Programme. environment and supplier diversity. Minority Supplier Development UK (MSDUK) and to achieve Ambition Zero Carbon
Social Enterprise UK, who support our efforts.
In 2020, we announced Ambition Zero Carbon.
"Our new Operations Sustainability Council The spotlight on the Black Lives Matter movement
Innovating together on challenges This includes a 2030 target to have a carbon
is integrating sustainable practices across all sparked important conversations about eliminating negative value chain. With 97% of our footprint in
areas within our supply and manufacturing We committed to launching our next-generation racism from society. We asked our partners to our value chain (including logistics and purchased
organisation that raise the bar on resilience and inhaler with near-zero global warming potential join the efforts to address inequities. Our Chief goods and services), reaching our 2030 target will
transparency, ensuring delivery of programmes (GWP) propellants by 2025 as part of Procurement Officer sent a letter to hundreds require unprecedented coordination throughout
that further all our Operations goals." Ambition Zero Carbon. We expect that the of key suppliers to explore opportunities to our supply chain planning processes. Through
propellant used in the next generation pressurised broaden inclusion in our business, workforce our new Operations strategy, we have embedded
—V
ice-President of Global SHE and
metered-dose inhalers (pMDI) will have a GWP and communities. sustainability in both our product and supply chain
Operations Sustainability
that is 90–99% lower than propellants used in design approach, including additional life cycle
existing pMDIs. assessments across our portfolio. See more in
Product environmental stewardship.
Our supplier diversity

programme is active
in Brazil, South Africa,
the UK and US.
Operations Sustainability Council members.

Responsible supply chain continued
Sourcing raw materials from nature AstraZeneca’s action plan includes the following Key: Challenges
Our medicines are created from many raw materials in our approach: Raw materials
materials that come from nature and from Our approach Aspects of Responsible supply chain are
some areas in the world with environmental implicated in at least three areas of our
and human rights issues. We recognise the enterprise risk management process, as
importance of understanding the sustainability described in our Annual Report. The following
impacts of these sourcing activities. In 2020, are AstraZeneca principal risks with the
we began to build a framework to drive change potential to have a material impact on our
for materials of natural origin — including business or results of operations: 'Failure or
agriculture, aquaculture, forestry, fishery, Paper Packaging delay in the delivery of our pipeline or launch
and mining — used in our supply chain. Packaging components of new products'; 'Failure to maintain supply of
compliant, quality products'; and 'Reliance on
Through the Pharmaceutical Supply Chain Timber Natural Rubber third party goods and services'.
Initiative (PSCI), we worked to understand Forest Stewardship Forest Stewardship
our collective human rights and environmental Council Council Certification
impacts as a pharmaceutical industry. ustainable Forestry
S
Aluminium
This research informed PSCI members of Initiative
Aluminium
Highlights
existing certification schemes from reputable rogramme for the
P
Stewardship Initiative
non-governmental organisations to help ensure Endorsement of CDP Supplier Engagement Leader Board
Forest Certification
that our purchases come from well-managed AstraZeneca was among the top 7% of companies
and responsible sources based on supply assessed by CDP to be awarded a position on the
chain transparency and credible verification. leader board. We are recognised for our actions to
As a result of this engagement, we set a target lower climate-related risks in the supply chain and
to have sustainability action plans in place working with our suppliers to reduce their emissions.
for 12 key raw materials by 2025. Potential use in products
Recognition
Palm Oil Shellac Carnauba Wax Castor Oil • 2020 HubZone Prime Contractor National Award
oundtable on
R uman rights impact
H I nitiative for ustainable Castor
S for supporting US small businesses in economically
Sustainable Palm Oil assessments Responsible Carnauba Association underutilised areas
(IRC) SuCCESSCode
Fish Oil Talc • 2020 Corporate Done Deal Award by Women
arine Stewardship
M uman rights impact
H
Cellulose in, Tungsten,
T Business Enterprise Center for achieving the
Council Certification assessments orest Stewardship
F Tantalum, Gold highest certified women-owned business spend
and other minerals
Council Certification in the US PA-DE-NJ region
inerals Traceability
M
Sugar Programme • 2020 Corporate Champion Award by Women
onsucro
B Presidents Educational Organization for having
Certification highest spend with women-owned businesses
in the US Washington, DC region
Human rights Our work contributes to this

