servier integrated annual report 2023 2024.pdf
70 UN LEA SH HOPE
INTEGRATED ANNUAL REPORT 2023-2024
SERVIER moved by you
Cover: Celebration of Servier Group’s 70th anniversary (Surosnes, France, 2024).
02
CONTENTS
03 – Profile 04 – Foreword by Olivier Laureau 06 – Overview of 2023-2024
10 Insight into our time
12 – How medical innovation transforms society 18 – Adherence to treatment – when every pill matters 16 – Seeking out top talent 22 – A healthy environment, fundamental to human health
24 All about Servier
26 – Presence throughout the world 28 – Cutting-edge patient-oriented R&D 30 – Our pipeline and therapeutic areas 32 – Our governance model 34 – Ethics and compliance at the heart of the Group 36 – Our model for value creation 38 – Key trends 40 – Servir 2030: laying the foundations for future success 42 – Meeting the expectations of our stakeholders 44 – Making a meaningful social impact for patients and for a sustainable world
46 Results
48 – Financial results 50 – Non-financial results
About this report – This integrated report is structured in accordance with the framework recommended by the Value Reporting Foundation and best practice. It is designed to give Servier's stakeholders an overall vision of its strategy and commitments, as well as its financial and non-financial performance. Its contents elaborated in consultation with the various departments throughout the company, integrates thoughts from stakeholders and the group would like to thank them for their contribution. This report can be viewed and downloaded from our website www.servier.com
SERVIER 2023-2024 INTEGRATED ANNUAL REPORT
PROFILE 03
An independent global pharmaceutical group
At Servier, we draw strength from our independence.
Being free to make our own strategic decisions and adopt a long-term vision enables us to fulfill our vocation as a Group committed to therapeutic progress to serve patient needs. We focus on the needs of patients and health care professionals, working closely with them on innovations while constantly considering our impact on society and the environment. Together, we are inventing health care for today and into the future.
Vocation Committed to therapeutic progress to serve patient needs
Values Care Commit to succeed Dare to innovate Grow by sharing
Vision Founded to serve health, our Group aspires to make a significant social impact for patients and for a sustainable world.
2023-2024 INTEGRATED ANNUAL REPORT SERVIER
Foreword — Olivier Laureau, President of Servier
in 2024, we proudly celebrated the 70th anniversary of our Group, marking seven decades of sustained effort to drive therapeutic progress to better serve patients. The past fiscal year, we made significant progress in a number of our areas, made possible by the intensive, purposeful work of all the Servier people, and I would like to take this opportunity to thank them.
Their determination and the progress achieved drew on three strengths that set us apart in the pharmaceutical industry. They give meaning and purpose to our day-to-day work.
Our primary strength lies in our commitment to patients. They are our motivation and the driving force behind everything we do. Our regime 'Moved by you', reflects our profound desire to put patients at the heart of the process. From our position as a leader in cardiometabism and venous diseases to our progress in oncology and soon neurology too, we strive to improve the quality of life and bring hope to patients and their families.
This year, the PatientView Report ranked us in the top three pharmaceutical companies working with oncology patient organizations. In the US, we came out on top in the rankings drawn up by patient organizations in 12 out of 14 categories, a
“Constantly innovating to improve patients' quality of life, that is what sets us apart.”
Olivier Laureau/President of Servier
SERVIER 2023-2024 INTEGRATED ANNUAL REPORT feat never before achieved by a French laboratory. Such recognition only serves to boost our resolve in pursuit of our mission.
Our second source of strength resides in our commitment to innovation and our pioneering spirit. We maintain an unavowing focus to research and develop therapeutic solutions, exploring both breakthrough innovations and incremental improvements. Artificial intelligence plays an increasingly important role in our innovation process. Moreover, innovation permeates all areas of the Group, in order to constantly improve performance. This spirit of entrepreneurial innovation remains at the heart of who we are and helps make our Group a motivating and inspiring workplace.
In 2023-2024, we obtained a number of market authorizations for treatments for rare cancers. One of these therapeutic solutions brought a new solution for a type of cancer that had not seen any progress for over 20 years. Some of our oncology medicines are now included in standard treatment protocols in many countries. As such, Servier is gradually forging a name for itself as a leading innovator in this area. Incremental innovation enables us to maintain our longstanding commitment to cardiovascular and metabolic diseases. The impact of Single Phi Combinations (SPC), which make it easier for patients to stick to their treatment, is encouraging. They reflect the scientific excellence that has driven our enduring success in this area. This year, we also conducted the first study into the combination of four medicines to treat resistant hypertension. The promising findings were shared on the European Society of Cardiology Congress. This progress goes hand in hand with increasing public recognition of the importance of adherence to treatment as a key factor for success. While the World Health Organization (WHO) identifies adherence to treatment as an area of research requiring investment, and the European Parliament affirms that treatment adherence is 'crucial for a European strategy on non-communicable disease', it important to remember that over half of patients do not follow their treatment plan as prescribed. Yet if everyone diagnosed with a chronic disease followed their treatment plan to the letter, 12,000 deaths in France and 200,000 in Europe could be avoided each year.
This brings us to our third strength, our teams. Our success lies in the skills, boldness and engagement of the people who make up our workforce. Their passion and dedication are essential if we are able to achieve our objectives and fulfill our mission. I firmly believe that collective success arises from everyone's desired desire to give the best of themselves. And that what we try to achieve each day at Servier. The renowned American institute Gallup recognized the Group as on Exceptional Workplace, positioning it as one of the companies with the highest level of employee engagement in the world. Indeed, we are the first company in France to have obtained such a distinction!
Our success in 2023-2024 derives from these three strengths. They demonstrate that we are making solid progress toward our long-term objectives and our Servier 2030 ambition. These three strengths that set us apart are supported by our unique model of governance, where we are led by a non-profit foundation, which thereby ensures our total independence and long-term view; it encourages us to undertake bold decisions with respect to innovation as well as enables us to step up our ambitions when it comes to corporate social responsibility and uphold the highest standards in ethics and compliance.
Our strengths combined with our governance by a non-profit foundation, represent a genuine advantage in dealing with the challenges we face, such as the rising cost of innovation, the market access, the availability and accessibility of medicines, and the growing impact of artificial intelligence, redefining the health industry over the coming years.
In a world of increasing geopolitical instability that is simultaneously undergoing demographic, environmental and societal transitions, new solutions will need to be found to face these challenges, requiring unwilling commitment as well as an open mind and a collaborative approach to innovation.
Driven by the hope patients put in our innovations, we at Servier are proud to work steadfastly to meet their expectations. It is with confidence and determination that we look to the future.
06 Overview of 2023-2024
October 2023 A partnership signed with Owkin
This multi-year agreement will enable us to associate Owkin’s cutting-edge artificial intelligence technology with a multitude of clinical data to develop new targeted treatments in a range of therapeutic areas. We will also enhance our understanding of the underlying biology of illnesses in order to identify patient populations that are most likely to benefit from certain treatments.
October 2023 New authorization in oncology in the US The Food and Drug Administration (FDA) approved one of our treatments for myelodysplastic syndromes.
January 2024 A community center opened in Turkey With support from Mécenat Servier, a community center spanning 434 m² was built in Kahramanmaraş after earthquake devastated the region. The organization will help dozens of female entrepreneurs to launch their own business through the KIGEM program, in collaboration with the United Nations Development Programme (UNDP) and the local chamber of commerce and industry.
434 m² The surface area of the community center supported by Mécenat Servier in Kahramanmaraş.
SERVIER 2023-2024 INTEGRATED ANNUAL REPORT
60 To date, only 60 companies around the world have received the Gallup Exceptional Workplace Award!
Across all our subsidiaries, our employees demonstrate the collective engagement that earned us the Gallup Exceptional Workplace Award in 2024.
March 2024
Engaged employees! Servier received the Gallup Exceptional Workplace Award, which recognizes the companies with the highest level of employee engagement, achieving a rating 11 times above the global average. We were the first company in France to earn such a distinction. Moreover, our annual engagement survey calculated a score of 4.33/5 for 91% of people surveyed, which is up on last year.
CHINA ACCELERATING IN ONCOLOGY
DECEMBER 2023 Servier acquired the exclusive rights from CS Stone to develop and market an oncology medicine in Greater China and Singapore. The agreement means Servier now owns the global rights to this treatment.
FEBRUARY 2024 In late 2022, Servier obtained approval to market a treatment for pancreatic cancer in the US, the first treatment of its kind authorized for 23 years. An assistance program offers financial support to low-income patients in collaboration with China Primary Healthcare. In February 2024, 257 patients had already begun receiving treatment.
JUNE 2024 We signed a partnership with AmoyDx, a visionary molecular diagnostic company based in China, to develop a companion diagnostic test to detect certain gene mutations in diffuse glioma.
May 2024 Egis recognized for its SPC Egis, our Hungarian generics subsidiary, won the Hungarian Innovation Grand Prize for developing two Single Pill Combinations (SPC).
May 2024 Progress in the fight against pancreatic cancer The European Commission granted Servier the authorization to market a first-line treatment for patients living with pancreatic cancer.
2023-2024 INTEGRATED ANNUAL REPORT
08
THRPTX THE HUMANITIES INNOVATION SUMMIT
June 2024
THRPTX in Saclay, France
Servier organized THRPTX its first international scientific symposium. Designed to serve as a catalyst to channel global scientific excellence to drive progress in research, the event brought together 200 eminent experts, professionals, researchers and decision-makers from all over the world. It was held under the patronage of William G. Kaelin Jr., who won the Nobel Prize in Physiology or Medicine in 2019.
