SDG
INDUSTRY
MATRIX

Healthcare & Life Sciences
New Sustainable Development Goals to make our world more:
Prosperous • Inclusive • Sustainable • Resilient

Produced jointly by:andNEW GLOBAL GOALSFOR SUSTAINABLE
DEVELOPMENT

In September 2015, 193 member
States of the United Nations met in
New York to adopt 17 new Sustainable
Development Goals (‘SDGs’) to makeour world more prosperous, inclusive,
sustainable and resilient.

GLOBAL GOALS2015 - 2030
The SDGs are an ambitious plan of action
for people, planet and prosperity. They are
universal, applying to all nations and people,
seeking to tackle inequality and leave nobody
behind. They are wide ranging including ending
poverty and hunger, ensuring sustainableconsumption and production, and promoting
peaceful and inclusive societies.

SDG 12 focuses on production andconsumption and includes a specific target
on “adopting sustainable business practices
and reporting”;
SDG 17 includes two targets on multistakeholder partnerships to ensure thisattracts sufficient focus.

To protect our
ecosystems forall societies andour children.

To end poverty
and fight
inequality.

SUSTAINABLE
DEVELOPMENT
GOALS

To catalyze
global solidarity
for sustainable
development.

PA
RTN
ERSHIPTo promote safeand peacefulsocieties, andstrong institutions.

To growa strong,
inclusive, andtransformative
economy.

E

PEO

To ensure healthy
lives, knowledge,
and the inclusionof women andchildren.

ERITY
OSP
PR

Each and every SDG provides an opportunity
for business and two are worth highlighting as
cross-cutting themes:

E
PL

ET
PLAN

The agreement on a new sustainable
development agenda expresses a consensus
by all governments that the SDGs can only
be achieved with involvement of the private
sector working alongside Governments,
Parliaments, the UN system and otherinternational institutions, local authorities,
civil society, the scientific and academic
community – and all people. Hence,
Governments in the Post-2015 declaration“…call on all businesses to apply theircreativity and innovation to solving
sustainable development challenges”.

DIGN
ITY

C
TI
S
JU

NO
POVERTYZERO
HUNGERGOOD HEALTH
AND WELL-BEINGQUALITYEDUCATIONGENDEREQUALITY

CLEAN WATER
AND SANITATIONAFFORDABLE AND
CLEAN ENERGYDECENT WORK AND
ECONOMIC GROWTH

INDUSTRY, INNOVATION
AND INFRASTRUCTURE

REDUCEDINEQUALITIESSUSTAINABLE CITIESAND COMMUNITIESRESPONSIBLE
CONSUMPTION
AND PRODUCTION

CLIMATEACTIONLIFE
BELOW WATER

LIFE
ON LANDPEACE, JUSTICEAND STRONG
INSTITUTIONSPARTNERSHIPSFOR THE GOALS

Developed in collaboration with
For queries on usage, contact: dpicampaigns@un.org| TheGlobalGoals@trollback.com | +1.212.529.1010

CONTENTS
SDG INDUSTRY MATRIX.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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HEALTHCARE AND LIFE SCIENCES INDUSTRY HIGHLIGHTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Opportunities for shared value. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

8Multi-stakeholder partnerships and collaborations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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SDG INDUSTRY MATRIX FOR HEALTHCARE AND LIFE SCIENCES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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SDG 1

End poverty in all its forms everywhere. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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SDG 2

End hunger, achieve food security and improved nutrition and promote sustainable agriculture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

16

SDG 3

Ensure healthy lives and promote well-being for all at all ages.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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SDG 4

Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

23

SDG 5

Achieve gender equality and empower all women and girls. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

26

SDG 6

Ensure availability and sustainable management of water and sanitation for all.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

28

SDG 7

Ensure access to affordable, reliable, sustainable and modern energy for all. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

25

SDG 8

Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all. . . . . . . . . . .

28

SDG 9

Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

30

SDG 10

Reduce inequality within and among countries.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

32

SDG 11Make cities and human settlements inclusive, safe, resilient and sustainable. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

34

SDG 12

Ensure sustainable consumption and production patterns.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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SDG 13

Take urgent action to combat climate change and its impacts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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SDG 14Conserve and sustainably use the oceans, seas and marine resources for sustainable development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

40

SDG 15

 rotect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat
Pdesertification, and halt and reverse land degradation and halt biodiversity loss. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

47

 romote peaceful and inclusive societies for sustainable development, provide access to justice for all and buildP
effective, accountable and inclusive institutions at all levels. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

48

Strengthen the means of implementation and revitalize the global partnership for sustainable development. . . . . . . . . . . . . . . . . . . . . . . . .

51

KEY CONTRIBUTORS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

53

SDG 16
SDG 17

SDG INDUSTRY MATRIX – HEALTHCARE AND LIFE SCIENCES | 4

SDG INDUSTRY MATRIXABPURPOSEOPPORTUNITYThe SDG Industry Matrix
aims to inspire and inform
greater private sector
action to drive inclusive,
sustainable prosperity.

Through the lens of “sharedvalue” the private sector canidentify opportunity
in addressing socialand environmental
challenges.

Improving the skills, opportunities,
well-being and hence productivity of
employees, contractors and suppliers;
Increasing investment in renewableenergy and other infrastructure projects.
Several trends are making theseopportunities more compelling:
Demographics: The population indeveloping regions is projected toincrease from 5.9 billion in 2013 to 8.2
billion in 2050 whilst the population ofdeveloped regions will remain around
1.3 billion people;
Income growth: Between 2010 and
2020, the world’s bottom 40% will
nearly double their spending powerfrom US$3 trillion to US$5.8 trillion;

Recognising that the opportunities vary by industry, the Matrix provides
industry specific ideas for action and industry specific practical examples
for each relevant SDG. It profiles opportunities which companies expect tocreate value for shareholders as well as for society.
The SDG Industry Matrix has been jointly conceived and led by the United
Nations Global Compact and KPMG International Cooperative (‘KPMG’)
to convert the interest stimulated by the Sustainable Development Goals
into strategic industry activities which grow in scale and impact. This could
be through sparking new innovative approaches, prompting companies toreplicate successful activities in new markets, catalysing new collaborations
and increasing participation in existing collaborations.

In the context of the SDGs, “sharedvalue” represents the coming together ofmarket potential, societal demands andpolicy action to create a more sustainable
and inclusive path to economic growth,prosperity, and well-being1. The SDGs
provide an opportunity for companies tocreate value for both their business andsociety through:Developing products, services,
technologies and distribution channels
to reach low-income consumers;
Investing in supply chains which are
ethical, inclusive, resource-efficientand resilient;Technology: Rapid innovation iscatalysing improved market analysis,knowledge sharing, product andservice design, renewable energy
sources, distribution models andoperational efficiencies. Technology isalso lowering market entry costs for
non-traditional actors and start-ups with
innovative ‘disruptive’ business models;
Collaborations: Governments,
businesses, international financial
institutions, the United Nations, civilsociety and academia are developing
new ways of working with each otherin pursuit of compatible objectives.

1. ‘Unlocking the Power of Partnership: A Framework for Effective Cross-Sector Collaboration’, KPMG International
SDG INDUSTRY MATRIX – HEALTHCARE AND LIFE SCIENCES | 5

SDG INDUSTRY MATRIX (CONTINUED)CDMETHODOLOGYSYNERGIESThe SDG Industry Matrix has
been compiled througha participatory
three step process:The SDG Industry Matrix
draws on the commitmentthat companies have alreadyexpressed to the UN Global
Compact’s ten principles.

1.

KPMG and the United Nations Global Compact drew on their respective industry
insights to populate a preliminary draft with examples and ideas for action;

2.

The United Nations Global Compact circulated the draft to its network of private
sector participants, business associations and UN agencies requesting them tosubmit further examples and ideas for action;

3. 

KPMG and the United Nations Global Compact co-convened a multi-stakeholder
working roundtable (one per industry, each in a different continent) to agree the final
SDG Industry Matrix content, including the most significant opportunities to profilein the ‘Industry Focus Highlights’ section.

The SDG Industry Matrix builds on the recognition that all companies,
regardless of their size, sector or geographic footprint, have a responsibility
to comply with all relevant legislation, uphold internationally recognizedminimum standards and to respect universal human rights. The UN
Global Compact website includes key tools and resources which can help
companies meet their minimum responsibilities and guide them to takesupportive actions beyond these minimum responsibilities to advance socialand environmental goals.
The SDG Industry Matrix is also complemented by the SDG Compass(produced by the Global Reporting Initiative, the United Nations Global
Compact and the World Business Council for Sustainable Development),
which guides companies on defining strategic priorities, setting goals,
assessing impacts and reporting.

Opportunities for Action which are applicable to all industries are in italics
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HEALTHCARE AND
LIFE SCIENCES
INDUSTRY FOCUS
HIGHLIGHTSThis page profiles some of the mostsignificant opportunities, principlesbased initiatives and collaborations
for the Healthcare and Life Sciencesindustry. The supporting Matrix
provides further examples and ideas(it is not intended to be an exhaustive list).

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HEALTHCARE AND LIFE SCIENCESOPPORTUNITIES FOR SHARED VALUE

Opportunities for shared value
The biggest opportunities
for the Healthcare andLife Sciences industry
to create shared value– i.e. where we see thecoming together ofmarket potential, societal
demands and policy action– are grouped around thefollowing themes:

PREVENTIVE HEALTHCAREUNIVERSAL HEALTH COVERAGE

Collaborate with Governments, the UN, civil society, health insurers,
technology providers and other stakeholders to improve population
health and well-being through increased preventive action:

Collaborate with Governments and health insurers to achieve
universal access to free or affordable healthcare including people on
low incomes in low, middle and high income countries:

Improve communities’ health and nutrition knowledge, attitudes
and practices (including improved diets and regular exercise)Contribute to health systems strengthening (including ehealth) in
low and middle income countries by sharing expertise and goodpractice

Develop innovative micronutrient supplements and foodfortification solutions to reduce vitamin and mineral deficiencies
Promote breast-feeding of infants in line with WHO Guidelines
Increase coverage of routine childhood immunisation
programmes including completion of required doses and boosters
Increase the proportion of people attending regular health checks
Continue improving early diagnostic techniques
Use technology and healthcare models which empower thepatient to make good choices about their care
Contribute to enhanced human and animal disease surveillance torapidly contain epidemics
Continue providing Governments with compelling evidence on
the human and economic costs of smoking, excessive alcohol
consumption, high sugar diets, lack of exercise and other lifestyle
health risk factors, to inform public policies, regulation andtaxation

Develop methods of reaching marginalised populations withhealthcare including people in rural areas and fragile states,
people with disabilities and the elderly
Adopt low price, high volume pricing models to expand accessto vaccines, diagnostic tests, pharmaceuticals, supplements andfamily planning in low and middle income countries
Develop low-cost medical devices for low income countries
which are easy to operate and maintain
Develop affordable preventive, diagnostic and curative healthcare
solutions for neglected tropical diseases and other healthchallenges in low and middle income countries
Collaborate with health insurance companies to provide
affordable healthcare to people on low incomes

Develop improved solutions to protect animals from infectious
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HEALTHCARE AND LIFE SCIENCESOPPORTUNITIES FOR SHARED VALUE

Opportunities for shared value(CONTINUED)RESILIENT HEALTHCARE
Develop healthcare systems which are resilient to shocks andchanges arising from climate change, environmental stress,
population growth, fragility, antimicrobial resistance, and increasing
morbidity from ageing populations and unhealthy lifestyles:

Multi-stakeholder
partnerships andcollaborations will become
increasingly importantin realising these sharedvalue opportunities. Thereis critical momentum ofactivity and the opportunity
for shared value has neverbeen greater.

Invest in healthcare solutions to mitigate the impacts of achanging climate which include: changing patterns of vectorborne, food-borne and water-borne diseases; increased air
pollution; undernutrition; and heat-related mortality, exhaustionand stroke
Help build resilient health systems able to anticipate, respondto, cope with, recover from and adapt to climate-related shocks
and stresses including increased morbidity arising from natural
disasters (heatwaves, floods, droughts and storms), conflict andforced migration
In conjunction with Governments and the World HealthOrganization, integrate meteorological data and new technologies
into disease surveillance and early warning systems

ENVIRONMENTALLYSUSTAINABLE HEALTHCARE
Invest in resource efficient buildings, production processes, logistics
and services which reduce the environmental footprint of healthcare
products and services:
Invest in telehealth and telecare to reduce patient travel andimprove quality of care
Increase proportion of energy from renewable sources andincrease energy efficiency in hospitals, healthcare centers,
production plants and across the logistics value chain
Replace cold chain hydrofluorocarbons (HFCs) and derivative
chemical refrigerants with natural refrigerants
Design medical devices with lower power consumption andimproved end of product lifecycle recycling

Collaborate with Governments and other healthcare providers
to develop a rigorous strategy to address growing anti-microbial
resistance

Develop and implement improved processes to reduce, reuse
and recycle water, raw materials, non-renewable minerals,
energy, other inputs, by-products, hazardous waste, nonhazardous waste and packaging

Share evidence with Governments on the health value ofconserving biodiversity

Build environmentally sensitive hospitals, primary healthcare
centres and production plants

Invest in STEM education (Science, Technology, Engineering,
Maths) and medical training to secure the requisite future talentpipeline
Extend access to family planning, maternal and neonatal
healthcare (which will in time reduce birth rates)
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HEALTHCARE AND LIFE SCIENCES
MULTI-STAKEHOLDER PARTNERSHIPS
AND COLLABORATIONS

Multi-stakeholder partnerships
and collaborations
The SDG Industry Matrix
includes several examples
of collaborations which
advance sustainable
development. Of these,some of the largest global
collaborations for Healthcare
and Life Sciences include
the following (note this is far
from being an exhaustivelist):GLOBAL FUND TO FIGHT AIDS,
TUBERCULOSIS AND MALARIAThe Global Fund partnership mobilizes and invests
nearly US$4 billion a year to support programs run
by local experts in countries and communities mostin need. It recognizes that the only way to end AIDS,TB and malaria as epidemics is by working with
Governments, civil society, communities affected by
the diseases, technical partners, the private sector,
faith-based organizations and other funders.