Why it matters Description "We have ensured that the UNGC and its Key target and progress
Ten Principles have become part of our strategy,
Company efforts to uphold rights inherent culture and day-to-day operations, and they will
All human beings have basic remain vitally important in the years ahead."
to all human beings. These rights are 2020 target 2020 update
rights and freedoms — such as interrelated, as stated in the — Pascal Soriot, AstraZeneca CEO Improve the AstraZeneca We enhanced the 2020
the right to health, bodily integrity Universal Declaration of Human Rights. in a recommitment letter to the UNGC global biannual human survey with terminology
such as freedom from slavery, This includes the rights to health, rights survey by using definitions, risk
non-discrimination, humane treatment Fair Wage Network data awareness questions
and civil liberties such as the We address discrimination dimensions
and data privacy. of human rights, including setting an to more robustly assess on modern slavery and
right to privacy. For societies and our performance against human trafficking and a
enterprise-wide ambition in 2020 to ensure
economies to thrive, it is important racial equity in our workplace and access to local living wage data. supplemental appendix
that human rights are respected. Approach our medicines, in our clinical trials and beyond. with expanded indicators.
See more actions in Inclusion and diversity. This facilitated clarity of
As a healthcare company, we believe health is a Status: Achieved
As a business, upholding human rights is the inquiry and ability to
human right and therefore enabling access to our identify specific gaps.
foundational to our ability to retain talent, medicines is vital. Beyond our core business of
our social acceptance to operate and the health, it is our responsibility to understand how we
Governance We used independently
delivery of other sustainability focus areas produced data from the
are contributing to or hindering human rights due Accountability for human rights is held by all SET Fair Wage database
such as Disease prevention and treatment, to our operations. This includes taking action on
Ethical business culture, Inclusion and diversity, members who each report to the CEO. Our Board in our 2020 survey to
both basic and emerging issues such as modern of Director's Audit Committee annually reviews our measure against the
Workforce wellbeing and safety and slavery, workforce treatment, labour rights and data
Responsible supply chain. modern slavery approach and the company's risk real earnings of all our
privacy. We aim to prevent human rights violations management strategy. This includes risk awareness employees, in which
by proactively identifying any issues in our business and education, and control enhancements to we performed well.
and responding promptly with appropriate action. support assurance that the risk of modern slavery
As signatories to the UN Global Compact and human trafficking is eliminated, to the fullest
(UNGC) for the past 10 years, we commit to the extent practicable, from AstraZeneca’s supply
Guiding Principles to respect human rights by chain. Our Operations Sustainability Council works
acting with due diligence to avoid infringing on to develop new approaches to understand, monitor
human rights and to address negative impacts. and mitigate identified human rights risks.
We are also committed to the International
Labour Organization (ILO) standards on child
labour and minimum working age.
We have internal policies, statements and