SERVIER 2022-2024 INTEGRATED ANNUAL REPORT
STANDOUT ACHIEVEMENTS 09
In 2024, Servier celebrated its 70th anniversary!
June 2024 Engagement with and for patients recognized once again! The PatientView Report once again ranked Servier within the Top 3 companies for the reputation of pharmacological companies working with oncology patient organizations. For the first time Servier came out top in three categories: "Transparency on Data", "Beyond the Pill", and "R&D". In the US, we led the rankings in 12 out of 14 categories compiled by U.S.-based patient organizations that know the Servier Group. We were the first laboratory in France to earn such a distinction.
August 2024 A new brain cancer treatment approved The Food and Drug Administration approved the treatment developed by Servier for adults and children over the age of 12 with a form of brain cancer.
2nd Our ranking in the 2025 global HappyIndex® Trainees.
October 2024 Servier certified HappyIndex® Trainees 2025 For the third consecutive year, our Group was ranked second in the Happy Trainee ranking of companies all around the world based on the experience they offer students (including interns, work/study students, VIE international volunteers, and post-doctoral students). For the first time, Servier came out as the top company in France.
New study into hypertension At the 2024 European Society of Cardiology Congress, we presented the findings of a study into a Single Pill Combination containing four molecules to treat hypertension.
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Boston, Cambridge – the global innovation hub – Our R&D center in Boston, US, the world's largest hub focused on innovation in health, specializes in discovering new therapeutic targets in oncology.
SERVIER 2023/7/05 INTEGRATED ANNUAL REPORT
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IN SIGHT INTO OUR TIME
Progress in medical innovation, the search for talent, adherence to treatment and environmental protection is shaping the future of the pharmaceutical industry. The consideration of these challenges opens the way for significant leaps forward for both patients and society.
2023-2024 INTEGRATED ANNUAL REPORT SERVIER
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Inside our R&D Institute at Paris-Saclay Over 1,200 researchers work day in day out to broaden the frontiers of medical innovation harnessing technology and AI to develop new therapeutic solutions for patients all around the world.
SERVIER 2023-2024 INTEGRATED ANNUAL REPORT
Medical innovation – Artificial intelligence and scientific progress are revolutionizing medicine, accelerating the process to develop new treatments and bolstering collaboration between patients and health providers.
How AI is transforming pharmaceutical research
INSIGHT
While the driving force behind all medical and pharmacoutside-of-hospital is to meet the expectations and critical needs of patients, innovation also leaves its mark on society in return. On June 18, Servier held the THRPTX Innovation Summit, a unique forum for discussion bringing together over 200 internationally renowned speakers from the world of academia, research, patient organizations and the pharmaceutical industry to set out a framework for the future of oncology. The event served to consider the impact on society of recent scientific progress in medicine, especially in relation to the use of artificial intelligence.
From the patient to treatment: the targeted, personalized medicine revolution
The use of AI in health care pathways is revolutionizing treatment. Until very recently, treatments were prescribed according to the condition diagnosed, with standard protocols applied to all patients with the same illness. The rise of artificial intelligence has turned this approach on its head, making it possible to prescribe targeted, personalized treatments that better take account of the unique characteristics of each patient as well as their specific biology and genetics. It also helps to identify groups of patients who present the same biological characteristics, or similar genetic anomalies, who would be likely to benefit from the same treatment. Moreover, it has led to the emergence of innovative therapeutic processes such as gene therapies, based on the creation of digital twins – virtual models of patients built using genetic, molecular and clinical data.
SERVIER IN ACTION
Servier and Owkin harnessing AI to develop targeted oncology treatments
– In 2023, Servier established a partnership with Owkin, a biotech company specialized in applied AI to discover and develop new medicines and diagnostic tools. This partnership uses AI to drive progress and rapidly bring about more targeted treatments in multiple therapeutic areas such as oncology.
“I strongly believe the convergence of progress in science, medicine and AI is key to accelerating the development on innovative treatments and bringing about a new age in patient care.”
Fabien Schmidt/ Executive Director of Translational Medicine, Servier
2023-2024 INTEGRATED ANNUAL REPORT SERVIER
More generally, the use of AI increases the chance of successfully discovering new medicines and significantly reduces the time required in the research phase. For patients, this means new solutions will arrive on the market in much shorter timeframes.
Giving patients a platform – the emergence of a collaborative culture in medicine
To ensure recent progress in AI-based medical technology yields promising results, it is essential for it to be built upon a huge volume of patient data from all across the world. It is therefore essential the medical industry encourages patients to engage in dialogue about the industry and medical innovation, which they are all the more eager to follow if the Covid-pandemic, and faster than the right path, a medical culture based on heightened collaboration across the board. Indeed, the entire medical and pharmaceutical industry must absolutely raise awareness among patients around the world about the importance of giving feedback throughout their treatment to speed up the design and deployment of innovations, made accessible to all by leveraging the data collected.
Toward a more comprehensive assessment of treatments In the long term, recent scientific progress could also help to adjust the criteria used to assess treatments. Their value will no longer be defined solely according to their efficacy in increasing the chances of patients surviving, but will also take account of their impact on their daily lives, which can be better measured by systematically collecting more in depth data. Servier is fully engaged in considering these developments in an effort to improve patients' quality of life and better support them at every stage of the care pathway.
This changes the game in the medical and pharmaceutical industry by blurring the lines between the previously distinct worlds of research and innovation, and the public. Disemergence in the data-sensitive culture also defines the conventional relationship between health care providers and patients, which is gradually becoming a more balanced, two-way association.
The era of agility – rethinking the way health systems work
Recent scientific and technological progres s harnessing artificial intelligence has reached a high level of maturity in a time-frame that has been both exceptionally short and unexpected. Patients are fully aware to be among the first to bring about to make these innovations available to all as quickly as possible.
However, they will need to undergo in-depth transformations to respond to these expectations. Regulatory bodies need to be among the first to bring about this sea change. Indeed, the considerable expansion in the volume of health data being generated presents them with the significant challenge of drawing up a clear regulatory framework setting out how they may be meant to act as the right board on introducing regulations that are sufficiently strict to guarantee the data is properly protected, but also sufficiently flexible to offer researchers enough latitude to innovate. Finally, the medical and pharmaceutical industry must absolutely upskill their workforce to ensure the health sector takes full advantage of recent innovations to improve patient care.•
Co-creating with patients to further medical research
“Each patient is unique. Although anaphorism this acknowledgement raises major challenges for research, it highlights the importance of co-creating with patients, ensuring they represent the driving force behind the research. That is why Servier is currently collaborating with patient groups all around the world on over 250 projects.
"THRPTX demonstrates our drive to pursue open dialogue with all stakeholders to speed up the emergence of innovative, accessible and sustainable therapeutic solutions."
Claude Bertrand/ Executive Vice President Research & Development, Chief Scientific Officer, Servier
Brice Miranda/ Group Chief Data Officer, Servier
“Data and AI are opening a wealth of opportunities.”
View from the field – When scientific innovation contains with the power of technology, huge leaps forward will be achieved in the way patients experience treatments. Data and AI are opening a wealth of opportunities in relation to discovering new medicines, accelerating the route to market and also enhancing patient monitoring, helping for example to identify relapse or improve adherence to treatment. The technology will affect the entire pharmaceutical value chain.
Brice exploits data and AI to speed up the development, provision and monitoring of treatments all throughout the value chain.
Partnership with Google Cloud harnessing AI and data to accelerate medical innovation
– In 2022, Servier joined forces with Google Cloud forming a partnership that seeks in particular to enhance our ability to innovate and improve patient care. In this way, Servier may begin to conjointly build innovative initiatives such as accelerating the development of new medicines using AI and analyzing real-world data to obtain tangible proof of scientific efficacy and tolerance of treatments.
2023-2024 INTEGRATED ANNUAL REPORT SERVIER
Recruitment — How do we position ourselves as a place people want to work? The pharmaceutical industry has stepped up its efforts to attract and retain top talent, making them a key factor in their success.
Seeking out top talent
INSIGHT
talent acquisition is an absolute priority if we are to bring about the transformation of the pharmaceutical industry. According to a study carried out by Delatte®, the companies in this sector continue to invest heavily in R&D, with strong demand for people specializing in clinical research, molecular biology, pharmacology and organic chemistry. The rise of personalized therapies also requires rare expertise in precision medicine and bioproduction.
The challenge is to integrate people with the best skills and build diverse teams where the accomplished-in-house technical experts can collaborate with experts from other sectors.
It is also becoming essential to open ourselves up to and become proficient in other strategic areas, especially in relation to data and AI However, only 8% of pharmaceutical companies consider they have fully integrated this technology into their processes¹⁰. They must therefore train their existing employees. Moreover, as these changes are occurring within an increasingly stringent regulatory framework (with the Corporate Sustainability Reporting Directive and printing serial numbers on boxes of medicines), we require experts able to mitigate, implement and monitor these new standards put in place by the company.
Recruiting people, not just experts
No matter how competent an export may be, they will only give the best they have to give if they feel truly fulfilled in their job and their working environment. Since the pan-domain in particular, workplace training and learning opportunities, the search for meaning and well-being at work have become major concerns for candidates and employees.
It is not enough for an employer to simply guarantee individual employees wellbeing. They must also ensure they align with a shared set of values and practices, as they guide the behavior of individuals while also bolstering a sense of belonging. Candidates themselves are all too aware of this
SERVIER IN ACTION
Servier recognized for promoting wellbeing at work
— In March 2024, Servier received the Gallup Exceptional Workplace Award, becoming the first company in France to obtain such a distinction for the high level of engagement of its employees. With an engagement score of 4.216 and a bask of employees who would recommend Servier as a good place to work, this prize shines a spotlight on the Group's initiatives to foster wellbeing at work, facilitate communication and boost career development.