TB DRUG ACCELERATORPARTNERSHIP
This partnership aims to accelerate the discovery
and development of novel compounds against
tuberculosis. The partnership was formed in 2012by AbbVie, AstraZeneca, Bayer, Eli Lilly, Eisai,
GlaxoSmithKline, MSD and Sanofi, four research
institutions, and the Bill & Melinda Gates Foundation.
The partners collaborate on early-stage research,
sharing sections of their compound libraries and data,
towards the long-term goal of creating a TB drug
regime that cures patients in only one month, rather
than the six months currently needed for treatment.

INTERNATIONAL FEDERATION
OF PHARMACEUTICALMANUFACTURERS & ASSOCIATIONSIFPMA has formed partnerships across its members,
Governments and non-government organizations in
support of sustainable development. Its global
health program focuses on access to healthcare,non-communicable diseases, HIV/AIDS, mental
and neurological disorders, influenza, vaccines,
counterfeit drugs, viral hepatitis and Ebola.

GLOBAL ALLIANCE FOR
TUBERCULOSIS DRUG DEVELOPMENT
TB Alliance’s goal is to reduce the global burden
of TB through the development and availability ofdramatically improved treatments. TB must be treatedwith multiple drugs. Achieving maximum impact on theepidemic requires a short, simple, and affordable regime
comprised of all newly formulated drugs, circumventing
the challenges posted by resistance to some of theantibiotics available today.

PARTNERSHIP FOR MATERNAL,
NEW-BORN AND CHILD HEALTHThis Partnership joins the reproductive, maternal,
new-born and child health communities into analliance of more than 720 member organizations,
across seven constituencies: academic, researchand teaching institutions; donors and foundations;health-care professionals associations; multilateralorganizations; non-governmental organizations;partner countries; and the private sector. It enables
partners to share strategies, align objectives andresources, and agree on interventions to achieve more
together than they would be able to individually.

ROLL BACK MALARIA PARTNERSHIPThe RBM Partnership is the global platform forcoordinated action against malaria. It mobilizes foraction and resources and forges consensus among
partners. The Partnership is comprised of more than
500 partners, including malaria endemic countries,
their bilateral and multilateral development partners,
the private sector, non-governmental and communitybased organizations, foundations, and research
institutions.

GLOBAL ALLIANCE FOR VACCINESAND IMMUNIZATION
Created in 2000, GAVI is a global vaccine alliancebringing together public and private sectors withthe shared goal of creating equal access to new andunderused vaccines for children living in the world’s
poorest countries.

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Multi-stakeholder partnerships
and collaborations (CONTINUED)
GLOBAL HEALTH WORKFORCEALLIANCE

ALLIANCE FOR HEALTH POLICY ANDSYSTEM RESEARCHThis Alliance was created in 2006 as a common
platform for action to address the lack of skilled healthworkers in lower income countries. The Alliance isa partnership of national Governments, civil society,international agencies, healthcare providers, financeinstitutions, researchers, educators and professional
associations dedicated to identifying, implementing
and advocating for solutions. Since its inception, theAlliance has acted as a global convener, mobilizing
worldwide attention to the human resources forhealth crisis and generating political will and action
for positive change.

AHPSR is an international collaboration amongst
research institutions, Governments and the private
sector, hosted by the World Health Organization. Since
its inception in 1999, the Alliance’s goal has been to
promote the generation and use of health policy andsystems research as a means to improve the healthsystems of low- and middle-income countries.

BSR HEALTHCARE WORKING GROUP
Established in 1999, the BSR Healthcare Working
Group serves as a forum for companies to discuss
corporate social responsibility issues faced by thehealthcare sector. They have launched the Guiding
Principles on Access to Healthcare, an industry-wide
framework for reducing the global burden of disease
and improving global health outcomes, which havebeen signed by the CEOs of 13 major healthcarecompanies with global leadership in pharmaceuticals,
vaccines, diagnostics, and other medical technology.

UNITAID DRUG PURCHASE FACILITYUNITAID is engaged in finding new ways to prevent,treat and diagnose HIV/AIDS, tuberculosis and malaria
more quickly, more cheaply and more effectively. It
takes game-changing ideas and turns them into
practical solutions that can help accelerate the end of
the three diseases. Established in 2006 by Brazil, Chile,
France, Norway and the United Kingdom to provide aninnovative approach to global health, UNITAID plays
an important part in the global effort to defeat HIV/
AIDS, tuberculosis and malaria, by facilitating andspeeding up the availability of improved health tools,
including medicines and diagnostics through working
in partnership with private sector health providers andpharmaceutical companies.

PEPFARThe U.S. President’s Emergency Plan for AIDS Relief(PEPFAR) is the U.S. Government initiative to help savethe lives of those suffering from HIV/AIDS around theworld. This historic commitment is the largest by any
nation to combat a single disease internationally, and
PEPFAR investments also help alleviate suffering fromother diseases across the global health spectrum.
Within PEPFAR, partners from the private sector
work together to promote new, sustainable models
of delivering care and drugs to the most vulnerable
suffering from HIV/AIDS.

THE WORLD HEALTH PROFESSIONSALLIANCE
WHPA brings together the global organizations
representing the world’s dentists, nurses, pharmacists,
physical therapists and physicians and speaks formore than 26 million health care professionals in morethan 130 countries. WHPA works to improve global
health and the quality of patient care and facilitatescollaboration among the health professions andmajor stakeholders.

GLOBAL HEALTH INNOVATIVETECHNOLOGY FUND
The GHIT Fund is the world’s first product development
fund for global health R&D. It is built on the strengthof contributions from partners in the public, private,
and civil sectors. The GHIT Fund has been launched
as a platform to empower a win-win-win relationshipamong these sectors, while harnessing them in a lasting
way to address key global health challenges. They
facilitate international partnerships that bring Japaneseinnovation, investment, and leadership to the global
fight against infectious diseases and poverty in thedeveloping world.

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AND COLLABORATIONS

Multi-stakeholder partnerships
and collaborations (CONTINUED)
GUIDING PRINCIPLES ON ACCESS TOHEALTHCARE
These industry-wide principles and approaches
recognize the importance of access to healthcare
in five core areas: collaboration, research anddevelopment, expanding availability of healthcare
services, developing health systems resources andrespecting human rights. The principles have beensigned by the CEOs of major healthcare companies
with global leadership in pharmaceuticals, vaccines,
diagnostics, and other medical technology.

BE HEALTHY, BE MOBILE INITIATIVESCALING UP NUTRITION MOVEMENTThe International Telecommunication Union (ITU) has
signed a ground-breaking partnership agreement withinternational healthcare company Bupa, to collaborate
on a global ‘m-Health’ initiative called ‘Be Healthy,
Be Mobile’. Bupa and ITU will join forces to provide
multidisciplinary expertise, health information andmobile technology to fight chronic non-communicablediseases, including diabetes, cancer, cardiovascularand chronic respiratory diseases, in low- and middleincome countries. The program is led by ITU and theWorld Health Organization (WHO).

Founded on the principle that all people have a rightto food and good nutrition, the SUN Movement unites
governments, civil society, the UN, donors, businesses
and researchers in a collective effort to improve
nutrition. Within the Movement, national leaders areprioritizing efforts to address malnutrition. Countries
are putting the right policies in place, collaboratingwith partners to implement programs with sharednutrition goals, and mobilizing resources to effectively
scale up nutrition, with a core focus on empowering
women.

CITIES CHANGING DIABETESINITIATIVE
Cities Changing Diabetes is a public-private partnershipthat advocates for urgent action against urban diabetes
on a global scale. The aim is to map its extent, sharesolutions and tackle the growing challenge of diabetes
in the world’s largest urban centers through partneringwith businesses, city leaders and planners, healthcare
professionals, academics, and community leaders totransform urban centers into healthier places to live,
work and play – and bring down the risk of urban
diabetes.

SUN BUSINESS NETWORKThis network mobilizes and intensifies efforts fromthe business community in support of the SUN
Movement. In 2015, the SBN supported 11 countries
to build national business networks and as a result of
growing its outreach, 29 additional countries requested
further support in order to grow the role of business inscaling up nutrition. By 2015 the SUN Movement had
expanded its Business Network to include 99 companies
intensifying efforts to leverage their business to tackle
malnutrition. Many companies also stepped up theircommitment by signing the Zero Hunger Challenge led
by UN FAO in 2014.

GLOBAL ALLIANCE FOR IMPROVEDNUTRITION
GAIN is an international organization that was
launched at the UN in 2002 to tackle the humansuffering caused by malnutrition. The organizationacts as a catalyst – building alliances between
governments, business and civil society – to findand deliver solutions to the complex problem ofmalnutrition. The Alliance focuses its efforts onchildren, girls, and women because they understandthat helping them have sustainable, nutritious diets is
crucial to ending the cycle of malnutrition and poverty.

EVERY WOMAN, EVERY CHILD
Launched by UN Secretary-General Ban Ki-moon
during the United Nations Millennium Development
Goals Summit in September 2010, Every Woman Every
Child aimed to save the lives of 16 million womenand children by 2015. The UN Secretary-General iscalling for new and refreshed commitments to theEvery Woman Every Child ‘Global Strategy for
Women’s, Children’s and Adolescents’
Health’ to support the implementation of the SDGs.
It is an unprecedented global effort that mobilizes
and intensifies international and national action by
Governments, multilaterals, the private sector and civilsociety to address the major health challenges facing
women and children around the world.

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SDG INDUSTRY MATRIXFOR HEALTHCARE
AND LIFE SCIENCES
The following pages outline
opportunities – under each of the
17 SDGs – for companies to create
value for their business whilst creating
a more sustainable and inclusive pathto economic growth, prosperity, andwell-being. It also profiles practicalcompany examples submitted throughthe consultation process.

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SDG INDUSTRY MATRIX – SDG 1

SDG 1
End poverty in all its forms everywhereNO
POVERTYOPPORTUNITIES FOR ACTION• Adopt tiered pricing structures to sell products and services to low income and least developed countries at reduced prices.
• Develop affordable preventive, diagnostic and curative healthcare solutions for neglected tropical diseases and other
health challenges in low and middle income countries.
• Collaborate with insurers, Governments and private healthcare providers to support the expansion of health microinsurance in
low and middle income countries.
• Commission independent assessments of the social, economic and environmental impacts of the company’s products andservices (for example, using the KPMG True Value methodology which quantifies them in financial terms).
• Build the resilience of suppliers, retailers and ministries of health in low and middle income countries to reduce their
exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters.
• Share expertise on the causal and other correlated links between poverty, health seeking behavior, malnutrition, morbidity andmortality to inform public policies, strategies and investment.
LEADING BY EXAMPLE• GSK has developed a tiered pricing model through which
it sells products at prices that take into account economic
factors in each country. The company asks countries to
pay a fair price based on their wealth determined by Gross
National Income per capita, thereby enabling broad accessto GSK products globally. The company also caps pricesof patented medicines and vaccines in Least Developed
Countries at 25% of prices charged in developed countries.
• Pfizer, Inc. RxPathways® helps eligible patients in the
U.S., Puerto Rico and U.S. Virgin Islands get access to Pfizer
medicines by offering a range of support services including
insurance counselling, co-pay help, and Pfizer medicines forfree or at a discount. In 2015, in response to the ongoingchallenges patients face in paying out-of-pocket costs fortheir prescription medicines, Pfizer doubled the income
eligibility level. With this change, more than 40 brands are
now offered for free through the program to eligible patientsearning up to four times the Federal Poverty Level adjusted
for family size. While patient assistance is not a permanent
solution, the company hopes that this change will help
bridge the gap for patients in need. Over the last 5 years,
Pfizer RxPathways® has helped nearly 2.5 million patients toaccess more than 30 million Pfizer prescriptions. Pfizer’s othersignature initiatives to increase access to medicines include
its International Trachoma Initiative and Diflucan Partnership
Program (which provides treatment for AIDS related fungal
infections in developing countries).