procedures that build upon these external
commitments:
AstraZeneca’s Human
Rights Statement applies uman Rights Statement;
H
to our employees, Modern Slavery Act Statement;
extended workforce, Conflict Minerals Statement;
supply chain, patients
Code of Ethics;
and community members.
Data Privacy Standard.
Human rights continued
Human rights survey in deeper tiers of the supply chain. This information Highlights
We conduct an internal assessment of our human
is being used to create sustainability action plans
for 12 key raw materials, such as carnauba wax. Partnerships to support rights holders
Challenges
rights practices every two years. In 2020, we • Workforce: Slave-Free Alliance of Hope for
See more in Responsible supply chain. Aspects of Human rights are implicated in
completed our fifth global human rights labour Justice — the first life sciences industry member
review which focuses on the International Labour our risk 'Failure to adhere to applicable laws,
Organization's (ILO) core themes, including • Suppliers and partners: PSCI Human Rights rules and regulations' as described in our
Progressing work on the right to
freedom of association and collective bargaining, and Labour group Annual Report. Compliance with human rights
data privacy regulations including, but not limited to, the
child labour, discrimination, working hours and
Personal data privacy is a human right. Our • For patients: International Association of Privacy Modern Slavery Act are specifically noted
wages. The digital survey was distributed to the
information is one of our greatest assets. It includes Professionals, the Data Protection Working Group within this risk. The risk ‘Failure to collect and
Human Resources representative at more than
everything that we create and store during the of the European Federation of Pharmaceutical manage data in line with legal and regulatory
100 AstraZeneca sites worldwide. We enhanced
course of our business activities, and it flows Industries and Associations and Data Protection requirements and strategic objectives’
the survey by adding terminology definitions and
through everything we do: our science, the way Legal for the biopharmaceutical sector captures risk associated with evolving
three new indicators covering local leadership's
awareness of human rights considerations including that we do business, and our ability to deliver data privacy legislation.
life-changing medicines. Modern slavery and human
modern slavery, risk assessment of temporary Through engagements with external
trafficking training
labour agencies, and mitigation resources. We conduct Privacy Impact Assessments (PIAs) regulators and experts we have validated
We provide training that aligns our day-to-day
Where local gaps to ILO minimum standards are for personal data processes which go beyond practices with our 'Speak Up' culture of identifying, that our highest Modern Slavery Act risk
identified, such as maternity leave or grievance what is legally required. In 2020, we conducted preventing and reporting concerns. In 2020, activities are construction, sourcing of human
procedures, we put in place plans to close those 1,884 PIAs, up from 1,394 in 2019. We also we launched a modern day slavery training for biological samples, electronic components
gaps where allowed by relevant national legislation. measure the number of data subject requests we employees and third-parties and agricultural ingredients that are used
Based on the last report, we have increased paid receive to monitor compliance with Data Subject to manufacture our products, temporary
maternity leave up to the minimum standard of Rights requirements. In 2020, privacy concerns resources, recruitment, facilities, logistics
14 paid weeks in Mexico, Malaysia, Thailand, increased as more of the AstraZeneca workforce and hotels.
Saudi Arabia and Egypt. was engaging virtually due to the pandemic. As
part of our work on enhancements to manage and
protect our data and information, we have updated
Identifying human rights impacts in our Information Incident Form and are introducing
our supply chain a new Information Incident Module to improve
the user experience. In addition, we introduced
In 2020, we participated in a Pharmaceutical
an automated routing and notification process
Supply Chain Initiative (PSCI) project to map human
to ensure reported Information Incidents are
rights impacts in our supply chain for 12 key raw
investigated by the right people at the right time.
materials. PSCI analysed risk areas including labour
rights, land rights, child labour, forced labour,
gender rights and the environment. As a result of
this project, AstraZeneca and other pharmaceutical
companies now have a common understanding of
high-risk activities, such as harvesting, cultivation,
and mining, and corresponding mitigation strategies
Notices
Footnotes Cautionary statements regarding forward-looking statements
2020 performance highlights Environmental protection In order, among other things, to utilise the ‘safe harbor’ provisions of the US Private
1 Includes four Access to healthcare programmes: Healthy Heart Africa, Healthy Lung, Phakamisa 1 Scope is 48 APIs for which data is available to calculate safe API discharge limits and based on
and Young Health Programme 2019 manufacture. Securities Litigation Reform Act of 1995 and the UK Companies Act 2006, we are
2 Scope is 48 APIs for which data is available to calculate safe API discharge limits and based on
Environmental protection overview providing the following cautionary statement:
2019 manufacture.
1 https://www.sciencedirect.com/science/article/pii/S0140673617323450?via%3Dihub
Contribution to the SDGs 2 https://www.unglobalcompact.org/docs/publications/2019_HealthReport_Web.pdf This Sustainability Report contains certain forward-looking statements with respect
1 We also consider SDGs where we have additional or secondary impact. These include SDG 6 - 3 https://www.nature.com/articles/d41586-020-02341-1
Clean water and sanitation and SDG 15 - Life on land. Our impact on these SDGs is reflected in to the operations, performance and financial condition of the Group. Forward-looking
4 Additional parts of our EMS include: Clear responsibilities for leaders and line managers; Global
our reporting on SDG 12.
targets implemented locally at sites in partnership across functions; Mandatory training aligned to statements are statements relating to the future which are based on information
2 https://www.gavi.org/vaccineswork/5-reasons-why-pandemics-like-covid-19-are-becoming-more- existing environmental risks; Reporting system for non-conformities, accidents and incidents.
likely available at the time such statements are made, including information relating to risks
3 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7190114/ Product environmental stewardship
4 https://www.who.int/news-room/fact-sheets/detail/noncommunicable-diseases 1 https://thorax.bmj.com/content/76/Suppl_1/A19.1 and uncertainties. Although we believe that the forward-looking statements in this