35% of senior management positions²⁰ in the Group held by women in 2023-2024.
96% of Servier employees on permanent contracts in 2023-2024.
²⁰ Senior management includes those sitting on the Executive Committee and their direct reports (excluding assistants), representing a group of 124 people.
SERVIER 2023-2024 INTEGRATED ANNUAL REPORT collective dimension as well. According to another study, 20% of young professionals say they chose to work at a particular organization for the positive, meaningful workplace culture$^{(3)}$.
In the pharmaceutical industry, it would appear that combining technical expertise and personal fulfillment is essential to ensure long-term innovation to benefit patients and society.$\textcircled{1}$
$\textcircled{1}$ “Unleash AI’s potential. Measuring the return from pharmacological innovation – HR edition,” Deloitte, May 13, 2024 $\textcircled{2}$ Automatisation dans l’industrie pharmaceutique connotait en nouvel an PR Newswire, May 8, 2024 $\textcircled{3}$ Goal Our Millennium Survey, Jing and working with purpose in a transforming world, Deloitte, May 2024
“The biggest challenge relating to the Group’s reputation with respect to HR is that we must uphold our employer promise. It is crucial to our credibility and the performance of our company, as well as to the relationship with our people.”
David Hindley/Executive Vice President Human Resources
Katéri highlights the appeal and quality of our workplace culture by developing our talent acquisition strategy.
Katéri Cuvillier/ Group Director of Talent Acquisition, Servier
“Being independent and governed by a foundation are strengths that really set us apart.”
View from the field — Being independent and governed by a foundation are strengths that really set us apart. We adopt a long-term view to serve patients, which is an important factor in attracting talent. The proportion of Servier employees who come back to work for us is also above average in the pharmacological industry in France, reflecting our appeal and the special nature of our workplace culture, boosting enthusiasm and trust in our teams.
Servier & U – an international university of excellence
— Servier & U the Group’s corporate university, offers employees around the world a comprehensive range of training courses covering cross-divisional skills, technical expertise and leadership. It also deploys tools and programs locally to develop skills in each country. Providing 26 hours of training on average per employee and training over 2,000 people in 2023, Servier & U earned a silver Brandon Hall Award recognizing it as the best corporate learning university.
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Leveraging pharmacists as a key link with patients
—In Australia, patients see pharmacists as one of the top 3 most reliable health care providers. This gives them a central role in educating the public about medicines and raising their awareness about the importance of sticking to their treatment.
SERVIER ___ 2023-2024 INTEGRATED ANNUAL REPORT
Therapeutic efficacy – Key areas for action include simplifying treatments, developing digital tools and raising awareness.
Adherence to treatment – when every pill matters
INSIGHT
A according to the World Health Organization (WHO), nearly 50% of patients suffering from chronic conditions do not follow their treatment plan properly$^{(1)}$ to the detriment of their health, sometimes to the point of endangering their lives. However, the severity of this problem is still underestimated by public authorities, despite the considerable impact it has on health systems. Patients,
their friends and family, public authorities and manufacturers are becoming increasingly aware of the issue.
The many challenges facing patients who do not stick to their treatment
Adherence to treatment refers to the degree to which patients apply the recommendations of their health care provider. A patient is considered not to adhere if they follow less than 80% of their treatment plan. Chronic conditions are a particular concern (37% for diabetes, 40% for hypertension, 44% for hypercholesterolemia) with potentially serious consequences. Indeed, the WHO estimates that if everyone diagnosed with a chronic disease followed their treatment plan to the letter, 12,000 deaths in France and 200,000 in Europe could be avoided each year$^{(2)}$. In addition to the impact on patient health, failure to adhere to treatment costs health systems heavily every year.
SERVIER IN ACTION
New study into hypertension
– Between 5 and 10% of hypertensive patients are difficult to treat, considered to suffer from resistant hypertension, meaning they must take four medicines each day to control their blood pressure. They run a greater risk of serious cardiovascular accidents. At the 2024 European Society of Cardiology Congress, we presented the findings of a study into a Single Pill Combination containing four molecules to treat hypertension.
2023-2024 INTEGRATED ANNUAL REPORT SERVIER estimated to represent €9.3 billion in France and between €80 and €125 billion in Europe⁽¹⁾. These costs are incurred through hospitalizations and avoidable premature deaths (cost of treatment and care, mobilization of health care professionals), as well as the worst involved in unused prescribed medicines. Increasing adherence to treatment would bring about two primary benefits: • Improve patients' length and quality of life • Reduce spending on health by raising awareness among public authorities about this major global issue.
Understanding why people struggle to adhere to their treatment
To effectively combat this problem, we must first identify the cause. However, there are many reasons why people struggle to adhere to their treatment⁽²⁾: • Socio-economic and cultural grounds (high cost of medicine, education, etc.) • Relationship between patients and health care professionals. • The relative complexity of treatment plans (pills needing to be taken several molecules in one pill) to simplify treatment plans and therefore the daily lives of patients. A study into hypertension patients demonstrated that an SPC improved adherence by between 27% and 60% over a year⁽³⁾ while also reducing the risk of death • Digital innovation – Beyond the pill Beyond the actual pills themselves, digital apps can really boost adherence to treatment by acting as "digital companions" to patient health. • Educating patients about their treatment This empowers patients and helps them better understand their treatment plan through patient organizations. For instance, this may include patients joining psychological support groups or groups to discuss their lived experience, or rolling out screening campaigns.
Ways to increase adherence to treatment By adopting a wholly patient-centered approach, certain pharmaceutical companies (including laboratories, start-ups and health care professionals) are becoming increasingly aware of the importance of breast adherence to treatment. They are leveraging three highly promising potential solutions. • Single Pill Combinations Single Pill Combinations (SPC) combine several molecules in one pill to simplify treatment plans and therefore the daily lives of patients. A study into hypertension patients demonstrated that an SPC improved adherence by between 27% and 60% over a year⁽³⁾ while also reducing the risk of death • Digital innovation – Beyond the pill Beyond the actual pills themselves, digital apps can really boost adherence to treatment by acting as "digital companions" to patient health. • Educating patients about their treatment This empowers patients and helps them better understand their treatment plan through patient organizations. For instance, this may include patients joining psychological support groups or groups to discuss their lived experience, or rolling out screening campaigns.
Raising awareness among public authorities As adherence to treatment is crucial to patient health, public authorities need to see the issue as a key source of progress. Already, the initiatives put in place by many
Adherence to treatment in oncology – the next challenge? — The issue of adherence is primarily associated with chronic conditions. As certain cancers are being diagnosed at an ever earlier stage and treatments become increasingly effective, some experts believe the disease may become "chronic", requiring long-term treatment. Serviere is anticipating this shift by developing solutions for patients to maximize their adherence to treatment and improve their quality of life.
"In Portugal, the Missão 70/26 project aims to get hypertension under control for 70% of patients by 2026. It underscores the importance of sticking to the treatment to effectively manage high blood pressure and more generally all chronic conditions."
Frederic Bengold/ Chief Executive Officer, Serviere Portugal in the pharmaceutical industry have helped make significant strides forward.
Professional and scientific organizations are also working to achieve the broadest possible consensus on the need for postoperative policy on the matter. The European Society of Cardiology (ESC) was one of the expert organizations that help circulate the Policy Report and the Manifesto on adherence.
II "Adherence to Long-Term Therapies: evidence for action" World Health Organization 2023 III Amelioration of Pharmaceuticals in an opioid de-saline publique" Institution Sapient, June 2017 IV Amelioration Responses To Torture Measures in means char' MkHealth and CRP November 2014 V I Ourne medische therapeutie, ennere multifactore" Société Française du cardiologie, March 2022 II Detailed single RI Combinations Make a Difference in Treatment Adherence, Outcomes and Healthcare Research in Heart Disease Symptoms et d'U, Value in Health, Volume 25, Number 12, S49
50 projects relating to adherence to treatment throughout the world developed by Servier in cooperation with patient organizations in 2024.
Viviana is helping to increase adherence to treatment among patients living with chronic conditions in order to significantly improve treatment efficacy, patient quality of life and prevent complications related to their condition.
Viviana Cortese/ Head of Cardiometabolism & Venous Disease (CMVD) Global Medical & Patients Affairs, Servier
"It is fundamental all patients with chronic illnesses adhere to their treatment."
View from the field In line with our vocation of being committed to therapeutic progress to serve patient needs; we action all solutions that could potentially encourage patients to better stick to their treatment. It is a fundamental concern for all patients with chronic illnesses that affects not only the efficacy of treatments, but also improves patients' quality of life while reducing long-term complications. Bottling a pegger between patients and health care professionals on the matter is especially key in responding to the rising challenges of treating chronic illnesses. This ambition is reflected in every stage of the life cycle of our medicines, from the research and development stage through to patients taking the pills.
Training pharmacists to improve adherence among patients
In 2022, the CONCORD study, led by the Servier teams in Greece, assessed the impact of a program to train pharmacists about therapeutic adherence. The impact of training 134 pharmacists about adherence for 146 patients was assessed over a four-month period. The results showed patient adherence improved on average by over 20% across the various parameters measured.
Health and climate — Environmental damage seriously affects public health. Pollution, climate and biodiversity represent major concerns where the pharmaceutical industry can have a positive influence.
A healthy environment, fundamental to human health
INSIGHT
Environmental damage represents a threat to public health. Caused by human activity, this damage aggravates the risk to health and also creates new problems. The pharmaceutical industry has the power to limit its impact on the environment.
How does the state of the environment affect human health?