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SDG INDUSTRY MATRIX – SDG 1

NO
POVERTY• Fresenius Medical Care aims to develop innovative
products that are not only of the highest quality,
but are also affordable so that more caregivers
and patients can benefit from them. Based on its
experience in operating the company’s own dialysis
clinics, it does not consider these to be incompatible
aims. Between 2013 and 2015, Fresenius hasreorganized its research and development activities
towards a more global approach which enables thecompany to respond even better to the demand for
improved high-quality yet cost-efficient treatment
methods. In doing so, the company continues totake regional market conditions into account byoffering a differentiated product range in more than
120 countries. Its new R&D strategy is focused on
improving the company’s ability to deliver innovativecompetitive products on time and enhancing focus ondeveloping countries.

• Sanofi and PlaNet Finance (a not-for-profit
organization) have committed to the fight against
poverty and to providing access to healthcare
for disadvantaged populations, particularly in
Madagascar and Benin, through the creation of
supplemental healthcare coverage programs. In
Madagascar, most of the Malagasy population works
in the agricultural sector under difficult conditions.
Their low incomes make it difficult to pay for
healthcare. To promote access to quality healthcare
for Malagasy entrepreneurs, the Sanofi supported
ZINA project enabled a health micro-insurance
platform to be established in six Madagascar
regions. To date, ZINA has supported nearly 10,000
beneficiaries.

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SDG INDUSTRY MATRIX – SDG 2

SDG 2
End hunger, achieve food security and improved nutritionand promote sustainable agriculture
OPPORTUNITIES FOR ACTION• Increase sourcing of plant, crop and animal inputs from low and middle income countries for nutrition
and medical products and support women and men farmers to increase productivity.
• Collaborate with agribusinesses to develop techniques which preserve medicinal qualities and nutrientsof plants and crops throughout harvesting, processing, storage and freighting.
• Develop innovative micronutrient supplements and food fortification solutions to reduce vitamin andmineral deficiencies.
• Collaborate with Governments, civil society and the UN to promote breast-feeding of infants in line withWHO Guidelines.
• Collaborate with Governments, civil society and the UN to increase access to therapeutic milk andtherapeutic foods to treat severe acute malnutrition.
• Support local production of peanut based therapeutic foods for people with severe acute malnutrition by
developing improved techniques of eliminating aflatoxins, in collaboration with agribusinesses.
• Invest in alternatives to antibiotic growth promoters which are routinely used in animal feed in intensive
farming to destroy or inhibit bacteria.
• Develop improved solutions to protect animals from infectious disease, reduce the environmental impact of
livestock production, and enhance animal well-being.
• Share data and expertise with policymakers to inform public policies which reduce undernutrition, overnutrition and micronutrient deficiencies.
LEADING BY EXAMPLE• Abbott’s new production facility in Jhagadia willsource up to 80% of its ingredients locally in India
in order to meet the growing demand for milk in
India, whilst building the supply of high-quality milkneeded for Abbott’s growing nutrition business.
Working with local suppliers, Abbott is providing
tools, training and modern milk cooling facilities toincrease the production of high-quality milk, which

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SDG INDUSTRY MATRIX – SDG 2

will in turn raise rural farmer incomes. Because
women play a key role in dairy farming – yet often
have little decision-making power – the company isalso training women dairy farmers, improving theirtechnical and business skills. Abbott is pursuinga similar strategy around the world as demandfor dairy products and better nutrition rises withincomes and with growing urbanization.
• Royal DSM’s NutriRice uses innovative
hot extrusion technology with encapsulated
micronutrients to preserve the nutrients typicallylost during milling and food preparation. This is an
important innovation given that rice is the staple
food of more than half of the world’s population,
yet it contains few vitamins and minerals. NutriRice
uses rice flour as a raw material and kernels are
mixed with natural rice at a ratio of 0.5 - 2%.
NutriRice kernels look, taste and behave exactly likenormal rice. In a poor urban setting in Bangalore,
India, DSM collaborated with the St. John’s
Research Institute to conduct a trial to study theeffects of NutriRice on school children aged 6-12
years. After six months the children’s B-vitaminstatus had improved significantly and there was an
improvement in physical performance, particularly
physical endurance, among the children who
consumed NutriRice.

• Eli Lilly’s animal health division, Elanco, is working
to break the cycle of hunger in 100 communities
around the world by 2017. By 2015 Elanco had
already begun to “break the cycle” in more than
50 communities. Elanco has been developing thetools and technologies that protect animals from
infectious disease, reduce the environmental impactof livestock production, enhance animal well-being,
and eradicate food-borne illness. These, in turn,enable farmers and producers to provide greater
amounts of food safely and sustainably.
• Novo Nordisk AS’s main product offering isinsulin for which glucose is a major input. Glucose
relies heavily on agricultural land during thefarming of corn, which has a significant water
footprint. Using water data that measures the water
footprint of crops by country, Novo Nordisk usedan environmental profit and loss account to better
understand how the sourcing location and regional
water scarcity influenced risk in the productionof glucose. This allowed the company to identify
environmental hotspots in the supply chain, manage
risks and identify potential cost savings, while
reducing its impact on the environment.

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SDG INDUSTRY MATRIX – SDG 3

SDG 3
Ensure healthy lives and promote
well-being for all at all ages
OPPORTUNITIES FOR ACTION• Collaborate with Governments, the UN, civil society and technology providers to improve communities’
health, nutrition and family planning knowledge, attitudes and practices in order to reduce morbidity andmalnutrition.
• Share expertise with Governments, particularly in low income countries, to help them strengthen healthsystems including innovative technology and other solutions to support universal access.
• Collaborate with Governments and other healthcare providers to develop a rigorous strategy and plan toaddress growing anti-microbial resistance.
• Collaborate across the healthcare industry and with research organizations, Governments and otherstakeholders to develop innovative low cost preventive and curative treatments for communicable andnon-communicable diseases, considering variants in low and middle income countries and including treatment
for multi-drug resistant tuberculosis.
• Adopt low price, high volume pricing models to expand access to vaccines, diagnostic tests,
pharmaceuticals, supplements and family planning in low and middle income countries.
• Invest in the development of low-cost medical devices for low income countries, which are easy to operate
and maintain.

Photo: Alfredo Srur/World Bank

• Collaborate with Governments and other stakeholders to develop epidemic and pandemic risk reduction,
preparedness and response plans.
• Improve working conditions for employees across the value chain (including providing support forbreastfeeding mothers) and provide employees and their families with healthcare services and insurance.
• Improve safety and resilience of staff – and other people in the value chain where feasible – in locations withhigh disaster risk by developing robust disaster risk mitigation and preparedness plans (including emergency
first aid and rescue skills) and providing them with physical and psychosocial support after disasters.

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SDG INDUSTRY MATRIX – SDG 3

LEADING BY EXAMPLE• AstraZeneca has developed an access to
medicines program known as Healthy Heart Africa.
The number of deaths attributable to cardiovasculardisease in Africa grew more significantly thanany other condition from 2000 to 2012, and it iscurrently the third-leading killer in the region,
closely behind HIV/AIDS and respiratory infections.
Yet it is estimated that in some African countries
less than 10% of people with hypertension haveaccess to effective treatment. AstraZeneca
launched Healthy Heart Africa in Kenya in 2014 asa first step towards its goal of treating 10 million
people with hypertension in Africa over 10 years.
Working with local partners, AstraZeneca set aboutproviding training and establishing healthcare
centers for screening and treating patients. In 2016,
the company will also establish new partnerships
to continue to test approaches in Kenya and othercountries in the region. There will also be an
independent impact evaluation of the program toprovide further insight about how Healthy Heart
Africa can be expanded and scaled up to othercountries.
• GSK is applying an open innovation model to target
unmet medical needs and overcome significant
scientific challenges ranging from Alzheimer’s
to antibiotics. The company’s approach is basedon three principles: 1. Access to the company’s
compounds and data; 2. Greater flexibility on
intellectual property; and 3. Partnerships to shareexpertise, processes and infrastructure. GSK
has screened its entire library of over two million
compounds for signs of activity against malaria andtuberculosis, two of the world’s deadliest infectious

diseases, and the wider scientific community inorder to simulate research in these areas. External
researchers working alongside GSK scientists at its
Open Lab in Tres Cantos Spain have access to thecompany’s compound library, facilities and financial
support from the Tres Cantos Open Lab Foundation- an independent charity with £10 million in funding
from GSK. Projects at the Open Lab focus on
diseases of the developing world.
• In 2014, GSK announced a £25 million investment toestablish the world’s first Africa Non-Communicable
Disease (NCD) Open Lab. To address the specificvariations of NCDs in Africa, this innovative
research network will see GSK scientists
collaborate with researchers across Africa on highquality research from a hub at its research anddevelopment facility in Stevenage, UK. GSK, theMedical Research Councils of South Africa and the
UK Government have together pledged £5 million
to help South African researchers study NCDs aspart of this Open Lab initiative. As part of the firstcall for proposals in 2014, GSK committed a further£4 million to support successful proposals for NCD
research from Cameroon, Côte D’Ivoire, Ghana,
Kenya, Malawi, Nigeria, The Gambia and Uganda.
• ViiV Healthcare, a specialist HIV company
owned by GSK, Pfizer and Shionogi is contributing
to the global effort to tackle HIV/AIDs. In 2014,
the company was granted approval in the EU
for its innovative antiretroviral treatment - anintegrase inhibitor used in combination withother antiretroviral medicinal products for thetreatment of adults and adolescents living with

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HIV and secured approval in the USA and Europe
for a new single pill treatment. ViiV Healthcare
applies a uniform approach to all its medicineswith the goal of supporting people in 135 countries
affected by HIV. Royalty-free voluntary licenses
are offered in all low-income, least-developed andsub-Saharan African countries. In middle-income
countries a flexible pricing policy is applied thatfactors in GDP and the impact of the epidemic
on the country. Fourteen royalty-free license
agreements with generic manufacturing companies
enable international manufacturers to produce andmarket low-cost versions of all ViiV Healthcare’s
antiretrovirals to donor agency and public-sector
programs.
• The Innovative Pharmaceutical Industry
Association South Africa (IPASA) represents
25 leading pharmaceutical companies who are
dedicated to exploring, developing and bringing
innovative, quality medicines to the South African
market. This work includes the development ofinnovative drugs and vaccines, support for programsof research and development for diseases prevailingin developing countries, and research into pediatric
medicines.
• Johnson & Johnson launched Janssen Global
Public Health (GPH) in early 2014 to unify thecompany’s commitment to addressing some of theworld’s most critical health issues. For instance,
Janssen is partnering with Stop TB Partnership’s
Global Drug Facility and the U.S. Agency forInternational Development to better facilitate accessto its multi-drug resistant tuberculosis compound,
SIRTURO® (bedaquiline), for patients in more than
130 low and middle income countries, and tocollaborate for continued evaluation of multi-drugresistant TB treatment regimens with SIRTURO®.
In addition, Janssen GPH is collaborating with
Harvard Medical School to support research, policy
and advocacy to address pediatric and adult drugresistant TB treatment. To help treat and prevent
HIV in at-risk individuals, Janssen GPH expanded
its collaboration with the International Partnershipfor Microbicides to include worldwide development
and commercialization of dapivirine to prevent
sexual transmission of HIV in women, strengthened
country-level capacity, knowledge and action aroundthe needs of HIV treatment-experienced children
through the collaborative New Horizons Advancing
Pediatric HIV Care initiative, and reduced the costof its HIV medicine PREZISTA® (darunavir), including
pediatric formulations, by almost 20% for subSaharan Africa and least-developed countries.
• Karl Storz GmbH & Co. KG VisitOR1® is a uniquetelepresence/ telesurgical robotic device which canbe placed in any location within a clinical institution
and provide immediate and direct interactions
with experts across the globe. With the use of a
VisitOR1®, remote locations can access expert
advice whilst saving the resources of traveling long
distances. Hospitals can benefit by fully utilizing
experts throughout their network thus improving
outcomes. The device is unique in that it only
requires an internet connection to transmit live
images from interventions at a moment’s notice.
With this new system Karl Storz sees great chancesin the long run to decisively reduce travel of experts
or patients to access experts’ knowledge. Further,
this device presents a great opportunity for trainee
surgeons to be virtually accompanied and guided byexperts in other locations.

Antimicrobial resistance (AMR) threatens
future growth and prosperity, as well as health.
Without global action, the UK’s Review on
Antimicrobial Resistance, led by Lord Jim
O’Neill, estimates that an additional 10 million
people will die every year from drug-resistantinfections and the global economy will
experience a loss of USD100 trillion by 2050.
The impact from rising drug resistance will be
felt worldwide, hitting low-and middle-income
countries hardest.