5 http://www3.weforum.org/docs/WEF_GGGR_2018.pdf 2 https://europepmc.org/article/med/32720299 Sustainability Report are based on reasonable assumptions, the matters discussed in
3 https://doi.org/10.1183/13993003.01872-2019
6 https://www.weforum.org/projects/closing-the-gender-gap-accelerators the forward-looking statements may be influenced by factors that could cause actual
7 https://sdgcompass.org/sdgs/sdg-8/ Greenhouse gas reduction
8 https://unstats.un.org/sdgs/report/2019/goal-12/ 1 https://www.thelancet.com/journals/lancet/article/PIIS0140-6736(17)32464-9/supplemental
outcomes and results to be materially different from those expressed or implied by these
9 https://essd.copernicus.org/articles/12/3269/2020/ 2 https://www.ripublication.com/ijaerspl2018/ijaerv13n1spl_08.pdf statements. The forward-looking statements reflect knowledge and information available
10 Includes four Access to healthcare programmes: Healthy Heart Africa, Healthy Lung, Phakamisa 3 https://www.iema.net/document-download/51806
and Young Health Programme. at the date of the preparation of this Sustainability Report and the Company undertakes
4 0.1% of imported electricity could not be matched to renewables due to the lack of credible energy
11 Select United Nations-related engagements shown. This is a sub-set of AstraZeneca's attribute certificate systems in two site locations: Argentina and Ukraine. no obligation to update these forward-looking statements. We identify the forward-
partnerships for the goals.
12 Scope is 48 APIs for which data is available to calculate safe API discharge limits and based on Pharmaceuticals in the environment looking statements by using the words ‘anticipates’, ‘believes’, ‘expects’, ‘intends’,
1 Scope is 48 APIs for which data is available to calculate safe API discharge limits and based on
2019 manufacture.
2019 manufacture.
‘aims’, ‘aspires’, ‘seeks’, 'estimate', 'will', 'project', 'plan', 'target' and similar expressions
Access to healthcare
2 Maynard et al., 2020a. Abstract 4.09P.2. Available at: via https://dublin.setac.org/wp-content/ in such statements. Important factors that could cause actual results to differ materially
1 Includes four Access to healthcare programmes: Healthy Heart Africa, Healthy Lung, Phakamisa uploads/2020/04/SETAC-SciCon-Abstract-book_v2.pdf
and Young Health Programme.
3 Maynard et al., 2020b. Abstract 4.09PC.2. Available at: https://dublin.setac.org/wp-content/ from those contained in forward-looking statements, certain of which are beyond our
Disease prevention and treatment uploads/2020/04/SETAC-SciCon-Abstract-book_v2.pdf control, include, among other things, those factors identified as risks and challenges.
1 https://ncdalliance.org/why-ncds/NCDs 4 Constantine et al., 2020. Abstract 4.09P.22. Available at: https://dublin.setac.org/wp-content/
uploads/2020/04/SETAC-SciCon-Abstract-book_v2.pdf
2 https://www.who.int/global-coordination-mechanism/ncd-themes/NCD-and-women/en/
3 https://www.who.int/news-room/fact-sheets/detail/noncommunicable-diseases Water stewardship
4 http://files.kff.org/attachment/fact-sheet-The-US-Government-and-Global-Non-Communicable- 1 http://www.refworld.org/pdfid/4538838d11.pdf
Disease-Efforts 2 https://www.who.int/globalchange/ecosystems/water/en/
4 https://www.mckinsey.com/featured-insights/employment-and-growth/howadvancing-womens- 3 http://www.worldometers.info/water/
equality-can-add-12-trillion-to-global-growth 4 www.wri.org/applications/aqueduct/water-risk-atlas/
5 https://publicpolicy.stanford.edu/news/non-communicable-disease-could-cost-47-trillion-2030 5 http://advances.sciencemag.org/content/2/2/e1500323
6 https://www.diabetesatlas.org/upload/resources material/20200302_133351_IDFATLAS9e-final-
6 http://www3.weforum.org/docs/WEF_GRR18_Report.pdf
web.pdf
7 https://www.who.int/water_sanitation_health/publications/glaas_report_2014/en/
7 https://pubmed.ncbi.nlm.nih.gov/32363737/
Waste management
Responsible research and development
1 http://www.euro.who.int/__data/assets/pdf_file/0003/317226/Waste-human-health-Evidence-
1 https://www.who.int/news-room/fact-sheets/detail/the-top-10-causes-of-death
needs-mtg-report.pdf?ua=1
2 https://www.who.int/docs/default-source/documents/
gs4dhdaa2a9f352b0445bafbc79ca799dce4d.pdf?sfvrsn=f112ede5_38 Ethical business culture
1 https://www.edelman.com/trust/2020-trust-barometer
Environment's impact on health
1 https://www.who.int/data/gho/data/themes/public-health-and-environment#:~:text=Mortality%20 Inclusion and diversity Registered office and
and%20burden%20of%20disease,to%20the%20environment%20is%2023%25
2 https://www.worldbank.org/en/programs/pollution-management-and-environmental-health-
1 https://jamanetwork.com/journals/jamanetworkopen/fullarticle/2762014
corporate headquarters
2 https://www.bcg.com/en-us/publications/2018/how-diverse-leadership-teams-boost-innovation.
program aspx AstraZeneca PLC
3 https://www.bmj.com/content/368/bmj.l6758 3 https://builtin.com/diversity-inclusion/diversity-in-the-workplace-statistics
4 https://www.who.int/health-topics/air-pollution 1 Francis Crick Avenue
Workforce wellbeing and safety
5 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7340393/
1 https://www.cdc.gov/hrqol/wellbeing.htm# Cambridge Biomedical Campus
6 https://www.who.int/global-coordination-mechanism/ncd-themes/ncd-and-youth/en/
7 https://www.who.int/health-topics/antimicrobial-resistance
2 https://www.who.int/mental_health/in_the_workplace/en/
Cambridge CB2 0AA, UK
3 For sites that did not respond to the 2020 survey, the responses from previous years were used.
Investments in health systems
Responsible supply chain
T: +44 (0)20 3749 5000
1 https://globalheartjournal.com/articles/10.5334/gh.403/
1 Target applies to suppliers in the Active Pharmaceutical Ingredient (API) and Formulation and
2 http://www.globalasthmareport.org/Global%20Asthma%20Report%202018.pdf Packaging (F&P), and Device categories. All suppliers are in scope for the framework; however,
3 www.cancer.net/cancer-types/lung-cancer-non-small-cell/statistics suppliers are only in scope for PSCI environmental sustainability assessments if they cover >90%
of our spend per the Sustainability Partner Guide and Framework.
Affordability
2 Updated target: The foundation of our Positive Sourcing Programme includes monitoring business
1 Since 2019, we have refined our approach from innovative value strategies (IVS) to value-based
risk and sustainability practices. In 2020, we began a transformation of our 3PRM process to
agreements (VBA).
include sustainability criteria. Our former 3PRM target has evolved with our Positive Sourcing
Programme targets.
3 Categories refer to an area where procurement focuses, for example; primary packaging,
excipients, process chemicals, media, clinical trials. A category strategy sets the vision of where a
category will be in the short to medium term.