The World Health Organization (WHO) estimates 12.6 million deaths around the world occur every year as a result of living or working in an unhealthy environment®. Air pollution, dirty water and toxic substances are aggravating factors behind strokes, heart diseases, cancers and chronic respiratory conditions, which account for nearly two thirds of deaths.
Recurrent heatwaves significantly exacerbate the risk of cardiovascular and pulmonary illness. Natural catastrophes, which occur increasingly frequently, cause serious injuries and affect access to care.
Furthermore, climate imbalance and pollution erode biodiversity, which in turn damages the environment. The rapid disappearance of many species and the degradation of ecosystems disrupt the natural processes essential to humankind, such as water purification and disease regulation. For example, the
At our Paris-Saclay facility, this 100 m² eco-friendly communal vegetable patch protects biodiversity while also bringing our teams closer together.
SERVIER 2023-2024 INTEGRATED ANNUAL REPORT degradation of aquatic ecosystems affects the natural water purification process, exposing populations to a greater risk of waterborne diseases$^{1)}$.
However, solutions do exist. Several studies estimate that ambitious climate policies would provide considerable concurrent benefits for human health. According to the WIR, meeting the goals of the Paris Agreement, the goals of the Paris lives a year worldwide by 2050 through reductions in air pollution alone$^2$.
The pharmaceutical industry and its true impact on the environment
On a global scale, greenhouse gas emissions generated by the health industry account for between 1.5% and 7.6% of national emissions$^{3)}$, with significant differences between national GDP. According to a study carried out by The Shift Project$^4$, the health industry accounts for around 8% of national emissions, 29% of which is down to medicine procurement (the carbon costs of production and the volume of medicines consumed or wasted).
The impact of the pharmaceutical industry on water resources also cannot be overlooked. A study carried out by the Proceedings of the National Academy of Sciences in 2022 found that at 25.7% of sites where samples were taken, concentrations of active pharmaceutical ingredients occur in environments treat humans or animals$^5)$ found in rivers around the world reached levels considered to be toxic for ecosystems.
"The state of the environment directly affects human health."
View from the field – At Servier, we understand that the state of the environment directly affects human health. Climate risks can also disrupt our medical production and distribution channels by damaging our infrastructure or creating shortages of raw materials. By protecting the environment, we bolster the resilience of our operations and help protect global health.
Furthermore, the management of single-use plastic packaging opens a wealth of opportunities for improvement within the industry. In France, these plastics represent nearly 17,000 metric tons, or 27% of household medicine packaging$^6)$. The idea is to limit the use of non-recyclable packaging while also developing more effective collection channels.$^7$
$^{1)}$ An estimated 120 million deaths each year and attributable to indirect environmental impacts. $^{2)}$ World health data$^8$ $^{3)}$ How biodiversity loss impacts ecosystems and what we can do to help, DGB Group, October 26, 2023 $^{4)}$ Why life or environment is durable$^5)$ The Shift Project, April 2023 $^{5)}$ Health systems in transition, France, Or Z. Gandré C., Institut de la Recherche en Ecologie et Environnement, The Shift Project, April 2023 $^{6)}$ Transition ecological. To sequestre pharmacological interventions against biodiversity, this study also employs on plaque a usage unique* learner – lives entangled in mudmanagement, July 2023 $^{7)}$ The Scopes 3 target emissions from 2015 Protocol Category (Purchased Goods and Services), Category 1 (Biodiversity fuel and nutrient of our facilities in France). The Servier Research and Development Institute in Paris-Saclay earned this label in 2024.
SERVIER IN ACTION
42% Greenhouse gas emission reduction objective for scapes 1 and 2 (compared with 2021-2022). For scope 3, the reduction objective has been set at 25%$^{8)}$.
100% of new brand-name medicines to be developed in accordance with an ecodesign approach by 2030.
Protecting biodiversity
— As a member of the Act4nature alliance, Servier adheres to the 10 shared commitments set out by the initiative and has also made additional pledges to cut the impact of its medicines and operations on biodiversity. The aim is to obtain the Biodiversity Plan for every unit of our facilities in France. The Servier Research and Development Institute in Paris-Saclay earned this label in 2024.
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Tianjin:a key site for Servier in Asia
- Each year in China, our Tianjin industrial facility produces 14 billion units of seven medicines in oncology and cardiometabolism for the Chinese and South Korean market.
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ALL ABOUT SER VIER
With over 22,000 employees and medicines distributed in nearly 140 countries we are the world's largest pharmaceutical group in hypertension and the fifth largest in cardiology. We aim to become renowned for targeted innovation in oncology.
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Presence throughout the world
Production sites Research centers Clinical development centers
North and South America hub (Boston)
3 hubs (North and South America, Europe, Asia-Pacific) and 15 clinical development centers
6 research centers
14 production sites
In 2024, Servier celebrated its 70th anniversary! 70 years of passion, innovation and engagement. A human story we celebrated throughout the world.
PANAMA
FRANCE — Surval
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Our medicines treat patients in nearly 140 countries
Europe hub (Paris)
Asia-Pacific hub (Beijing)
AUSTRALIA
CROATIA
KAZAKHSTAN
70 YEARS SERVIER KAZAKHSTAN
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Research – We pursue a focused, open and agile strategy built on scientific innovation that concentrates on major unmet medical needs.
Cutting-edge patient-oriented R&D
Our strategy; targeted R&D to maximize our therapeutic impact to help patients How can we remain at the cutting-edge of therapeutic innovation when we are up against agility-start-ups and the considerable resources of Big Pharma? To tackle this challenge facing mid-size pharmaceutical companies, we took two key decisions with respect to R&D.
1 Focus on the four therapeutic areas that represent areas of excellence for our Group: oncology, neurology, immuno-inflammation and cardiometabolic and venous diseases. This focus allows us to present specific mutations, including certain digestive brain and blood disorders. This approach enables us to offer solutions where few companies are investing. We aim to develop therapies that will change the lives of patients, either by improving the quality of life of people living with chronic conditions with Single PIL Combination$^{11}$ (adherence to treatment), or by meeting previously unmet needs.
Our agile, pragmatic, patient-oriented scientific strategy To implement our R&D strategy, we harness four drivers.
1 Patient focus At Servir, this means working with and for patients, their representations and patient organizations, right from the exploratory research phase as well as throughout the preclinical and clinical phases to speed up research, development and marketing of treatments that truly meet patient needs. Integrating patients' point of view is essential as it guides us through the medicine's use phase, enabling us to adapt it to real-life experience.
2 Mission medicaires This is all about developing the right medicine for the right patient from the outset by using biomarkers to identify those most likely to respond positively to the treatment (patient selection). In oncology, our R&D focuses on targeted therapies (to treat an alteration in the cancerous cell) and immuno-oncology (to stimulate the immune cell) and immuno-oncology (to stimulate the immune cell) and immuno-oncology (to stimulate the immune cell)
3 Tech platforms Our Group has chosen to concentrate on a certain number of therapeutically promising tech platforms in order to fully exploit their potential (email molecules, monoclonal antibodies and their derivatives).
4 The "One Innovation Engine" approach This approach serves as a catalyst for innovation. It makes it possible to take advantage of innovative opportunities in-house or beyond the Group and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages cross-functionality, open innovation and encourages 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A unique model to facilitate R&D
As Servier is governed by a foundation, the Group may reinvest a considerable proportion of its revenue back into R&D, as such nearly 20% of revenue is allocated to research and development, almost 70% of which goes on an oncology. This mode of governance means we can effectively concentrate in a sustainable way, on discovering and delivering innovative solutions for patients.
Servier leading change in targeted therapies
Associating companion diagnostic tests with targeted therapies opens the door to a more personalized approach to medicine in many therapeutic areas. Establishing the most appropriate medicine/test combination is an essential part of the process to develop targeted therapies in oncology in order to provide the most effective treatments to patients once they have been diagnosed, these tests serve to identify an alteration, and therefore the sub-populations of patients likely to respond positively to treatment. Servier strongly believes that a personalized approach to medicine significantly improves both the treatment as well as patients' quality of life throughout the process, which is why the Group has joined forces with several partners around the world to develop these cutting-edge technologies alongside the clinical development of targeted therapies.
Centralizing data to optimize the R&D process
To guarantee the efficacy of our therapeutic projects and digitize our R&D process, we rely on data that are FAIM (Finable, Accessible, Interoperable, Reusable), which we centralize in a single location so as to ensure they are exploited in the same way by all our tools – both in-house tools (Federates, Score, Holistic Rims) and partner solutions (Atla, Owkin, Google Cloud). The Federates platform was developed to facilitate an easy-to-use collaborative workspace to share and exploit data. The Score program seeks to improve efficiency in clinical development to serve patients. Finally, the Holistic Rims program applies a unified system to digitize the process of managing marketing authorization applications.
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Activity – We harness our expertise and know-how to provide patients and heath care professionals with medicines that fall within our therapeutic areas while also pursuing an ambitious research and development program.
Pipeline and therapeutic areas
Our brand-name medicines
Cardiometabolism • Atoruduo* • Carvivalan* • Corylli* • Coverram* • Coverysi* • Dafton* • Diamicron*
• Lipocomb® • Nattrik* • Nattraxan* • Pretarax* • Procorolan* • Triplaxan* • Triveram*
• Vastarel® • Vicoram® • Vicorix®
Oncology • Aspartas* • Lansuruf* • Muphoran* • Oncospar* • Onivyde* • Pixuvri* • Tibsovo* • Voranigo(10)
Neuroscience • Arcalion* • Stabian* • Trivistal* • Valdxan*
Medical relief • Emotton®
Our pipeline At Servier, we invest nearly 20% of our revenue from brand-name medicines back into research and development, which enables us to maintain a pipeline of innovative projects targeting conditions where there is an as-yet unmet significant medical need. Our pipeline reflects our desire to prioritize the quality and potential of our R&D initiatives. Over 40% of these projects are likely to become first-in-class medicines, which use a new and unique mechanism of action. In December 2024, our pipeline comprised 58 projects, 35 of which in clinical development and 23 research projects.