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SDG INDUSTRY MATRIX – SDG 3• Eli Lilly launched the Eli Lilly Multidrug Resistant- Tuberculosis (MDR-TB) Partnership in 2003
which has become a US$170 million commitment
from 2003-2016. Through the Partnership, Eli Lilly
has worked with nearly 40 partners to elevate
Tuberculosis on the global stage; increaseawareness, prevention, diagnosis, and treatment
outcomes; ensure access to quality assured
medicines; and fund early drug discovery efforts.
Phase I and II accomplishments include Eli Lillytransferring manufacturing technology to sevencompanies to increase availability of MDR-TB
medicines and improve standards of care; launch of
the Eli Lilly TB Drug Discovery Initiative; provisionof US$20 million in funding for TB drug discovery;
strengthened capacity of more than 100,000
healthcare professionals to better recognize,
diagnose, and treat MDR-TB, and to provide careand support to people with MDR-TB and theirfamilies; distribution of guidelines and toolkits
to more than 45,000 hospitals and clinics; andeducation and establishment of partnerships withmore than 350 journalists to increase and improve
media coverage of TB and MDR-TB. During Phase
III the Partnership is targeting four of the highestburden MDR-TB countries: China, India, Russia andSouth Africa.
• Eli Lilly launched the Eli Lilly non-communicablediseases (NCD) Partnership in 2011 with acommitment of US$ 30 million over five years.
Through the partnership, Eli Lilly is collaboratingwith seven leading health organizations in Brazil,
India, Mexico, and South Africa—four countries
with high rates of diabetes, and NCDs in general.
Together the partners are leveraging their collective
expertise and capabilities to develop and evaluate
approaches that strengthen the early detection andtimely treatment of diabetes—with the goal ofsustainably improving patient and health systems
outcomes while possibly lowering costs. The
Partnership has no direct tie to Eli Lilly’s diabetes
products, although it aims to impact health system
capacity and patient outcomes, which may impact
demand for its products over time.
• Novartis International AG launched Novartis
Access in 2015, a portfolio of 15 medicines to treat
chronic diseases in low and lower middle income
countries. The portfolio addresses cardiovasculardiseases, diabetes, respiratory illnesses, and breast
cancer and it will be offered to Governments, nongovernmental organizations and other public-sector
healthcare providers for US$ 1 per treatment, permonth. The Novartis Access portfolio includes
patented and generic Novartis medicines. It is being
launched first in Kenya, Ethiopia and Vietnam. Overthe coming years, Novartis plans to roll out Novartis
Access to 30 countries, depending on demand. The
products included in the Novartis Access productportfolio have been selected primarily based on theWorld Health Organization’s Essential Medicines
List and are among the most commonly prescribed
medicines in these countries. Novartis expects thisnew approach to eventually reach a scale where
it will be profitable, making it sustainable over thelong term and enabling continuous support in thoseregions.
• Novo Nordisk AS’s Base of the Pyramid projectis a public private partnership to facilitate accessto diabetes care for the working poor in low andmiddle income countries, initiated in 2012. The
project is for people who have difficulties accessing
healthcare services but who have some disposable
income, are accessible and could contribute tofinancing their own treatment. The purpose is to createshared value by developing scalable, sustainable andprofitable solutions that increase access to diabetes
care while providing value to the business of Novo
Nordisk. This ‘bottom of the pyramid’ project works
to ensure increased awareness, early diagnosis,
quality care by trained healthcare professionals, stable
and affordable supply of insulin, and improved selfmanagement through patient education.
• In 2013, the Pfizer Foundation established a Health
Delivery and Social Innovation portfolio to help
catalyze and scale potential high impact innovations
that aim to improve health for underserved populations
in low and middle income countries. Investments andgrants are made with the goal of generating social
impact and growing sustainable organizations that
support health care delivery. An example of this is theStartHealth Program, an initiative by Unitus® Seed
Fund, in partnership with Pfizer Inc. and the Pfizer
Foundation, Narayana Health, Manipal hospitals
and PATH, targeted towards identifying, mentoringand investing in early stage health care technology
startups in India and Southeast Asia. The program

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SDG INDUSTRY MATRIX – SDG 3

identifies promising technologies and combines
philanthropic grant funding, for-profit seed investing
and technical assistance to accelerate the paceof development of health-tech startups and help
improve health care systems for patients at the baseof the pyramid.

manufacturing requires state of the art and wellcontrolled processes that Sanofi transferred througha collaborative approach to two local manufacturers
based in India. AllStar™ is indicated for patientsalready using products in Sanofi’s insulin portfolio as
well as those who are starting to take insulin for the
first time. Since it was launched in India, AllStar™
has been marketed in several additional emerging
countries including Bangladesh, South Africa,
Malaysia, Thailand and Egypt.

• Pfizer Inc.’s Global Health Fellow program places
Pfizer employees in individual, three- to six-monthassignments with international development
organizations to work together to bring about
meaningful and systematic improvements inhealth service delivery. Fellows transfer theirbiopharmaceutical and business expertise in waysthat promote access, quality and efficiency of healthcare. Fellows work hand-in-hand with communitybased partners to help improve health care systems
while gaining new perspectives on global healthchallenges and how the public and private sector
can work together to address them. To date, 340,000
hours of skills-based volunteering service have been
contributed, with a value of over US$50 million.
Assignments have included Pfizer Fellows working
with the International AIDS Vaccine Institute andlocal research centers in South Africa, Kenya andUganda to strengthen capacity to conduct andmonitor AIDS vaccine trials to meet international
standards and expand trial activities.

• In 2015, Sanofi joined Be He@lthy Be Mobile, aground-breaking initiative led by the International
Telecommunication Union (ITU) in collaboration
with the WHO, public private sector organizations,
Governments, the United Nations, industry andacademia, in the field of non-communicablediseases. Using mobile technology, the program
helps improve the prevention, treatment and careof non-communicable diseases in more than eightpriority countries globally. In diabetes, mobile
solutions represent a unique opportunity to createa much-needed continuum of care, from prevention
advice to diabetes support for different population
segments. A project has already started in Senegal
which includes targeted SMS messaging to thegeneral population, people with diabetes andhealthcare professionals.

• Sanofi has developed an AllStar™ pen which
it describes as ‘a state of the art insulin pen
for patients in emerging markets’. The pen
demonstrates the company’s focus on innovation indiabetes and its commitment to finding solutions
that are adapted to local market needs. To improveaccess to affordable devices, in 2012 Sanofi India
Limited launched the first re-usable insulin pen
manufactured by a global company in India. Allstar™

• Siemens Healthineers designed, developed,
manufactured and marketed a brand new CT
scanner in China, which can be used in clinics andby health professionals who are not doctors. Thiswas in recognition of the shortage of qualified
doctors and hospitals in China. The scanner issmaller and more efficient than alternatives – itprocesses images more quickly and uses lessenergy – cutting the cost of treatment by 30% andcurbing radiation by up to 60%. This lower cost,lower energy CT scanner has been commerciallysuccessful in the United States and other major
markets outside of China.
• Unilever has invested in innovative campaigns andpartnerships to improve oral health, recognizing
the opportunity to grow its business whilst
having a positive impact on health. These include
investments in Africa which increased revenue
by over a quarter from 2014 to 2015 against abackground of poor oral health caused by lack offluoride toothpaste and scarce dental care, andwith 95% of 11-14 year olds from low-income
families suffering from untreated dental decay. The
company’s market-leading brand, Signal, drives
communications to raise awareness and improve
tooth brushing habits. Signal is also known as
Pepsodent (Asia & Latin America), Mentadent (Italy),
Zhong Hua (China), Aim (Greece), and P/S (Vietnam).
The Signal brand aims to reach 50 million people by2020, which was already exceeded by 2015, with71 million people reached via innovative campaigns
and partnerships.

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SDG INDUSTRY MATRIX – SDG 4

SDG 4
Ensure inclusive and equitable quality educationand promote lifelong learning opportunities for all
OPPORTUNITIES FOR ACTION• Promote and invest in STEM education (i.e. Science, Technology, Engineering and Mathematics) and medical
training to secure access to functioning health systems and employees with skillsets which meet futurebusiness needs in countries of operation (e.g. doctors, scientists, health technologists and data analysts).
• Educate communities on healthy lifestyles, in collaboration with Governments, civil society, the media, healthinsurers and other stakeholders.
• Educate the medical profession on new technologies, new treatment methods and responsible
prescription of medication, importantly including antibiotics given the growing drug resistance.
• Invest in e-health solutions which enable medical professionals in countries with less developed healthsystems to remotely consult and learn from medical professionals in countries with more developed healthsystems.
• Collaborate with research institutions, ministries of health and other stakeholders to improve mutual
understanding and capacity to prevent, diagnose and treat neglected tropical diseases.
• Provide training to suppliers to increase the productivity and sustainability of their operations, ensuring
access to high quality, environmentally sensitive inputs.
LEADING BY EXAMPLE• Bristol-Myers Squibb has established a Center of
Excellence at the Liver Foundation in West Bengal(India) to build capacity among rural health carepractitioners and provide primary and preventive
care for liver and metabolic health. This responds tothe challenge of rural health care providers having
limited or virtually no formal medical training, yetbeing responsible for 70% of outdoor health-related
visits in rural India. The center will develop ahepatology curriculum and conduct research which
will help the company better understand rural healthcare needs, as well as strengthening awarenessof hepatitis and metabolic health among rural
populations.

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SDG INDUSTRY MATRIX – SDG 4• Fresenius Medical Care organizes and supports
scientific conferences with international nephrology
experts as well as training programs for physicians
and dialysis specialists worldwide, thus helping
to ensure high quality dialysis. This is especially
important in regions where modern health carestandards are still being developed. One example
is the partnership between Fresenius Medical
Care’s subsidiary, the Renal Research Institute,and the Sustainable Kidney Care Foundation. Thispartnership promotes projects, mainly in Africa, thatgive patients with acute kidney failure access todialysis treatment, including in regions without anexisting supply structure.
• GSK aims to establish up to 25 academic chairs
and programs in Africa to promote the study ofpharmaceutical science, healthcare policy andprovision, to further increase the region’s skills base.
By 2020, the company hopes that this will enhance
local research, manufacturing and healthcare
capability, helping to secure future investment andbuild vibrant healthcare economies.
• Karl-Storz GmbH & Co. KG, a manufacturerof endoscopes and other medical instruments,
partnered with the World Gastroenterology
Organization (WGO) to develop three training
centers in sub-Saharan Africa to improve standards

in gastroenterology training and education. The
company provided financial support, endoscopic
equipment, and the expertise of its team to help
establish the centers, driving significant progress inthe field of gastroenterology in the region.
• Merck KGaA’s “Swaasthya Yaatra” (Journey toHealth) initiative has helped train around 3,000
physicians and 750 pharmacists in the states of
Uttar Pradesh, Madhya Pradesh, West Bengal, andBihar in India. To provide this service, three speciallyequipped health vans drive along 50 routes every
two months. These vehicles contain a video system,a flat-screen monitor, posters, informational material,
and medicines. At locally held seminars, physicians
and pharmacists are taught about new therapies andmedicines, including those provided by the company.
Videos teach basic information on subjects such as
splinting broken bones and suturing wounds, as wellas primary care in diabetes, high blood pressure,
cough treatment, and malaria prevention.
• In 2014, Mylan signed a multi-year strategic
alliance agreement with Walt Disney Parks andResorts to help increase awareness and education
around anaphylaxis, following an increase inlife-threatening (severe) allergic reactions in recent
years. The agreement includes updated maps inDisney’s domestic theme parks and on its cruise

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SDG INDUSTRY MATRIX – SDG 4

ships, as well as updated signage in the parks thathighlight locations with the company’s EpiPen® and
EpiPen Jr® Auto-Injectors. Over time, the company
plans to introduce a variety of supplemental
educational resources. The company also created a
Get Schooled in Anaphylaxis™ educational initiativein 2012 to help those in school settings know how
to respond when anaphylaxis occurs. Additionally,
more than 64,000 schools have participated in the
EpiPen4Schools® program which provides free
EpiPen® Auto-Injectors to U.S. schools.
• Novartis International AG created Arogya Parivar(“healthy family” in Hindi) in India where 830 million
people live in rural areas and an estimated 65%of the total population does not have access tohealthcare. Novartis recruits and trains local people
in remote villages to become “health educators,”
who help inform communities about health,disease prevention and the benefits of seeking
timely treatment. Local teams work with doctors
to organize health camps in remote villages using
mobile clinics that provide access to screening,
diagnoses and therapies, including those provided
by the company. From 2010 to 2013, outreach inrural areas across 10 Indian states has brought
health education to more than 10 million people
and direct health benefits to 760,000 patients
through diagnosis and treatment. Arogya Parivar isa leading example of shared value and has received

several awards, including the GBCHealth Business
Action on Health award in 2013. Given Arogya
Parivar’s success in India, Novartis has replicatedthe program in Vietnam, Kenya and Indonesia.
The initiative has been adapted to local market
conditions and disease prevalence in each country.
• Promega Corporation embraces the perspectivethat shared knowledge across global networks
ensures that the science community can fulfill
its potential. To this end, the BioPharmaceutical
Technology Center Institute (BTC Institute), Promega
Corporation and other sponsors work together tocoordinate the annual International Consciousness
Forum. The event is geared towards the generalpublic and focuses on sharing information fromthe worlds of natural and social sciences, as wellas leading discussions on related social issues.
The company contributes to science education
for children of all ages and has also developed aWebinar Series, which provides noncommercial
live webinars to scientists around the world free ofcharge. Scientific topics range from basic science
concepts to highly technical research presentations.
This communication channel allows uniqueinteractions between young and senior scientists inthe areas of genomics, proteomics, genetic identity
and cellular analysis, and connects them tothe company.