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Astrazeneca Sustainability

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Sustainability

AstraZeneca Sustainability Report 2020

2020 Annual Report: includes how

Disease understanding Assurance

AstraZeneca Sustainability Report 2020

Message from the CEO

2020 was a year like no other, with COVID-19

AstraZeneca Sustainability Report 2020

What Sustainability Our ambitions

 emonstrate global leadership to proactively

needs it – health. today require us to assess all options

that offer synergies and address

Our sustainability strategy h ic

ss d tran there are no quick fixes; anticipating

Our sustainability strategy is guided by a

AstraZeneca Sustainability Report 2020

Sustainability business integration

into every aspect of our enterprise. Investor relations

AstraZeneca Sustainability Report 2020

2020 performance highlights

Ethics and transparency

AstraZeneca Sustainability Report 2020

Respiratory and immunology (R&I)

Other R&D centres and offices: 7th out of 20

AstraZeneca Sustainability Report 2020

COVID-19 pandemic actions

Remain steadfast in our commitment to environmental protection

• Conducted environmental risk assessments in line with local

 rotect critical operations to ensure the

AstraZeneca Sustainability Report 2020

Contribution to the SDGs

What are the SDGs? Why they matter

AstraZeneca Sustainability Report 2020

Our primary SDG contributions

Committed to the United Nations Women's Empowerment Principles.

Signatories of the United Nations Global Compact (UNGC) since

UNGC's Our Only Future member.

SDG 12 | Responsible consumption and production

AstraZeneca Sustainability Report 2020

AstraZeneca Sustainability Report 2020

• Ambition Zero Carbon plans

AstraZeneca Sustainability Report 2020

AstraZeneca Sustainability Report 2020

Stakeholder engagement continued

Patients Communities Workforce Analysts, institutional investors

AstraZeneca Sustainability Report 2020

AstraZeneca Sustainability Report 2020

Access to healthcare overview

AstraZeneca Sustainability Report 2020

health system resilience

Our role: Our approach:

Build health systems Health services

weaknesses in health systems, and has Improve preparedness for future

AstraZeneca Sustainability Report 2020

Disease prevention and treatment Our work contributes to these

Why it matters Description Key target and progress

Young Health Programme (YHP) in Kenya.

AstraZeneca Sustainability Report 2020

Disease prevention and treatment continued

Raising patients' awareness of early

AstraZeneca Sustainability Report 2020

Disease prevention and treatment continued

AstraZeneca Sustainability Report 2020

emonstrate global leadership to proactively

rotect critical operations to ensure the

— Dr Gabriel Okello, Prince of Wales Global Sustainability Fellow, CISL

See Sustainability Data Summary

or more information see our