Data at December 2024 35 projects in clinical development, including 12 NMEs(1) 23 research projects
Oncology Solid tumors and hematologic malignancies 16 projects in clinical development 14 research projects
Cardiometabolism Heart failure, Hypertension, Type 2 diabetes, Venous diseases 14 SPCs(1) and new formulations
Neurology Neurological diseases 2 projects in clinical development 7 research projects
Immuno-inflammation Autoimmune diseases 3 projects in clinical development 2 research projects
Ii Warmoga* was approved in the US in August 2024, as well as in projects involved in the Ortis project (Switzerland, Canada, Israel, Australia) and the United Arab Emirates. II New Measured Entity III Single PRI Combination
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Therapeutic areas We focus our research efforts on indications with significant medical need. Listening to patients enables us to design suitable therapeutic solutions for them in each of our four therapeutic areas.
Oncology Given the increasing prevalence of cancer throughout the world (80% rise in cases in people under the age of 50 since 1990 and an estimated 68% rise for people up to the age of 85 by 2040) we have identified oncology as one of our priorities for development. We allocate nearly 70% of our R&D budget to this area, with programs that concentrate on targeted therapies. We are an innovative player in treating rare cancers, especially certain digestive, brain and blood cancers.
Cardiometabolism and venous diseases Cardiovascular diseases and related complications represent the leading cause of death throughout the world, responsible for claiming the lives of 17.7 million people, or 3% of all deaths. We maintain our leading position in cardiometabolism by taking a strategic and innovative approach to managing the life cycle of our medicines. Our expertise in incremental innovation enables us to make significant progress, especially in treatments that combine several active ingredients in a single pill. To help patients adhere to their treatment, we also develop innovative digital services to better support them.
Neurology We are already looking ahead, positioning ourselves in neurology, and more specifically in neuromuscular and rare movement disorders and refractory epilepsy. In 2021, more than 3 billion people around the world – over a third of the global population – were living with a neurological disorder, making these conditions the world's biggest cause of illness and invalidity.
Immuno-inflammation Autoimmune diseases affect between 5 to 8% of the world's population. They provoke an abnormal immune system response that attacks the patient's own healthy tissues or organs. Our R&D efforts seek to develop treatments that target these diseases with a strong therapeutic need.
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Independence — Being governed by a non-profit foundation, the Fondation Internationale de Recherche Servier (FIRS), enables us to take a long-term, patient-oriented vision. In practice, we prioritize innovation over the long term, reinvesting 100% of our profits into growing the company.
Our governance model
Servier has decided to remain independent by choosing to be governed by a non-profit foundation, the Fondation Internationale de Recherche Servier (FIRS). As such, we are free to make our own choices. We can focus entirely on fulfilling our vocation as a Group committed to therapeutic progress to serve patient needs above all else.
Executive Committee (at 01/01/2025)
1 2 3 4 5 6 7 8 9 10 11 12
Members of the Executive Committee
7 Olivier Laureau President of Servier
8 Claude Bortrand Executive Vice President Research & Development, Chief Scientific Officer
2 Damien Catoir Executive Vice President General Counsel and Corporate Secretary
3 Virginie Dominguz Executive Vice President Digital, Data and Information Systems
11 Hani Friedman Bougainim Executive Vice President Manufacturing, Quality and Supply Chain
12 Philippe Gonnard Executive Vice President Global Product Strategy
14 David K. Lee Executive Vice President United States
15 Pascal Lemaire Executive Vice President Finance
18 Charlotte Marmousez-Tartar Executive Vice President Corporate Strategy & Transformation
18 Stéphane Mascarau Executive Vice President World Operations
16 Arnault Lalouette Executive Vice President Global Medical & Patient Affairs
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An independent Group with a long-term vision
GOVERNANCE Fondation Internationale de Recherche Servier (FIRS) (Netherlands) Board of the Foundation*: — President — Vice Presidents Supervisory Board
OPERATIONAL GROUP Servier SAS Holding (France) Executive Committee*: — President — Vice Presidents 100% All operating subsidiaries worldwide
CAPITAL Non-profit organizations (France) Their members are companies in the Group. 52% Companies whose capital is held as treasury stock 100% Legal scheme allowing a company to hold its own capital.
The decision-making power lies with a non-profit managerial foundation without capital that:
Board of the Foundation: • Puts forward the strategy to the Supervisory Board. Supervisory Board: • Ensures the Group's independence and longevity. • Approves the strategy. • Appoints the President of FIRS and the Group.
The President and Vice Presidents manage operations and implement the strategy.
No individual holds any stake in the Group's capital. The capital is held by: • Non-profit organizations that focus on furthering research and medical knowledge. • The Group itself (treasury stock).
- The people who sit on the Board of the Foundation also make up the Group Executive Committee.
Supervisory Board 6 Matthias Staehelin President of the Supervisory Board 8 Steven Baert 9 Kapil Dhinkra 10 Bernard Le Pazron 12 Catherine Mozzacco 14 Joan-Christoph Tollier 16 Dorothea Wenzel 17 Christian Wyss
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Ethics — Everything we do is framed by the need to uphold compliance with laws and ethical standards. We pledge to prevent, detect and correct any breach through our ambitious compliance program.
Ethics and compliance at the heart of the Group
The need for ethical conduct in all circumstances and strict compliance with laws and regulations form the basis for all Group operations. It enables us to foster a positive working environment built on trust for all employees, carry out our operations in the most transparent manner possible and with the utmost integrity, and enhance our reputation in the industry for serving patients. By carrying out our professional duties in an exemplary manner, we strive to guarantee the success of our efforts to help patients.
Servier has established a set of ethical principles to which all Group employees around the world must adhere. They center around a fundamental rule of zero tolerance toward all forms of corruption. The program pursues three priorities:
- Prevent Code of Conduct, training, third-party assessment
First pillar: the Code of Conduct. Translated into 23 languages and available on service.com, the Code of Conduct defines the behavior deemed acceptable by the Group. It applies to all employees and anyone working for or on behalf of Servier.
Second pillar: mandatory training for all employees, in particular with modules outlining an introduction to compliance, conflicts of interest, the whistleblowing system, interactions with patients and patient organizations, appropriate conduct on social media, appropriate response regarding gifts and invitations.
Third pillar: assessment of third parties acting in the name of and on behalf of Servier on a dedicated platform, as well as identifying those with a high risk of integrity breaches.
- Detect Whistleblowing
Servier has set up a central, Group-wide whistleblowing platform, available in 19 languages and open to both employees and people outside the Group. The information reported is dealt with by an independent body set up for this purpose—the Ethics Office. It is made up of representatives from different departments (audit, HR legal compliance, risk and internal control) to ensure it remains impartial.
Internal control
Moreover, internal control now considers corruption risks in its accounting checks and closely monitors operations and involvement with third parties (health care professionals, patients, health care organizations and patient organizations). This monitoring takes place on a quarterly or half year basis.
- Correct
When breaches are identified, corrective measures must be put in place, alongside potential sanctions for employees who do not comply with the ethical principles set out by the Group.
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100 Over 100 compliance points of contact throughout the world
1 central whistleblowing platform deployed throughout the Group
1 mandatory training course on compliance for all newly recruited employees
6 online compliance courses deployed throughout the Group
23 languages in which the Code of Conduct is available
Steering through special committees At the Group's headquarters, a team coordinates the deployment of the compliance program and supports operational staff in their work. This team is supported by a network of over 100 compliance points of contact throughout the world, as well as Regional Compliance & Privacy Officers. Special committees are also involved in implementing the Group's ethical principles. The Ethics Office manages the whistleblowing system, while the Grants & Donations Committee considers whether the donations and grants made by the Group comply with legal and regulatory requirements. Locally, each subsidiary has set up its own Compliance Steering Committee to uphold integrity and ensure its operations comply with legal, regulatory and ethical standards.
Moreover, Servier has begun the digitization of its compliance processes using its Global Compliance & Transparency Solution (GCTS). Already implemented at the Group's headquarters, the system will be deployed in around 40 subsidiaries and regions by 2027 to: • Ensure the traceability of interactions with health care professionals and organizations, scientific exports, patients and non-profit organizations. • Simplify the process to monitor and check compliance obligations are being upheld. • Facilitate the publication of transfers of value and links of interest.
$^1$ Servier employees, service providers and interns
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GROUP RESOURCES
Financial resources • Reinvesting all profits in Group development • Nearly 20% of revenue from brand-name medicines invested in R&D each year to benefit patients
Intellectual capital • Nearly 7,000 valid patents (at February 2024), almost 70% of which oncology • From 2023 to 2024: 7 PCT$^1$ filings and 14 priority filings • 3 most innovative pharmaceutical company in oncology in France$^{2}$
R&D resources • 6 R&D centers • 3 hubs (North and South America, Europe, Asia-Pacific) and 15 clinical development centers • 58 R&D projects in the pipeline (December 2024)
Industrial resources • 14 production sites including: – 2 chemical production facilities – 8 pharmacological production facilities for brand-name medicines – 4 production facilities for generic medicines
Human resources • Over 22,000 employees (at September 30, 2024), of which 22% based in France • Gender balance in the Group: 72% women 43% men (2024) • 48% of managers in the Servier Group are women
Environmental capital • 50% of our industrial facilities are certified ISO 50001 or ISO 14000: – Bollobar and Gidy (France) – Arklow (Ireland) – Angharm (Poland) – Toledo (Spain) – Carro (Egypt) – Saphyton (Russia) – Tanjin (China) • One third of sites are also certified ISO 45000: – Arklow (Ireland) – Toledo (Spain) – Carro (Egypt) – Saphyton (Russia)
EXTERNAL RESOURCES • Number of projects ongoing with patient organizations: 250 (September 2024) • Over 60 active scientific partnerships and collaborations
Our model for value
An independent Group with a long-term vision enabled by its governance modelled by a non-profit foundation, the Fondation Internationale de Recherche Servier.