• Sanofi Morocco (‘Sanofi-Aventis Maroc’),
together with the Ministries of Health andIndustry, designed an agreement that aims
to share Sanofi’s supply chain management
expertise. Through this agreement Sanofi helps
train technicians, engineers and staff working in
the Ministry of Health in connection with careers
in the pharmaceutical industry. Training includes
good distribution practices, hygiene, safety andenvironment, and logistics and distribution.
This seeks to address the needs identified in
Morocco in terms of poor estimation of drug
needs by public hospitals, absence of a hospital
information system, unsuitable storage of local
products, gaps in the inventory management
and lack of means for the destruction of expired
drugs. By the end of 2014, more than 700 people
had been trained.

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SDG INDUSTRY MATRIX – SDG 5

SDG 5Achieve gender equality andempower all women and girls
OPPORTUNITIES FOR ACTION• Develop scalable approaches to improve reproductive healthcare in low and middle income countries by
increasing access to information, contraception, pharmaceuticals, medical supplies and services.
• Support global partnerships for maternal and newborn health, such as the UN’s Every Woman Every
Child initiative, as well as partnerships with mobile phone companies which provide antenatal and postnatal
information to pregnant women and new mothers.
• Collaborate with insurers to increase women’s access to health insurance.
• Identify and include more women-owned businesses in the supply chain, and help to develop their capacity
as needed.
• Increase the share of women on company boards and in senior roles, and invest in policies and programs
that support women in the workforce and encourage organizations in the value chain to do the same.
LEADING BY EXAMPLE• Johnson and Johnson is tracking healtheducation programs in targeted communities aroundthat world that focus on increasing individual andpublic understanding of basic health information.
One example is mMitra, a mobile health partnershipwith the Mobile Alliance for Maternal Action,
USAID, the UN Foundation, BabyCenter, Johnson &Johnson and ARMMAN, a Mumbai-based NGO. The
program sends preventive care voice messages topregnant women and new mothers twice a week.
The messages go directly to their mobile phones

in their chosen language and preferred time slot
corresponding to the stage of their pregnancy or
the developmental stage of their child. The programplans to reach up to one million new and expectant
mothers, promoting positive health behaviors in
low-income urban communities across India. This
program helps the company fulfil its Healthy Future2015 enterprise goal, while building meaningfulconnections with new consumers.

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SDG INDUSTRY MATRIX – SDG 5• MSD has committed US$ 500 million over 10 years
to an initiative called “MSD for Mothers” which
focuses on improving the health and well-being of
mothers during pregnancy and childbirth. It includes
more than 50 projects in 30 countries around theworld, with a particular focus in five countries:
India, Senegal, Uganda, the United States andZambia. Its goal is to test innovative models that
expand women’s access to affordable, quality carewith the potential to be scaled and sustained. For
example, MSD for Mothers, Ferring Pharmaceuticals
and the World Health Organization are partnering tofurther develop and provide access to a heat-stable
formulation of carbetocin to prevent excessive
bleeding in women after childbirth. Access to aheat-stable formulation where it is needed in low
and lower middle income countries worldwide could
enable health providers to save more women’s lives.
• MSD has been working with partners to increase
access to its reproductive health products inareas of greatest need. In 2011, MSD and the
Reproductive Health Supplies Coalition (RHSC)
announced a partnership to enhance access andappropriate and effective use of IMPLANON(etonogestrel implant) for qualified buyers indeveloping countries. Under the initiative, MSD
made IMPLANON available at MSD’s lowest
access price to donor agencies and family planning
members of RHSC in sub-Saharan Africa, and in

all other low income countries and lower middle
income countries with maternal mortality ratios ofless than 200. In 2013, MSD, along with various
partners announced a multi-year agreement tofurther decrease prices and expand contraceptive
access and options for millions of women in the
sixty-nine UN Family Planning 2020 focus countries.
• Novo Nordisk AS’s Changing Diabetes® inPregnancy program was established in 2009 to
advocate for gestational diabetes (GDM) screening
and management as a key to improve maternal
health and prevent type 2 diabetes, provide
evidence on the cost-effectiveness of doing so,
support pilot projects that show how it can be done.
Focusing on Low- and Middle-Income Countries
the program works with the diabetes and maternal
health communities to raise awareness on GDM
and improve access to diagnosis and care, including
the company’s products. The program has supported
the International Federation of Gynecology and
Obstetrics (FIGO) to create a global framework
for action to improve the diagnosis and care ofwomen with GDM. It has also supported GDMscreening and management projects in Colombia
and Nicaragua, and recently initiated a new projectto help define a model for the roll-out of the newnational GDM guidelines in India.

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SDG INDUSTRY MATRIX – SDG 6

SDG 6
Ensure availability and sustainable
management of water and sanitation for all
OPPORTUNITIES FOR ACTION• Reduce water consumption in hospitals and production facilities and treat, recycle and reuse wastewater.
• Support ministries of health, private healthcare providers and communities to safely manage medical waste to avoid
contamination of water sources.
• Minimise and appropriately treat effluent from production facilities to avoid contamination of water sources.
• Inform public policies and investment in potable water, hygiene and sanitation as key health determinants.
• Engage in collective action approaches to water stewardship and disclosure, such as the CEO Water Mandate and theWater Action Hub, which are platforms to unite companies, Governments, NGOs, and other stakeholders on a range ofcritical water projects in specific river basins around the planet.
• Sign the WASH pledge of the World Business Council for Sustainable Development which calls on companies toimplement access to safe water, sanitation and hygiene at the workplace.
LEADING BY EXAMPLE• Abbott has achieved a 19% reduction in its water intake(adjusted for sales) against its commitment of a 30%
reduction by 2020, compared to its 2010 level. It has
used global water risk mapping tools from the World
Resource Institute (WRI) and the WBCSD to help identify
manufacturing plants in water stressed regions, and it
is participating in the CDP Water Reporting Program toshare critical data on its water performance while also
gaining valuable insights into the water performance ofother companies in the healthcare sector and beyond.
Some of Abbott’s nutrition sites achieving significant
reductions in water use include: its Columbus, Ohio,

plant reduced water usage by more than 46 million
gallons (13% annually) through cooling tower water
reclamation and reuse, among other projects; its China
facility decreased water usage by 12% through projects
such as recovering evaporator condensate which also
saved fuel.
• Eli Lilly has introduced a number of initiatives toreduce water consumption. For example, in 2014 after
performing a detailed environmental assessment, Eli
Lilly launched a streamlined process for manufacturing
the active pharmaceutical ingredient in its insulin
product in Indianapolis which reduced purified water use

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SDG INDUSTRY MATRIX – SDG 6

and process waste generation by 30% per unit ofproduction, without increasing per unit solvent andurea waste volumes. In 2015, Eli Lilly implemented asimilar conversion at its plant in Puerto Rico, further
reducing Eli Lilly’s global environmental footprint.
• Teva Pharmaceutical Industries has several
initiatives to reduce water use (through optimizing
processes and improving equipment) and reduce
waste. For example, the company’s Ulm-Weiler
facility in Germany was using a highly complex
waste-water treatment plant which was expensive
and difficult to maintain. By identifying opportunities
to optimize upstream sections of the plant, thecompany reduced chemicals and waste, reduced
energy used by nearly 50% and created financial
savings. In Israel, the company’s Assia site is
located in a desert and it relies heavily on waterand electricity for cooling, ventilation, the operationof lab equipment and other necessary actions. By
replacing three cooling towers with a closed loop
cooling system, Teva reduced water consumption by
59% and electricity consumption by 31%.

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SDG INDUSTRY MATRIX – SDG 7

SDG 7
Ensure access to affordable, reliable, sustainable
and modern energy for all
OPPORTUNITIES FOR ACTION• Improve reliable access to energy in all health facilities and medical storage facilities including those locatedin rural areas, fragile states and least developed countries.
• Increase energy efficiency in health facilities and production plants, for example modernizing combined heatand power systems in hospitals.
• Develop and use health technology which has low embedded energy and reduced energy consumption during
operation.
• Increase the proportion of energy consumed from renewable sources through direct operations andencourage suppliers to do the same. For instance, join the RE 100 pledge to move towards 100% renewable
power.
LEADING BY EXAMPLE• Actavis has installed a solar thermal powersystem at its location in Zug, Switzerland, providing
hot water requirements for canteen and sanitary
services. This facility also operates an innovative
heat recovery system which uses groundwater tocool buildings in the summer via air conditioning,
and to heat them during colder months. Further, theActavis manufacturing plant in Iceland is powered
completely by renewable energy, and in 2011
Actavis installed a solar water heating system at
its Malta facility to serve the supply packaging andanalytical services laboratory.
• Aspen is a member of the Energy Efficiency
Leadership Network (EELN). The EELN was formed

during 2011 by the National Business Initiative inpartnership with Business Unity South Africa andthe South African Department of Energy to drive thecontinuous improvement of energy efficiency in theSouth African business sector, leading to enhanced
international competitiveness and greenhouse gas
emission reduction. Aspen expects its participation
to assist it in understanding national and industry
climate change objectives, and in consideringalignment of Aspen’s environmental management
policies, objectives and targets.
• Fresenius Group’s Hospital Decision, HELIOS, has
installed combined heat and power plants and gas
turbines in 30 hospitals, doubling the Company’s

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SDG INDUSTRY MATRIX – SDG 7

number of heat and power plants to combat
the extensive water and energy use required byhospitals. HELIOS is successively switching theheating of its hospitals over to renewable energies,
including wood pellets. This form of heating is CO2neutral and therefore more environmentally friendly
than gas or oil heating. The steps taken haveresulted in the company generating approximately
34,500 tonnes less carbon emissions in 2014, farsurpassing its target of a 10,000 tonne reduction• Eli Lilly uses renewable energy to diversify its
energy sources and decrease greenhouse gas
emissions. It uses direct generation as well as direct
and indirect purchases of renewable energy fromlocal utilities. At five facilities worldwide, Eli Lilly
generates electric power using photovoltaic arrays.
A 9.95-megawatt solar system, completed in 2014,
adjacent to its subsidiary in New Jersey in the
United States, covers more than 40 acres and is oneof the biggest of its kind for an East Coast non-utility
company. The system generated 13.2 million kWh ofelectrical energy in 2015 and provided 31% of thepower needs of the overall site.

30%. In 2015 Merck acquired the start-up Qlight
Nanotech, headquartered in Jerusalem, which isdeveloping a quantum material technology that will
help further enhance the color spectrum and energy
efficiency of displays.
• Mylan uses natural gas, biofuel briquettes andother alternative fuels in many of its manufacturing
facilities. Whenever possible, it sends waste fromlaboratories and manufacturing activities to wasteto-energy facilities or cement kilns that convert
it into energy or steam used for heating. Some of
Mylan’s sites in India purchase electricity fromthird-party suppliers that utilize renewable energy,
such as solar and wind power. In addition, one of
the company’s API plants generates steam from a
mixture of coal and rice husks, producing up to 60%
of its electricity. Mylan reports that four of its API
manufacturing sites were the first in India to havemet an internationally recognized benchmark, ISO
50001, for superior performance in managing energy
responsibly and its other sites are introducing
similar systems so that they too may receive thiscertification.

• Merck KGaA, a leading science and technology
company in healthcare, life science and performancematerials, helps its customers and end users saveenergy. For example, it has developed innovativeliquid crystal technologies for displays which utilize
15% more light from the display’s backlighting, thus
reducing the device’s energy consumption by up to

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SDG INDUSTRY MATRIX – SDG 8

SDG 8Promote sustained, inclusive and sustainable economic growth,
full and productive employment and decent work for all
OPPORTUNITIES FOR ACTION• Promote skills training, virtual learning platforms, secondments and partnerships between hospital groups
and other healthcare providers to increase capacity and innovation in developing markets.
• Increase local sourcing and manufacturing of vaccines, pharmaceuticals, diagnostic tests, medical supplies
and medical devices in low and middle income countries.
• Integrate small-scale producers into value chains and provide them with support such as training,
connections to supplier networks for lower cost joint procurement, and access to finance.
• Provide targeted internships for young people from disadvantaged backgrounds in order to promote social
mobility whilst also enhancing company performance through increased workforce diversity.
• Create opportunities for lower paid workers to develop their skills and gain access to improved professional
opportunities, both within and outside of the healthcare and life sciences industry.
LEADING BY EXAMPLE• GSK promotes local manufacturing in developing
countries, using joint ventures and technology
transfer arrangements which build the capabilitiesof developing countries to research and manufacture
vaccines and medicines, while increasing thecompany’s access to these markets. For example,
in Brazil GSK partners with FioCruz, a leading publichealth research institution, to manufacture vaccinesthat address the country’s public health priorities
and develop a vaccine for dengue fever. In India,

GSK has entered a joint venture with BiologicalE, an Indian Biotechnology company, which isdeveloping a six-in-one combination vaccine
containing the Inactivated Poliovirus Vaccine. In
Africa, GSK is investing £100 million to expand
its existing facilities in Kenya and Nigeria and tobuild new factories in other locations to ensure thesustainable production of medicines in Africa for
African people.