Vocation Committed to therapeutic progress to serve patient needs
Therapeutic areas • Oncology • Cardiometabolism and venous diseases • Neurology • Immuno-inflammation
INNOVATE
The Patient Cooperation Treaty (PCT)$^1$ facilitates the procedure to obtain patient protection internationally. Patients and innovation against cancer: Evidence from patient and company data$^2$ European Patent Office, February 2024 rep.org.
creation
Our vision Founded to serve health, our Group aspires to make a meaningful social impact for patients and for a sustainable world
2030 Ambition • Be an innovative and patient-driven business with a rich pipeline • Be a resilient, growing and highly profitable company balanced on its therapeutic areas • Be a business that creates a measurable positive social impact • Be an attractive company, for which its employees are proud and passionate to work
VALUE CREATION AND DISTRIBUTION
Financial • 2023-2024 Group revenue: €5.9bn • 2023-2024 EBITDA: C13.2bn (22.2% of revenue)
Scientific and therapeutic • 29 brand-name medicines • A wide range of generic medicines distributed in France, Brazil and Eastern Europe • Nearly 140 countries where Group medicines are distributed • 13 billion boxes of medicines distributed throughout the world • Nearly 96% of the volume of active ingredients used in the Groups brand-name medicines are produced by Servi in France • Ranked 3rd by oncology patient organizations$^{11}$ • Ranked top in three categories: "Transparency on Latest" "Beyond the Pill" and "R&D" • 10th best company ranked by patient organizations that work with Servi$^{16}$ (up 3 places on 2022) • Ranked top in 12 out of 14 categories compiled by US-based patient organizations that know Servi
Social • Servi was ranked 2nd in the Happy Trainees World ranking for the third consecutive year, also ranked 1st in France • 1st French company to receive the 2024 Gallup Exceptional Workplace Award • 22 of the Group's subsidiaries
certified Great Place to Work in 2023 Silver Brandon Hall Award (Best Corporate Learning University category) for the Servi & U corporate university Deployment of D&I training for 100% of managers 7% employee engagement within the Group$^{(14)}$ (up 1 point on last year)
Environmental • 5% reduction in greenhouse gas emissions (across scopes I and II) compared with 2022-2023 • 19% renewable energy in the Group's global energy mix (up 11 points on 2022-2023) • 5 times fully powered by renewable energy • Integration of coexistence principles for packaging by 2025
Corporate solidarity initiatives • 22 non-profit organizations received financial donations through the Meccat Servi Charity Fund in 2023-2024 • Nearly 3,000 hours of self-based sponsorship completed in 2023-2024 by Group employees • Nearly €55,000 collected from employees in France rounding down their salary and Meccat Servi matching their donations • 31 countries in which Meccat Servi is active • Mobilization of Meccat Servi in response to emergencies in particular in Morocco, Brazil and Ukraine
$^{11}$ 2023 Ranking of pharmacological companies by reputation following the PatientView survey of patient organizations throughout the world. $^{14}$ Annual engagement survey conducted with the independent Gallup institute - 2023 results
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Outlook – The major trends defining our current era must be taken into consideration and anticipated, both with respect to the challenges they throw up for our operations, and the opportunities they may bring.
Key trends for our business
Trend Challenges facing the market Opportunities for Servier
Complexity of the market • Heightened competition and a race for innovation due to the increased number and variety of players in the market (biotechs, start-ups, health techs.) • Rising cost of innovation, especially in oncology, which requires ever-more varied and cutting-edge expertise • Increased pressure on prices in many countries and sometimes difficult access to market • Capacity to adjust our strategy due to being an independent mid-size pharma company • Development of strategic partnerships through open innovation • Construction of more effective and tailored therapeutic solutions through the convergence of different areas of expertise available on the market
Geopolitical instability • Stock shortages and supply chain tensions • Market volatility • Risks caused by conflicts affecting employees and infrastructure • Increasing complexity of supply chains and associated costs • Diversification and relocalization of certain operations (production facilities, suppliers, raw materials, logistics.) • Development of skills in economic intelligence and deployment of a risk management culture
Climate change • Deterioration and disruption to logistical engineering and impact on the production line • Risk to reputation in the event of inaction • Lack of certain raw materials • Deterioration of infrastructure caused by extreme climate conditions • Deterioration of working conditions and impact on employee health • Adaptation of supply chains toward more resilient and sustainable models • Differentiation on the market with a more environmentally friendly range of therapeutic solutions • Integration of the notion of circularity in dealing with our emissions and waste in our innovations through the circular economy and value creation for regions
Aging population • Constant need to innovate • Insufficient production capacity to meet rapidly expanding global demand • Distribution and logistics risks to satisfy global demand • Increasing prevalence of counterfeit medicines • Incremental innovation to respond to the challenges of low adherence to treatment among patients with chronic conditions • Search for innovative distribution methods, strategic partnerships to optimize logistics operations to achieve effective global distribution • Differentiation in the market as a reliable supplier by striving to combat counterfeit medicine
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Trend Challenges facing the market Opportunities for Servier
Digital transformation • Competitive disadvantage in the event of falling behind in technology • Arrival of new disruptive tech players in health care (GAMAM)⁽¹⁾ • Ability to invest at the right level to collect, process and safeguard data • Lack of talent with technical skills in AI for the pharmaceutical industry • Cybersecurity
• Acceleration of therapeutic innovation by harnessing artificial intelligence and data analysis at every stage of the R&D process to better understand diseases and how they develop in patients • Improvements in operational efficiency through digital technology • Development of new skills and vectors for resilience
Heightened expectations of society and stricter regulation in the pharmaceutical industry • Cost of adaptation to new regulations • Consideration of the problem of equity of access to care • Lack of trust in the pharmaceutical industry • ESG criteria increasingly considered with respect to market access • Risk to reputation and trust in the event societal expectations are not met • Legal risks in the event of non-compliance (criminal responsibility, administrative and civil responsibility of the company and/or its executives, financial penalties, suspension of administrative authorizations.)
• Innovation and creativity in the development of therapeutic solutions • Heightened trust between authorities and health care professionals helping to reduce disparities in health • Greater resilience for the company and opportunity to innovate for social good
Changing expectations toward work • Difficulty to attract and retain talent and failure to meet emerging expectations in a highly competitive labor market • Lack of qualified talent, which could affect the company's growth • Employee health due to the sedentary nature of work and psychosocial risks
• Innovation in recruitment practices and HR management (hybrid work, digitization of work.) • Valuing of the pharmaceutical industry, which by its very nature carries meaning • Valuing the independence brought by being governed by a Foundation
© Google, Apple, Meta, Amazon, Microsoft 2023-2024 INTEGRATED ANNUAL REPORT SERVIER
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Ambition – Global therapeutic needs are immense. We strive to play our part in satisfying them in our therapeutic areas (oncology, cardiometabolism and venous diseases, neurology and immuno-inflammation).
Servier 2030: laying the foundations for future success
Our Servier 2030 strategy engages the entire Group. The past year has shown the goals we have set are achievable, we may even exceed them. Servier 2030 is structured around four pillars.
By 2030, Servier aims to be:
An innovative and patient-driven business with a rich pipeline.
A resilient, growing and highly profitable company balanced on three pillars.
A business that creates a measurable positive social impact.
An attractive company, for which its employees are proud and passionate to work.
Be an innovative and patient-driven business with a rich pipeline
At Servier, we put patients at the heart of our innovation strategy. In oncology in particular, we are an innovative player in treating rare cancers, such as certain digestive, brain and blood cancers. In cardiometabolism and venous diseases, we pursue incremental innovation and develop Single Pill Combinations, which make it easier for patients prescribed multiple medications to follow their treatment plan and thereby improve adherence. Our efforts also center around developing digital solutions that also help patients stick to their treatment. Furthermore, we aim to develop a third therapeutic area, in addition to oncology and cardiovascular,
metabolism and venous diseases – neurology, an area in which needs are on the rise.
This strategy is applied through our One Innovation Engine approach, which involves seeking out and taking advantage of the most promising technological and scientific opportunities, both within the Group and beyond, to further our therapeutic objectives and ultimately benefit patients.
The Group thereby aims to: • Develop a clinical proof of concept every two years, demonstrating the therapeutic potential of a candidate drug in humans (progressing from phase 1 to phase 2 of clinical development).
• Obtain new authorization to market an oncology treatment each year (initial product approval, new indication or therapeutic line). In this area, several authorizations have been granted in brain cancer and pancreatic cancer in particular. • Launch a Single Pill Combination each year in cardiometabolic and venous diseases from 2026. We presented the findings of a study into a single pill combination containing our molecules to treat hypertension at the 2024 European Society of Cardiology Congress.
Be a resilient, growing and highly profitable company
With an increased annual revenue objective for 2030, Servier continues to pursue an ambitious growth strategy, it is in oncology in the US in particular, that we expect to achieve the most rapid growth, driven by an acceleration in therapeutic innovation. We aim to generate revenue of C4 billion in oncology and neurology by 2030. This ambition is achievable in light of our current performance. Indeed, having notched up C143 billion in oncology revenue for 2023-2024, we are already outperforming our initial objective of C1 billion for 2024-2025.
In cardiometabolism and venous diseases, we aim to consolidate our position (5th globally in cardiology and 1st in hypertension outside the US and Japan) by developing Single Pill Combinations and our Beyond the Pill approach (see Adherence to treatment – when every pill matters, p. 18-21). This strategy goes hand in hand with maintaining vast geographical coverage that integrates emerging countries.
This orientation should enable us to achieve global revenue of C10 billion by 2030, split as follows: • C8 billion in annual revenue from brand-name medicines; • C4 billion in cardiometabolism and venous disease; • C4 billion in oncology and neurology; • C2 billion in annual revenue from generic medicines.
These figures, which include an EBITDA target of at least 30% of revenue, reflect our confidence in its ability to effectively implement our strategy. We believe strong financial results demonstrate our resilience, as they enable us to revive our profits back into research and development, thereby guaranteeing our long-term independence. We are on the right track as our EBITDA target of C13 billion set for 2025 has already been exceeded by C31 billion, having registered C14 billion (24.3% of revenue) in 2023-2024.
Be a positive force in society, creating a measurable impact
As a pharmaceutical group, the importance we give to patient health is key. The health of our employees, the communities around us and the planet is just as important. Corporate social responsibility is included in Servier’s by-laws, lastingly binding all entities throughout the Group. We live up to our pledge by launching a major CSR project every three years. The first such project, initiated in 2023, focused on pediatric cancers. It seeks to increase the survival rate of children with cancer globally, in accordance with the goals set out by the World Health Organization. We aim to make a significant impact through this project by 2027.
As we strongly believe that in the absence of a healthy environment, there can be no true health, we also strive to protect the planet by reducing our carbon footprint, preserving biodiversity and integrating ecodesign into our medicines (see A healthy environment, fundamental to human health, p. 22-23).
Be an attractive company, for which its employees are proud and passionate to work
We put employees at the heart of everything we do. To ensure Servier 2030 is a success, we strive to foster a working environment that promotes engagement, improves retention and attracts talent. Our pulse engagement survey conducted in May 2024 with the Gallup institute found that 67% of employees felt engaged, up point on the previous year. The overall engagement score came out at 4.33/5 (compared with 4.32 in 2023) with a 98% participation rate. This result reflects the vitality of our collective effort to bolster the ties between our teams and boost wellbeing at work.
Moreover, we were honored to receive the Gallup Exceptional Workplace Award in 2024, thereby becoming the first company in France to receive such a distinction. Such recognition represents an endorsement of our commitment to our employees and corporate culture, where the level of engagement among our teams is 1 times greater than the global average, reflecting how our corporate culture centers around well-being and collective involvement.
QIVA, Analytics Liaison, World 75 countries - MAF 202-24
Listening – The key to success lies in our ability to meet the expectations of our stakeholders and effectively collaborate with them.
Meeting the expectations of our stakeholders
Employees • Preserve their physical and mental wellbeing • Boost employability and develop skills through training • Promote healthy and safe working conditions • Guarantee a fair working environment (non-discrimination, diversity, equity and inclusion), especially through a fair remuneration policy • Encourage effective work/life balance • Encourage dialogue with employee representative bodies
Patients, patient organizations and patient defense groups • Supply safe, high-quality medicines (traceability, pharmacovigilance, anti-counterfeit) • Provide reliable, full, corroborated and up-to-date information • Ensure fair access to health care and effective supply of medicines • Invest in R&D, especially in areas with as-yet unmet medical needs • Dialogue with patients, patient organizations and patient defense groups and involve them in the entire medicine life cycle and development process • Take a responsible approach to marketing our medicines • Encourage prevention, early screening for diseases and adherence to treatment • Promote access to easy-to-understand medical information • Protect patient data
Health care professionals • Supply safe, high-quality medicines (traceability, pharmacovigilance, anti-counterfeit) • Provide reliable, full, corroborated and up-to-date information • Take a responsible approach to marketing our medicines • Apply the most stringent ethical standards in our professional relations • Provide factual and reliable medical information • Guarantee transparency in clinical trials
Communities • Reduce the environmental impact of our operations • Manage our social and economic impact (for example job creation, supporting the local and inclusive economy, and employee training) • Support non-profit and general interest organizations through philanthropic projects and sponsorship
Investors, financial and non-financial ratings agencies • Communicate regarding financial and non-financial indicators • Identify and manage risks
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“At Servier, we seek to foster collaborative relationships with public, private and non-profit health care bodies.”
Public authorities and governments • Raise awareness regarding health-related issues • Comply with laws and regulations • Ensure fair access to health care and effective supply of medicines • Encourage transparent tax contributions in the Group’s operating countries
Partners, suppliers and service providers • Maintain commercial relations built on ethics and integrity • Comply with laws and regulations • Assume shared responsibility with respect to socio-environmental matters • Promote sustainable procurement and a responsible purchasing policy • Encourage collective innovation through collaboration and knowledge sharing
R&D partners (academia, laboratories, biotechs, start-ups.) • Encourage collective innovation through collaboration as well as knowledge and resource sharing • Maintain mutually beneficial relations
Media • Provide up-to-date and exact information • Respond rapidly to requests for information • Maintain relations built on ethics and integrity
Nicolas Garnier/Chief Patient Officer, Servier
Why do you include patients at all stages of the medicine's life cycle? N.G.: We specifically aim to ramp up the speed with which we develop treatments that significantly improve patient quality of life. We will do this by bolstering research expertise in which we are currently lacking, or directly leveraging patient knowledge, which is essential if we are to understand their expectations. At Servier, we strongly believe the best way to achieve great progress in orientation oriented to meet patient needs is through collaboration and constant dialogue between those involved in health care in the public, private, and non-profit sectors. We seek to foster collaborative relationships. By sharing experience right at an early stage in the project, we are able to take better decisions in order to ensure the project succeeds.
What makes Servier a partner of choice for its stakeholders? N.G.: An obvious part of the answer lies in our unique governance model through a foundation, which allows us to take a long-term vision free from shareholder pressure. It guarantees stability for our partners and enables us to build effective, lasting relationships. Moreover, we take a people-oriented approach to our partnerships, and focus on creating mutually beneficial situations. We strongly believe that it is through constant dialogue and listening to one another that we create the right conditions for innovation.
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Sustainable – Corporate social responsibility (CSR) permeates every area of our corporate strategy and guides the way we operate. It is at the heart of our Servier 2030 ambition.
Making a meaningful social impact for patients and for a sustainable world
sustainability lies at the heart of our Servier 2030 corporate strategy. We aim to make a significant impact in society to benefit patients and bring about a more sustainable world. That is why we aim to further global public health by reducing health inequality throughout the world and enabling a greater number of patients to access quality health care.
In our offices and at our production facilities, we strive to foster a safe and inclusive working environment that protects the physical and mental health of our employees so everyone may find fulfilment and reach their full potential.
Aware of the interdependence between human health and the health of our planet, we endeavor to reduce the environmental impact of our operations and medicines, including our greenhouse gas emissions.
In order to assess the impact of our actions, CSR objectives are integrated into our collective and individual performance system.
An ambitious CSR strategy
PATIENTS We work for and with patients, day in, day out
We are committed to therapeutic progress to serve patient needs. Our unique status as a pharmaceutical Group governed by four-dation enables us to reinvest all our profits back into the Group, taking a long-term, patient-oriented vision. We strongly believe that working with patients at all stages of the medicine's life cycle leads to better care and solutions to support them throughout their journey. Our teams pursue several initiatives to work with patients and patient organizations on real-world issues people face, from diagnosis through to properly following treatment.
Serviere launched the ACT for Children (Access to cancer treatment) initiative to reduce disparities in successfully treating pediatric cancers between high-income and low- and middle-income countries (UMICs). In collaboration with key players in the pediatric oncology community, this long-term initiative seeks to improve access to high-quality medicine for children with cancer, while also promoting the finest clinical treatments, comprehensive patient support and the development of a sustainable framework to treat pediatric cancers in UMICs.
2030 Ambition Help achieve the World Health Organization target to increase the survival rate of children with cancer globally to at least 60% by 2030
Mécénat Servier develops the Group’s charitable initiatives to improve health, education, culture and community spirit. Its primary focus is to support general interest groups over the medium and long term by allocating financial and human resources. Since it was set up in 2018, the Mécénat Servier endowment fund has supported over 60 initiatives around the world.
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EMPLOYEES Health, safety, wellbeing and inclusion
Protecting the physical and mental health, as well as the safety of employees is of the utmost importance at Servi. The SAFE program (Safety Always For Everyone, Everywhen, Every time) was designed to boost the safety culture and thereby reduce the total number of accidents. The aim is to work toward achieving zero accidents. Consequently, across the majority of our production and R&D facilities, the site manager works with the teams to carry out a quarterly Hygiene, Safety and Environment (HSE) performance review to identify areas for improvement. In-house HSE audit campaigns are also conducted at industrial facilities.
2030 Ambition 4% reduction in the frequency rate of workplace accidents with last time compared with 2021-2022
PARTNERS AND COMMUNITIES We strive to grow responsibly
At Servi, collaboration and mutual respect for economic and ethical commitments are central to our relationships with suppliers and partners. We exercise constant vigilance regarding the way we work, in particular by ensuring our suppliers comply with sustainable development principles and respect human rights, health and safety, the environment and the principles set out in our Ethics Charter and Code of Conduct. The EcoVadis platform
PLANET By protecting the health of the environment, we inevitably protect human health
As part of our climate commitment, we strengthened our targets to reduce greenhouse gas emissions to align them with the Paris Agreement. The new trajectory will be submitted to the SBT²¹, the body setting the benchmark in terms of corporate action on climate.