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SDG INDUSTRY MATRIX – SDG 8• Takeda Pharmaceutical Company Ltd’s
Sustainable Procurement Program develops
economic opportunities for the communities inwhich the company and its employees live andwork by purchasing goods and services from
economically and socially diverse businesses,
particularly small businesses and businesses
owned by women, minorities, and others. As
well as purchasing from these businesses,
Takeda mentors small and diverse businesses
and participates in trade shows and outreach
events to identify small and diverse prospective
suppliers. In 2014, Takeda spent approximately
US$169 million with small U.S. businesses
including those owned by women, minorities andothers. Supplier diversity provides overall value
by giving Takeda access to new and innovative
products and services while optimizing price,
quality, and availability, and is in keeping with its
overall corporate commitment to responsibility
and sustainability.

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SDG INDUSTRY MATRIX – SDG 9

SDG 9
Build resilient infrastructure, promote inclusive
and sustainable industrialization and foster innovation
OPPORTUNITIES FOR ACTION• Collaborate with Governments and other companies to unlock complementary investments in infrastructurearound health and production facilities, including transportation, power and communications.
• Build environmentally sensitive and resilient hospitals, primary healthcare centres and production plants andshare expertise to inform leading practice construction guidelines.
LEADING BY EXAMPLE• AstraZeneca is constructing a new purpose-built
facility on the Cambridge Biomedical Campus
which is home to its UK-based global research anddevelopment centre and corporate headquarters,
including 2,000 employees. The company is working
closely with construction partners to achieve‘excellent’ ratings for sustainability performance
under the Building Research Establishment
Environmental Assessment Methodology. The steps
AstraZeneca is taking include: using optimal heatdifferentials in cooling technology to minimize
energy consumption; optimizing the use of naturallight in place of artificial light; installing a combined
heat and power station to meet energy needs onsite; and installing rainwater recovery systems
throughout the site.

• Bristol-Myers Squibb’s engineering group hasembraced the green building standards under
the Leadership in Energy and Environmental
Design (LEED) Green Building Rating Systemfor construction of its new biopharmaceuticalmanufacturing facility in Devens, Massachusetts.
Leveraging that experience, green building
concepts are now incorporated into the company’sengineering design guidelines, and LEED criteria areconsidered and implemented, where appropriate, inall projects.
• The South African Medical Device Industry
Association (SAMED) represents around 160
manufacturers and suppliers of medical devices
used in the diagnosis, prevention, treatment
and amelioration of disease and disability.
In 2014, the Medical Device Manufacturers’
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SDG INDUSTRY MATRIX – SDG 9

Association (MDMSA) joined SAMED as anaffiliate association. The MDMSA supports
local manufacturers by creating and facilitating
opportunities for locally produced medical devices
in the South African market, helping to create a
viable local South African medical device industry.
SAMED and MDMSA keep an up to date listof local manufacturers and local capabilities tosupport their active engagement with Government
departments to create awareness of the South
African medical device manufacturing industry.
• Siemens AG, a leading medical device andindustrial conglomerate, aims to be the world’s
first major industrial company to achieve a netzero carbon footprint by 2030. The company plans
to cut its carbon dioxide (CO2) emissions – which
are currently about 2.2 million metric tons a year –in half by as early as 2020. To achieve these goals,
the company will invest EUR100 million over the
next three years to reduce the energy footprint of
its production facilities and buildings.

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SDG INDUSTRY MATRIX – SDG 10

SDG 10
Reduce inequality within and among countries

OPPORTUNITIES FOR ACTION• Collaborate with ministries of health, private healthcare providers and insurers to improve sharing of(anonymized) healthcare data and advance e-health solutions to accelerate universal access to quality
healthcare.
• Enable pharmaceutical companies in low and medium income countries to produce generic drugs, bypermitting exemptions to patents in these countries.
• Create opportunities for lower paid workers to develop their skills and gain access to improved employment
opportunities, both within and outside of the sector.
• Pay staff a living wage and encourage other companies within the value chain to also pay living wages.
• Adopt equal opportunity policies prohibiting discrimination in all forms and encourage others in the value
chain to do the same.
LEADING BY EXAMPLE• Abbott believes that diversity in its suppliers isessential to its ability to compete, so it collaborates
with diverse groups that reflect the community it
serves. The company finds that diversity brings new
perspectives to the table as it works to develop
collaborative, innovative solutions. Abbott’s supplier
diversity policy ensures equitable opportunities
are afforded to businesses that are either small or
are majority owned and operated by a woman, amember of an ethnic minority, a veteran or a personwith a disability. In 2015, this spend was US$950
million, representing 8% of total spend in Abbott’s
global supply chain. This included a 4% annual
increase in spending with small businesses and a
5% increase in spending with small women-owned
businesses. One example of success in 2015
was Abbott’s expansion of its partnership with
Marathon Medical, a veteran owned business,through an agreement to supply the U.S. Indian
Health Service with US$30 million of supplies.

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SDG INDUSTRY MATRIX – SDG 10

During 2015, Abbott increased its engagement withadvocacy organizations, including joining the boardof the United States National Minority Supplier
Development Council.
• Aspen’s South African sites, centered in Port
Elizabeth, represent 64% of the Aspen Group’stablet manufacturing capacity. Aspen’s ongoinginvestment in its world-class manufacturing hub inSouth Africa has contributed positively to the region
by increasing employment opportunities and has
contributed to the development of its employees.
In addition to this, it has and will continue topursue its strategic objective of creating business
opportunities for downstream Broad Based Black
Economic Empowerment entrepreneurs. Over thelast nine years, the Group has invested more thanZAR 6.5 billion (US$ 415 million) to expand, upgrade
and refurbish its manufacturing facilities, largely
related to facility investment projects at the South
African sites.

• MSD understands that by consistently harnessing
the knowledge and insights of a diverse workforce- one with unique backgrounds and affiliations - thecompany is able to deliver more innovative solutions
and create products to meet a more diverse set ofpatients around the world. A clear expectation is set
for all leaders within the company to achieve global
diversity and inclusion goals. The company’s CEO
chairs the executive diversity governance structure
which includes nine Employee Business Resource
Groups supporting women, African ancestry/black,
Hispanic/Latino, Asian/Pacific Islander, Native
American/Native Indigenous, interfaith, lesbian
gay bisexual and transgender, differently abled,and veteran employees. The company has alsoestablished a Global Diversity & Inclusion Centerof Excellence which oversees its integrated efforts
to include diversity and drive inclusion in all
business practices.

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SDG INDUSTRY MATRIX – SDG 11

SDG 11Make cities and human settlements
inclusive, safe, resilient and sustainable
OPPORTUNITIES FOR ACTION• Participate in public-private partnerships to strengthen healthcare infrastructure and linkages between
urban, peri-urban and rural areas.
LEADING BY EXAMPLE• In 2015, Merck KGaA joined a German-Chinese
research project known as Semizentral. The
term “Semizentral” stands for an interurban,
semi-centralized approach to supplying andtreating water, wastewater and organic waste,
while recovering water, energy and nutrients. Thispublic-private partnership is led by the Technische
Universität (TU) Darmstadt, which is partneringwith Tongji University in Shanghai and the Qingdao
Technological University. The first resource recovery
center (RRC) pilot plant is now operating in Qingdao,
a metropolis in eastern China. This facility treats
wastewater from homes, which can then be usedas service water, mainly for toilet flushing. Thisapproach significantly lowers the freshwater
consumption of an entire city district of roughly
12,000 inhabitants. An integrated bio-gas plantutilizes sewage sludge and bio-waste to generate
all the energy needed by the RRC. Merck KGaA’s
Life Science business sector is contributing its

knowledge in the area of water analysis, and has
provided test kits and measuring instruments,
teaching university staff how to use these tools.
The RRC represents a technological milestone
in the development of efficient, modular water
infrastructure. In May 2015, Semizentral won a
GreenTec Award, Europe’s biggest environmental
and business prize, in the urbanization category.
On top of that, in November 2015 the project placedin the top three in the research category of the 2015
German Sustainability Award.
• Mylan’s leaders decided voluntarily to forge ahead
and reduce Volatile Organic Compound (VOC)
emissions coming from the company’s Morgantown,
West Virginia, plant while U.S. Environmental
Protection Agency officials debated in 2010 whether
to impose more stringent air-quality standards.
Mylan installed regenerative thermal oxidizer
technology that year which between 2011 and 2014
eliminated more than 1,000,000 pounds of solvent

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SDG INDUSTRY MATRIX – SDG 11emissions from the atmosphere. As a result,families and communities in and around the area
are breathing easier. The county’s 8-hour ozone
level average from 2011-2013 was 12% lower
than its 2005-2007 average.
• In 2014, Novo Nordisk AS launched Cities
Changing Diabetes – a cross-disciplinary andcross-sector partnership program to identify
and address the root causes of the rise oftype 2 diabetes in urban areas, and to facilitate
implementation of integrated and sustainable
solutions in response to the local diabetes
challenge. Today, 65% of 415 million people
with diabetes live in cities, amounting to nearly
270 million people. By 2040, this is projected torise to 74%. Based on these facts Novo Nordisk
believes that cities are important focal points fordeveloping solutions to tackling diabetes.

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SDG INDUSTRY MATRIX – SDG 12

SDG 12
Ensure sustainable consumption
and production patterns
OPPORTUNITIES FOR ACTION• Collaborate with other stakeholders to promote healthy lifestyles and improve preventive healthcare, thereby
reducing the resource burden of curative healthcare.
• Increase access to maternal, child and family health services in low and middle income countries, which
over time will reduce birth rates.
• Invest in telehealth and telecare to reduce patient travel and improve quality of care, thereby concurrently
improving sustainability.
• Collaborate across the value chain to reduce emissions generated by transportation of pharmaceutical andmedical supplies to healthcare facilities, for example switching to vehicles powered by renewable energy,
moving from air to sea freight, and increasing efficiency of logistics processes.
• Phase out hydrofluorocarbons (HFCs) and derivative chemical refrigerants from cold chains, replacing them withnatural refrigerants.
• Apply the concept of a circular economy by designing medical devices with end of product lifecycle reuse
and recycling in mind, and which consume reduced power in use.
• Develop and implement improved processes to reduce, reuse and recycle water, raw materials, nonrenewable minerals, energy, other inputs, by-products, hazardous waste, non-hazardous waste and packaging.
• Factor an internal carbon price into capital project decisions.
LEADING BY EXAMPLE• AstraZeneca’s Sweden operations completed an
ambitious Air2Sea project in 2015 that establishedsea freight distribution networks to 13 countries.
Switching to the transport of goods by sea achievesa massive 97% CO2 saving compared with airtransport. The project, which accounted for 80%
of local exports, supported the company’s overall
goods transport emissions reduction of 7% in 2015

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SDG INDUSTRY MATRIX – SDG 12(-17% from its 2010 baseline). It also delivered
wider business benefits including improved productsecurity, improved temperature regulation, and costsavings of around US$ 9 million.
• AstraZeneca’s Avlon site in the UK is the
manufacturing home of the active pharmaceuticalingredients for two of its key medicines. In 2012,
AstraZeneca embarked on a £4.7 million investment
in a major new facility for the recovery of solventsused in the production process of one of these
active pharmaceutical ingredients. Solvents areotherwise a significant hazardous waste stream ofthe manufacturing process. In 2015 the recovery
unit processed 480,000 liters of solvent waste
thereby avoiding 85% of previous virgin solvent use,
reducing production costs by 4.5%, and generating
savings of over £ 0.4 million (US$ 0.6 million). This
contributed to a 3.4% reduction in the company’s
total hazardous waste generation. The project alsosignificantly reduced road haulage for the transportof virgin and waste solvents, and generated asignificant reduction in carbon dioxide emissions.
Savings are projected to increase to £ 0.7 million(US$ 1.1 million) in 2016, with payback of theoriginal capital investment expected after sevenyears.
• Bristol-Myers Squibb deployed a cross-functionalteam to reduce the size of package inserts for
Abilify (aripiprazole), an antipsychotic medicine. The
redesigned insert uses 25% less paper and requires
25% fewer insert trays, 15% less corrugatedmaterial and 40% fewer finished goods pallets.
This has resulted in savings of 70 tons of paper, 1.5
million gallons of water and US$ 1.8 million. As

the team looked at the project more closely, theyrealized they could achieve even greater savings
by making changes throughout the finished goods
production cycle, from sourcing to distribution.
They further reduced costs by printing the insert
locally in Humacao, Puerto Rico, where Abilify is
manufactured (instead of in the United States) andby changing from air freight to sea freight of thefinished product to the United States. In all, theproject achieved annualized savings of US$ 2.7
million and reduced carbon emissions by 1,180 tons.
• Fresenius Medical Care aims to further reduce theimpact of dialysis treatment on the environment
whilst saving on resources and ensuring cost
efficiency. The company does this by using
ecologically sustainable dialysis products andconstructing environmentally sensitive dialysis
centers. A central element for managing theefficient use of resources in its dialysis clinics
is its clinic software e-con5, a comprehensive
environmental management system which has
been established in dialysis clinics in Europe andLatin America. It enables the company to gather
and compare environmental performance dataand quickly implement potential improvements.
This system has systematically reduced water andenergy consumption as well as the amount of bloodcontaminated waste in dialysis centers.
• GSK works closely with suppliers to investigate
ways to reduce their collective environmental
impact (around 40% of GSK’s carbon footprint
comes from its supply chain). In 2014, GSK collectedcarbon, water and waste data from over 200 of its
largest materials suppliers, covering over

£1 billion of its spending on raw materials usedin manufacturing and research and development.
More than 500 suppliers have now been asked
to share practical ideas about improving energy
efficiency and reducing other environmental
impacts. This is done through the GSK Supplier
Exchange – a private online forum where suppliers
can collaborate with each other and GSK to sharepractical ideas about improving resource usage,saving water and increasing energy efficiency.
• Sterilmed, a Johnson & Johnson member company,
provides a service to reprocess Single Use Devices
that have previously been used on a patient and are
typically disposed of as medical waste. Sterilmed
is an FDA-registered medical device manager,
providing an affordable solution for hospitals
faced with the challenge of reducing costs withoutcompromising patient care. The company helps
customers significantly reduce their environmental
footprint by eliminating medical waste that would
otherwise end up in landfills or incinerators.
Reprocessing helps divert millions of points ofmedical waste from landfills and incinerators
each year.