2030 Ambition • 42% reduction in greenhouse gas emissions across scopes I and II and 25% reduction in scope 3 emissions compared with 2022-2023²² We also take action to support biodiversity. By joining Act4Nature International in 2021, we signed up to ten commitments and in addition have made our pledges set out in our CSR strategy. • 100% of our facilities in France to scan the BiodiverCity 'Life or equivalent We strive to take account of environmental considerations all throughout the medicine life cycle while maintaining consistently high standards regarding efficacy and therapeutic safety. • 100% of new brand-name medicines to be developed in accordance with an ownership agreement. Five of our facilities are fully powered by renewable energies, and eight are certified ISO 14001 and/or ISO 50001. The proportion of renewable electricity in our energy mix grew by 9 points in 2022-2023 to reach 19%.
Operating across locations all throughout the world. Servi is a Group made up of people from all backgrounds, profiles and career paths. The diversity of our people reflects the diversity of the patients we serve. We maintain that each individual is unique and deserves respect, no matter how different they may seem.
To combat all forms of discrimination while promoting diversity and developing an increasingly inclusive workplace. As such in 2023-2024, we launched a diversity, equity and inclusion training program, with the aim of training 600 managers in France. The course will ultimately be extended across the entire group.
2030 Ambition Gender equality at least 40% of senior management positions to be occupied by women¹⁰
enables us to assess suppliers according to financial, ethical, social and environmental criteria.
2030 Ambition In 2023-2024, 93% of our 100 most important suppliers and 50% of our 1000 most important suppliers have been assessed on the EcoVadis platform. Our ambition for 2024-2025 is to reach 95% for the top 100 and 70% of the top 1000
¹⁰ Senior management includes those sitting on the Executive Committee, and their direct reports (excluding administrators), representing a group of 81 people. ¹¹ SBTI (Science Based Targets Initiative) is an initiative that helps companies to reduce their greenhouse gas emissions in accordance with the targets set out in the Paris Agreement. ¹² TheScope 3 target includes emissions from GHG Protocol Category (Purchased Goods and Services). Category 3 (energy-related emissions not included in scope 1 or 2), Category 4 (Upstream Freight) and Category 6 (Business Travel).
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Paris-Saclay: an innovation hub for Servier’s R&D activities – In the heart of the Paris-Saclay scientific excellence hub, our R&D institute optimizes our ambition to pursue research that is increasingly agile, collaborative and patient focused. This unique ecosystem accelerates the development of innovative therapeutic solutions and enhances the reputation of French research.
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OUR RES ULTS
The combination of our financial and non-financial performance reflects the solidity of our model and commitment to CSR. In 2023-2024, we achieved a number of key milestones, demonstrating we are on the right track to fulfil our Servier 2030 strategic objectives.
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Growth – Our 2023–2024 financial results are in line with our 2025 trajectory and our ambitions for 2030.
Financial results
The sustained growth in sales volume reflects our drive to make our medicines available to an ever-increasing number of patients throughout the world. Furthermore, the considerable expansion in oncology sales and the progress in therapeutic innovation over 2023-2024 confirm the Group's focus in this area. The majority of the targets the Group had set for 2025 will be reached or even exceeded, such as the €1 billion target for oncology revenue, or €1.3 billion in EBITDA Today, the Group is on track to achieve its 2030 ambitions. In addition, our independence, underpinned by being governed by a non-profit foundation, enables us to finance growth as we are free to reinvest our profits to develop our business.
Group revenue and performance
10.8%
In 2023-2024, the Servier Group's consolidated revenue rose 10.8% on the previous year to reach €5,902 million. This underlines the Group's growth trajectory and its ability to provide a constantly expanding range of medicines to patients.
Our performance was driven in particular by the considerable year-on-year growth in sales volumes of our brand-name and generic medicines throughout the world. These figures were boosted by a solid performance in oncology in the United States and of Dation®, which remains the Group's best-selling medicine. Over the past four years, Group revenue has risen on average by 9.9%.
Group revenue (Cbn) and EBITDA (Cbn and % of Group revenue)
Consolidated revenue EBITDA
2020-2021 4.441 0.896 i.e. 15.7%
2021-2022 4.876 0.918 i.e. 18.8%
2022-2023 5.327 10.22 i.e. 19.2%
2023-2024 5.902 1312 i.e. 22.2%
2029-2030 objective 10.0 3.0 i.e. 30%
In 2023-2024, EBITDA® totaled C1,313 billion, representing a ratio to revenue of 22.2%, compared with 10.2% in 2022-2023. These figures were boosted by the significant rise in medicine sales over the year, especially in oncology, combined with solid cost control throughout the Group. The Group has thereby exceeded its 2024-2025 target of reaching EBITDA of 21.7% and remains confident in its ability to achieve its ambition of 30% by 2030.
® EBITDA used as an operational performance indicator that is defined as current operating income minus decreases such as asset sales and other non-recurring costs (EBITDA: Earnings before interest taxes, depreciation, and amortization).
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Renowned expertise in cardiometabolism and venous diseases, as well as an effective oncology strategy
Sales of medicines in cardiometabolism and venous diseases account for 49% of consolidated revenue in 2023-2024, compared with 53% in 2022-2023. The 3.7% growth in sales was driven by the performance of Dafion*, which remains the Group's best-selling medicine.
In accordance with the Group's strategy, oncology accounts for an increasing share of consolidated revenue, now representing 24% and generating €1,430 billion in 2023-2024, compared with 20% in 2022-2023. This performance was bolstered by sales increasing 33.0% on the previous year.
Breakdown of Group revenue by activity (€m and annual average growth)
International footprint
The proportion of revenue generated within the European Union represented 43% of consolidated growth, rising 10.2% year on year. The US subsidiary remains the Group's leading entity in terms of sales of brand-name medicines, bringing in €879 million, up 38.4% on the €635 million recorded in 2022-2023. This market accounts for 15% of Group revenue, and growth in this area validates the Group's strategy in the United States and oncology in particular.
Breakdown of Group revenue by geographic region
43% European Union 7% Africa and the Middle East 15% Asia and Oceania 8% Canada and South America 12% Others Europe 15% United States
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Sustainability – Measuring its social, societal and environmental impact enables the Group to measure its non-financial performance, which is essential to uphold its CSR commitments.
Non-financial results
Environment and energy mix
Direct scope 1 GHG emissions (in metric tons of CO₂ equivalent) 79,432 71,457 69,904 2021- 2022 2022- 2023 2023- 2024
Indirect scope 2 GHG emissions⁰ (in metric tons of CO₂ equivalent) 39,754 36,432 33,048 2021- 2022 2022- 2023 2023- 2024
Reduction in scope 1 and 2 GHG emissions compared with 2022-2023 107,889 102,893 -9% -5% 2022- 2023 2023- 2024
Energy consumption in MWh² 492,129 423,722 446,774 2021- 2022 2022- 2023 2023- 2024
Proportion of renewable electricity in the energy mix 7% 8% 19% 2021- 2022 2022- 2023 2023- 2024
Number of sites fully powered by renewable energy 4 4 5 2021- 2022 2022- 2023 2023- 2024
Water Water consumption in m³ 1,277,734 1,129,165 1,279,053 2021- 2022 2022- 2023 2023- 2024
Health and safety Lost Time Injury Rate² 2.55 2.15 2.77 2021- 2022 2022- 2023 2023- 2024
The renewable portion of scope 2 increased this year compared with 2022-2023. In order to continuously improve the quality of data published, we fine-tune our methodology each year, which can lead to variations in our activities. This enables us to adjust our strategy to match our targets. The frequency rate of workplace accidents with lost time refers to the number of accidents with lost times of more than one day for every million hours worked.
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Waste Proportion of waste recycled 40% 32% 32% 2021- 2022 2022- 2023 2023- 2024 Waste produced in metric tons 76,812 80,765 74,782 2021- 2022 2022- 2023 2023- 2024
Equity and inclusion Percentage of senior management positions held by women in the Group 26% 29% 35% 2025 objective 40% 2021- 2022 2022- 2023 2023- 2024 Percentage of management positions held by women in the Group 48% 48% 49% 2021- 2022 2022- 2023 2023- 2024
Engagement Overall engagement score(⁴) among Servier Group employees 4.23/5 4.32/5 4.33/5 2025 objective 4.44/5 2021- 2022 2022- 2023 2023- 2024 Number of community engagements by Servier Group employees 1,884 across all sponsorship initiatives
Human resources Percentage of people employed on permanent contracts 96% Workforce turnover(⁶) 12.78
Annual engagement survey conducted with the independent Gallup Institute - 2024 results. The workforce turnover rate corresponds to the ratio between the number of people employed on permanent contracts leaving the Group (whose contracts were terminated by any mutual aid) and the number of people hired on permanent contracts over the year, divided by two and the average total workforce, to get the monthly workforce consolidated over the financial year, divided by 12, and then multiplied by 100.
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Notes servier.com
Servier – January 2025 Headquarters: 50 rue Carnot – 92284 Suresnes Cedex France Tel: +33 (0) 55 72 60 00
Design and production: Pelham Media/Studio I Éclaireur Photo credits: Dan Sandoval, Eric Pothier; Franck Juery, Julien Lutt, Come Sittler, Servier photo library, obj/clandoulfr, Bigstock, Getty Printing: This report was printed using ink made with organic solvents.
PEFC 10-32-2019
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