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SDG INDUSTRY MATRIX – SDG 12• Johnson and Johnson’s Earthwards® approach
focuses on improving the social and environmental
impacts of products by targeting improvements inseven key areas including materials, packaging,energy, waste, water, social and innovation.
Earthwards® uses life-cycle thinking to identify andimplement significant sustainability improvements
to the company’s products. In product development,
Johnson & Johnson seek opportunities for green
chemistry, removal of materials of concern andmore sustainable packaging solutions. At the endof product life, the company works to encourage
recycling and reprocessing of used equipment.
Products receive Earthwards® recognition when
they achieve at least three significant improvements
across seven impact areas, and at least one
improvement is made to a medium or high life-cycle
assessment impact area or hot spot. One example
of a product receiving an Earthward® recognition
was Band-Aid® Brand Bandages, which reduced
materials used by 29%, reduced packaging by 58%,
increased shipping efficiency by 60% and reduced
waste by 59%.
• Sanofi achieved a 15.8% reduction between
2010 and 2015 in combined scope 1 and scope
2 CO2 emissions from its industrial and researchand development sites, towards its target of a
20% reduction by 2020. To achieve this, Sanofi
has developed strategic partnerships with energy
sector leaders, implemented renewable energy
projects at its sites in India, and continued its
vehicle policy which includes increasing eco-driving
sessions. Further, Sanofi achieved a 24% decrease
in CO2 emissions from the transport of medicines

between 2010 to 2015 by using maritime transport;
in 2015 86% of Sanofi’s international shipments ofmedicines were transported by sea, compared to an
average of 28% for other health companies.
• Takeda Pharmaceutical Company Ltd
undertook environmental impact assessments of
its operations in Japan and overseas by applying
LIME (Life-cycle Impact assessment Method
based on Endpoint modelling). This methodology
was developed as a national project in Japan formaking a quantitative overall assessment of various
environmental impacts including CO2, waste andchemical substances. Based on the results ofthese assessments, the company is addressing
key environmental issues, using the expertise it
has acquired in Japan to reduce its environmental
impact globally. Takeda has defined an internal“environmental efficiency index,” equal to net sales
divided by the total environmental impact cost as
measured by the LIME assessment. Takeda will use
the index to help assess the relationship between
Takeda’s business activities and the environment.

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SDG INDUSTRY MATRIX – SDG 13

SDG 13
Take urgent action to combat climatechange and its impacts
OPPORTUNITIES FOR ACTION• Invest in preventative and curative healthcare research, product and service design that responds to the health impacts ofa changing climate which include: changing patterns of vector-borne, food-borne and water-borne diseases; increased air
pollution; undernutrition; and heat-related mortality, exhaustion and stroke, particularly for vulnerable groups.
• Collaborate with Governments to help design and build resilient health systems able to anticipate, respond to, cope with,recover from and adapt to climate-related shocks and stresses. These include not only the health impacts above but
also increased morbidity and mortality arising from natural disasters (heatwaves, floods, droughts and storms), conflict andforced migration.
• In conjunction with Governments and the World Health Organization, integrate meteorological data and new technologies
into disease surveillance and early warning systems.
• Design and implement natural disaster risk mitigation, preparedness, response and recovery plans at manufacturing,
healthcare and storage facilities in high-risk locations.
• Set science based carbon emission targets in line with the sectoral decarbonisation pathway and encourage suppliersand distributors to do the same.
• Set an internal price on carbon in line with a 2-degree Celsius pathway in order to redirect investments towards a
low carbon future.
• Take steps to measure, reduce and report climate exposure and progress on actions to confront climate change on anannual basis, continuing to increase the level of transparency and consistency of reporting across the healthcare and life
sciences industry.
• Support high level partnerships and industry associations advocating for responsible public policies on climate.

UN Photo Library

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SDG INDUSTRY MATRIX – SDG 13

LEADING BY EXAMPLE• Abbott has created an Executive Crisis Management
Team (ECMT) to ensure Abbott’s continued ability tofulfill vital healthcare needs in communities aroundthe globe, and to support its stakeholders and mitigate
risks to its supply chain. This is in response to theincreased frequency and severity of natural disasters
which increase demand for critical food and medicines,
while also complicating the delivery of these lifesaving products. The ECMT is tasked with: managing
the safety and security of Abbott employees,
managing the risks to business continuity, and being
prepared to serve others during catastrophic events.
ECMT is comprised of two senior leadership teams
with cross-divisional, multifunctional representation.
Having two teams ensures full-shift coverage ofa crisis with around the clock management, whennecessary. Abbott also has a network of trained Crisis
Action Teams which include 32 country-specific Crisis
Action Teams that manage events locally and support
the ECMT as necessary.

• Fresenius Medical Care provides funds, dialysis
machines and medical supplies for institutions thatneed specific aid quickly in crisis situations such as
natural disasters resulting from climate change. For
example, in North America the Fresenius Medical Care
Incident Command Center coordinates emergency
task forces in critical situations such as during
hurricanes, storm surges or in the tornado season, in
collaboration with the Kidney Community Emergency
Response Coalition. After the devastating earthquake
in Nepal in 2015, the company provided dialysis
machines, water treatment systems, and disposable
accessories, enabling dialysis patients to receive theirvital treatment even though many medical facilities
and items of equipment were badly damaged by theearthquake.

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SDG INDUSTRY MATRIX – SDG 14

SDG 14Conserve and sustainably use the oceans, seas
and marine resources for sustainable development
OPPORTUNITIES FOR ACTION• Understand and quantify the healthcare value of marine resources (including fish, aquatic plants and othermarine life) for healthcare supplements and pharmaceuticals, in order to inform public policies and conservation
activities.
• Analyze the pollutant risks which ingredients, pharmaceuticals and waste products pose to the marine
environment (including trace amounts of pharmaceuticals in waterways) and take appropriate preventive andmitigating action.
• Support programs that collect unused and expired medicines from patients and inform them on safe disposal,
including the importance of not flushing unused medicines down toilets.
• Ensure supplier and distributor companies shipping goods by sea adhere to environmental standards formarine shipping.
LEADING BY EXAMPLE• AstraZeneca is continually looking for ways
to better understand, avoid and manage risks
associated with the presence of trace amountsof pharmaceuticals in waterways. At the startof 2015, the company initiated a €10 million(US$ 11.3 million) partnership with the European
Commission under the Innovative Medicines
Initiative. This project – called Intelligent
Assessment of Pharmaceuticals in the Environment– aims to develop screening tools for identifying
the environmental risks both earlier on in drug
development and for older medicines.

• Johnson & Johnson has developed a Global
Aquatic Ingredient Assessment™ (GAIA) protocol
to better understand how its products interact withwater environments. GAIA analyzes the impact aningredient might have on an aquatic environment
and the fish and plant life that live there. Ingredientsare evaluated against the GAIA criteria and given ascore. By calculating how much of an ingredient isused in a product and the score of that ingredient,a product can be given its own score. For productswith lower scores, the company works to improve
the formulation to reduce any potential impact onaquatic life.

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HEALTHCARE AND LIFE SCIENCES
SDG INDUSTRY MATRIX – SDG 14• Eli Lilly introduced a new water quality goal
to reduce absolute phosphorus emissions in
wastewater discharge by 15% by 2020, compared
to 2014. This addresses an issue that is increasingly
important to communities, regulators andinvestors. The company believes that significant
source reduction will require phasing out andreplacing cleaning agents with non-phosphorus
based alternatives. Technical teams at Eli Lilly areevaluating existing cleaning processes and will
apply learnings to key sites worldwide.

• Sanofi supports take-back programs that collectunused and expired medicines from patients andinform consumers about their safe disposal. Thisinitiative aims to protect local ecosystems, as many
consumers incorrectly flush unused medicines
down the toilet, resulting in contamination of water
resources. Sanofi has supported such programs in
15 countries, including Brazil, Colombia, Mexico,
Philippines, Saudi Arabia and Venezuela. In
Colombia, the Punto Azul (Blue Point) program has
set up collection points for unused medicines across
23 Colombian states, representing 48% of thecountry’s population. This program, which is fundedby manufacturers and importers of medicines, wascreated by the National Association of Colombian
Enterprises (ANDI) in 2010.

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SDG INDUSTRY MATRIX – SDG 15

SDG 15
Protect, restore and promote sustainable use of terrestrial
ecosystems, sustainably manage forests, combat desertification,and halt and reverse land degradation and halt biodiversity loss
OPPORTUNITIES FOR ACTION• Understand and quantify the healthcare value of plants, biodiversity and ecosystem services in order toinform public policies and conservation activities.
• Research and develop cultivated plant alternatives to ingredients currently sourced from wild plants, in orderto improve reliability of supply and preserve biodiversity of natural habitats.
• Evaluate sourcing and packaging practices and determine ways to mitigate ecosystem degradation andbiodiversity loss.
LEADING BY EXAMPLE• Abbott’s nutrition plant in Jhagadia, India,
reuses water from the plant to nourish a forest of
eucalyptus and casuarina trees planted on-site.
Studies show these efforts are improving the
groundwater table and soil fertility.
• Novartis International AG has established its
own carbon-sink forestry projects in Argentina,
Mali, China and Colombia, rather than purchasing
emission credits. Whilst supporting its ambitious
emission reduction target, these projects deliver
additional environmental and social benefits to local
communities. In Argentina, the project focuses on
growing a forest of more than 3 million trees tooffset carbon and create sustainable wood products.
In Mali, the rural energy project has established a
Jatropha plantation, the seeds of which can be used
for bio-fuel for energy in rural areas and produce
a natural fertilizer. In China, the reforestation
project will protect the local land from soil erosion,
landslides and flooding, and provide labor andincome to local communities. In Colombia, thecompany planted 356 hectares of local tree species
in a rapidly developing area.
• Takeda Pharmaceutical Company Ltd uses
biological resources as ingredients for herbal
and traditional medicines and it indirectly utilizes

Photo: Jim Pickerell/World Bank

these resources in its research and development
activities. Most of these ingredients are from
cultivated plants but some are sourced from wild
plants. Takeda is currently studying the feasibilityof switching to cultivated plants in order to ensurestable procurement and help conserve biodiversityof natural habitats. For example, since 1996
Takeda has been conducting research into in-housecultivation of medicinal licorice, succeeding indeveloping and registering an easy grow variety

called Miyako No. 1 which is currently being trialled
for mass production. Further, for over 80 years the
Takeda Garden for Medicinal Plant Conservation(in Kyoto) has collected, grown and used herbal
and other plants with medicinal value from aroundthe world. The Garden currently grows about 2,800
species of plant, of which 2,214 have medicinal
value and 127 are endangered plant species which
the Garden is preserving (with the goal of increasing
the number for preservation to 150).

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SDG INDUSTRY MATRIX – SDG 16

SDG 16
Promote peaceful and inclusive societies for sustainable
development, provide access to justice for all and build effective,
accountable and inclusive institutions at all levels
OPPORTUNITIES FOR ACTION• Identify and assess risks of conflict minerals in medical device supply chains by identifying suppliers of 3TG
metals (Tin, Tantalum, Tungsten and Gold), designing a process of necessary due diligence for those suppliers,
and exploring alternatives to 3TG metals.
• Collaborate with Governments, donors, NGOs and other companies to provide free or low cost physical andmental healthcare services in fragile states and for victims of human rights abuses (including former slaves
and child soldiers).
• Adopt and apply robust bioethical principles and support countries with less developed health systems tounderstand and apply international best practice on bioethics.
• Design and implement a robust anti-bribery and corruption compliance program including Government andprivate sector healthcare related procurement and supply.
• Collaborate with other healthcare providers and health insurers to combat fraudulent healthcare insurance
claims.
• Demonstrate ethical leadership by publishing a statement on human rights consistent with the UN Guiding
Principles on Business and Human Rights, sign up to the ten principles of the UN Global Compact including
human rights, and (if applicable) adopt the UNGC ‘Food and Agricultural Business Principles’.
• Apply the UNGC ‘A Guide to Traceability: A Practical Approach to Advance Sustainability in Global Supply
Chains’ as a basis for improving traceability of products, parts and materials in the supply chain to ensure
reliability of sustainability claims covering human rights, labor, anti-corruption and the environment.

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SDG INDUSTRY MATRIX – SDG 16

LEADING BY EXAMPLE• The Board of Healthcare Funders of Southern
Africa (BHF) is a representative body to thehealthcare funding industry whose members include
medical schemes, administrator organizations
and managed care organizations in South
Africa, Lesotho, Zimbabwe, Namibia, Botswana,
Mozambique and Swaziland. BHF has created a
Healthcare Forensic Management Unit (HFMU) to
combat healthcare provider fraud. Along with waste
and abuse, healthcare provider fraud has a dramatic
impact on the already constrained resources of the
medical schemes industry, thereby being detrimental
to the funding industry’s ability to ensure the best
possible patient care. It is estimated that at least
7% of medical aid claims are fraudulent and thefigure might be as high as 15%. HFMU has drawn
up an industry standard and guideline to streamline
co-operation and collaboration.
• Eli Lilly’s Bioethics Program is an independent
organizational unit reporting to the chief medical
officer. Amongst other activities, Eli Lilly instituteda Bioethics Framework for Human Biomedical
Research in 2010 to fill the void that existed
because most bioethics guidance focused on the
responsibilities of clinical investigators and ethics
review boards rather than industry sponsors. The
Eli Lilly Bioethics Framework consists of four basic
principles (respect for persons, beneficence, nonmaleficence and justice) and 13 essential elements
for conducting ethical human biomedical research.
In 2015 Eli Lilly published papers explaining how it
developed and implemented the framework in thehope it will stimulate discussion that benefits themultiple parties involved in pharmaceutical humanbiomedical research. Eli Lilly has also developed anumber of position statements related to bioethics
issues such as stem cell research, pediatric
medicine, and multinational clinical trials.
• MSD has joined forces with the Asia Pacific
Economic Cooperation (APEC) to drive public policychange which economically empowers womenand improves their health. MSD together with
Governments in the Philippines, Mexico and theUnited States, representatives from the public
and private sectors, as well as non-governmentalorganizations, worked together to develop a policy
toolkit aimed at better supporting women in thefollowing five areas: workplace health and safety;
health access and awareness; work-life balance;
sexual and reproductive health; and gender-based
violence. The toolkit was launched in the Philippines
in September 2015, and the first set of projects has
since been initiated. In October 2015 the toolkit waspresented in Mexico City to a conference of female
legislators representing 160 countries. Furthermore,
the 21 APEC member states have set the goalof incorporating toolkit components into theirlegislation by the end of 2019.
• When Mylan’s business went global in 2007 itlearnt that many manufacturers outside of theUnited States which were supplying to the UnitedStates market, were seldom or never inspectedby the U.S. Food and Drug Administration. Mylan
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SDG INDUSTRY MATRIX – SDG 16

played a crucial role in shaping landmark U.S.
legislation called the Food and Drug Administration
Safety and Innovation Act. The law expanded
the FDA’s authority and strengthened its ability
to safeguard and advance public health. Mylanbelieves that drug quality around the world is beingenhanced by its persistent and creative approach
to finding a legislative solution to restore a levelplaying field in the U.S. and increase FDA inspection
rates around the world.
• The South African Medical Device Industry
Association (SAMED) established a Government
Supply Process Committee which has worked
steadily towards partnering with Government inorder to overcome shortcomings in the supply
chain management (tender) systems, outstanding
payments and also the reporting of contraventions
for alleged corruption in Government supply chain
processes and legislation. SAMED members
supported the transition of tender processes fromthe National Treasury to the National Department
of Health, and the nationalization of infrastructure
standards for medical devices.

• Pharmaceutical Company Ltd has launched athree year program in Kenya in partnership with theglobal not for profit organization, Plan International,
to promote digital birth registration throughtrainings for community health workers and staff
in health clinics, the wider community and local
Government officers. The program targets digitalbirth registration of 25,000 children in 2 counties of
Kwale district in Kenya, with the goal of vaccinating
100% of children under 23 months in the targetedareas. The program aligns to and supports theGovernment’s ‘Kenya civil registration department
strategic framework 2013-2017’ supported by the
Ministry of Health and Education.

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SDG INDUSTRY MATRIX – SDG 17

SDG 17
Strengthen the means of implementation and revitalize
the global partnership for sustainable development
OPPORTUNITIES FOR ACTION• Strengthen the link between corporate and societal value creation and align the organization’s value creation
strategy to the Sustainable Development Goals.
• Adopt good practice principles and guidelines which better align business practices with sustainable
development.
• Engage in multi-stakeholder initiatives advancing sustainable development.
• Establish a robust impact measurement framework for corporate, multi-stakeholder partnership and industry
level contributions to sustainable development including regular monitoring and transparent evaluation andreporting.
• Collaborate with other healthcare and life sciences companies and stakeholders to provide industry
perspectives to Governments, policymakers, legislators and regulators on the sustainable development impactof legislative, regulatory and tax frameworks including recommendations for improvement.
LEADING BY EXAMPLE• Kitasato Daiichi Sankyo Vaccine Co., Ltd.
(KDSV) provided technical cooperation forstrengthening the capacity for measles (MR) vaccine
production to POLYVAC (the Center for Researchand Production of Vaccines and Biologicals in
Vietnam) from March 2006 to March 2010 as partof international cooperation between the Japaneseand Vietnamese Governments. Following this, KDSV
has been providing technical cooperation utilizing

the production technology for the MR vaccine undera five year contract which started in 2013. KDSV
will contribute to the establishment of MR vaccine
production in Vietnam and support a decrease in theinfection rate of measles and rubella.
• In 2015, Johnson & Johnson announced an
extended agreement with the Yale Open Data
Access Project to provide access to its portfolio
UN Photo Library

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SDG INDUSTRY MATRIX – SDG 17

of medical devices products, setting new industry
standards by being the first company to do so.
Johnson & Johnson is committed to enhanced
transparency and increased engagement withstakeholders.
• Mylan’s role in stemming the tide of HIV/AIDS
goes beyond supplying high quality, affordableanti-retrovirals. The company also works closelywith AIDS organizations to shape market policy
and with local Governments to determine how toswiftly implement HIV treatment guidelines. Mylan
reports that it is the only generic pharmaceuticalcompany working with the Global Fund to Fight
AIDS, Tuberculosis and Malaria on policy matters.
As the 2015/17 alternate board member of its
Private Sector Delegation, Mylan is advising the
Global Fund on how to make sure the impact of
its investments is sustainable. In addition, thecompany’s global scope combined with its deep
knowledge of local markets enables it to provide
its international AIDS partners with valuable
feedback on how their global goals can work in
individual countries. Mylan partners with a wide
variety of organizations including the Clinton HealthAccess Initiative; UNITAID; UNICEF; the Bill &Melinda Gates Foundation; Global Fund to Fight
Aids, Tuberculosis and Malaria; the World HealthOrganization; and the U.S. President’s Emergency
Plan for AIDS Relief (PEPFAR).
• In January 2012 Sanofi entered into a data sharing
collaboration with the Worldwide Antimalarial
Resistance Network (WWARN), to aid in its
attempt to detect and fight resistance to current
anti-malarial drugs around the world. Through thisagreement, Sanofi will provide data to WWARN’scentral database of information relating to antimalarial drug resistance, for medication developedby Sanofi and the Drugs for Neglected Diseases
initiative (DNDi). Although mortality rates due tomalaria have fallen by more than 25% since 2000,
these gains are now threatened by an emerging
resistance to the globally-recommended artemisinincombination therapies in Southeast Asia. It istherefore crucial that all stakeholders join forces tomonitor and fight the spread of these resistances
to life-saving drugs, and invest in the search for
new medicines. In 2013 Sanofi signed a similar
partnership with ACT Consortium in order to sharesafety data on this anti-malarial medicine withacademic researchers.

• The Global Health Innovative Technology
Fund (GHIT Fund) is a pioneering non-profit public
private partnership established by the Governmentof Japan, a consortium of six Japanesepharmaceutical companies including Takeda, theDaiichi Sankyo Group and the Bill & Melinda Gates
Foundation, aimed at promoting the discovery anddevelopment of new drugs to fight communicablediseases in developing countries. Takeda is
involved in various GHIT Fund initiatives including
agreements with Medicines for Malaria Venture
to develop two anti-malarial compounds (DSM265
and formulate ELQ300), and an agreement with theDrugs for Neglected Diseases initiative to develop
an innovative drug for the treatment of visceralleishmaniosis.

SDG INDUSTRY MATRIX – HEALTHCARE AND LIFE SCIENCES | 52

KEY CONTRIBUTORSThe UN Global Compact and KPMG International would like to convey their special
appreciation to the multi-stakeholder roundtable participants which included the following
individuals:

The UN Global Compact and KPMG International would like to thankthe many individuals, companies and organizations that contributed
to this publication with inspiration, ideas, company examples andfeedback through both the call for company submissions and themulti-stakeholder roundtable consultation (see list to the right).

Tebogo Dithung, Centre Administrator, Steve Biko Centre for Bioethics
Francis Akpan, Department of Health, Government of South Africa
Belinda Bhoodoo, Director of Corporate Affairs and Market Access, Eli Lilly
Murray Coombs, Occupational Medicine Specialist, UnileverAnuschka Coovadia, Africa Head of Healthcare, KPMG South Africa

The SDG Industry Matrix for Healthcare and Life Sciences is theresult of a collective effort involving many colleagues from the UN
Global Compact and KPMG International including:

Dr Hendrik Hanekom, Co-founder & Chief Executive Officer, Intercare
Gillian Hutchings, UN Global Compact Network, South Africa
Ahmed Jaffer, Chairman, KPMG in South Africa
Joubert Krugel, Head of Life Sciences, KPMG in South Africa
Chris Leiter, Global Healthcare Executive, KPMG International

UN Global Compact
Project Team:KPMG International
Project Team:

Lise Kingo

Lord Dr Hastings of Scarisbrick CBE

Executive Director

Global Head of Corporate Citizenship

Ole Lund Hansen

Mark Britnell

Chief, Leadership Programmes

Global Chair, Healthcare

Nessa Whelan

Chris Stirling

Senior Manager, Global Compact LEAD
Project Lead: whelan@unglobalcompact.org

Global Chair, Life Sciences

Serena Brown
Senior Manager, Global Development Initiative
Project Lead: serena.brown@kpmg.co.uk

Stavros Nicolaou, Senior Executive, Aspen Pharmacare
Emile Malan, Area Medical Operations Director - Africa and DC, GSK
Farzanah Mall, Director, Advisory & Risk Consulting, KPMG South Africa
Carol Marshall, Chief Director of Office of Standards Compliance, National Department of
Health Advisor to Department of Health, Government of South Africa
Mr Elias Masilela, Chair, UN Global Compact Network in South Africa
Zola Mtshiya, Head of Marketing, Branding and Communications, Board of Healthcare
Funders
Dr Konji Sebati, Chief Executive Officer, South Africa, IPASA
Ron Stuart, Director, KPMG South Africa
Dalene van Greune, Coordinator, KPMG in South Africa
Kobus Venter, Chief Executive Officer of Janssen Pharmaceutica (Pty) Ltd and ViceChairman of IPASA
Tony Vicente, Director, KPMG in South Africa
Danie Viljoen, Head of Occupational Health Services, Unilever
Tanya Vogt, Chief Operating Officer, South Africa, SAMED

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HEALTHCARE AND LIFE SCIENCES

Notes

SDG INDUSTRY MATRIX – HEALTHCARE AND LIFE SCIENCES | 54

Produced jointly by:

andDISCLAIMER: The views expressed in the publication do not necessarily represent the views of the United Nations Global Compact Office and KPMG International. The United Nations Global Compact Office and KPMG International make norepresentation concerning, and do not guarantee, the source, originality, accuracy, completeness or reliability of any statement, information, data, finding, interpretation, advice or opinion contained within the publication.
The examples have been developed strictly as learning resources. The inclusion of examples in this publication does not in any way constitute an endorsement of the individual companies nor their sustainable development policies by the United
Nations Global Compact Office and/or KPMG International Cooperative.
COPYRIGHT: This document is copyright-protected by the United Nations. The reproduction and distribution of this document for information purposes and/or use in participating in the UN Global Compact is permitted without prior permission
from the Global Compact Office. However, neither this document nor any extract from it may be reproduced, stored, translated, or transferred in any form or by any means (electronic, mechanical, photocopied, recorded, or otherwise) for any otherpurpose without prior written permission from the Global Compact Office.
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