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REPORTSustainability

April 2018 to March 2019

Takeda Brazil

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EXPEDIENTERelatório de Sustentabilidade2019 Base Ano Fiscal 2018da Takeda Brasil

TAKEDA

EXPEDIENTERelatório de Sustentabilidade2019 Base Ano Fiscal 2018

EXPEDIENTE

The Tsuru origami on the cover of this Sustainability Report repre-sents the desire for health, happiness and good luck. The Tsuru is a sacred bird and a symbol of longevity – it is believed to live for a thousand years.

The Tsuru has inspired many legends, including one involving the you-ng girl called Sadako Sasaki, who witnessed the atomic bomb dropped on Hiroshima when she was only 2 years old. She was not injured di-rectly by the bomb and led a normal life until she was diagnosed with leukemia a few years later. Her best friend, Chizuko, came to visit with origami papers and told her about the legend of the thousand Tsurus: if you folded a thousand paper birds, your wish would be granted. Sa-dako hoped the gods would cure her, and started folding the origami fi gures with the help of her family and friends who often came to visit her at the hospital. She died before completing one thousand Tsurus.

Takeda chose the Tsuru as a messenger of hope and peace, a fi tting symbol for the company’s declared mission to bring better health and a brighter future to people all over the world.

THE LEGEND OF THE THOUSAND TSURUS

R. do Estilo Barroco, 721 - Santo Amaro 04709-011 - São Paulo/SP

Av. das Nações Unidas, 14171 - 5º e 8º andaresTorre Ebony - Morumbi04794-000 - São Paulo/SP

www.takeda.com/pt-br/linkedin.com/company/takeda-pharmaceuticals/

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CONTENTSCLICK TO NAVIGATE THROUGH DESIRED CHAPTERSCLICK TO NAVIGATE THROUGH DESIRED CHAPTERSCLICK TO NAVIGATE THROUGH DESIRED CHAPTERS

ABOUTTHIS REPORT

MESSAGE FROM THE PRESIDENT

HIGHLIGHTS

TIMELINE

PRESENCE IN THEBRAZILIAN MARKET

ETHICS ANDTRANSPARENCY

ACCESS TO HEALTHCARE

TAKEDAPRIORITIES

THE TAKEDABUSINESS MODEL

COMPANYPROFILE

TAKEDA BRAZILEXECUTIVE TEAM

HUMAN RESOURCESPRACTICES

ENVIRONMENT

ONETAKEDA

AGILEPROGRAM

STAKEHOLDERS

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Whenever you fi nd this icon on the pages of this report, it means that we have prepared a link for you to click.

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In line with Takeda’s Corporate Social Responsibility guidelines, this Report features our key CSR initiati-ves during Fiscal Year 2018 (from April 2018 to March 2019).

In the next pages, we share our Mission, Vision 2025 and commitments, and present Takeda’s respectable trajectory over 238 years.

The report also outlines Takeda’s product lines and innovative portfolio, with additional relevant informa-tion on our market presence, production plant, indus-try numbers and our local actions to promote better health through cutting-edge medicines and unwavering patient focus.

Our relations with different interested parties are shown in our stakeholder map, and we also introduce our actions directed to the third sector and the ini-

tiatives for employees, ranging from career plans to training programs and tuition allowances.

Takeda’s ongoing good practices in Human Resour-ces have been recognized by the important national awards listed.

The company believes that investing in people and upholding sound, consistent values is the first step towards sustainable growth.

In Governance, we detail our Code of Ethics and the transparency and business conduct policies that guide our everyday activities.

In Environment, we underscore Takeda’s commitment to environmental management and our efforts to ensu-re a sustainable operation.

ABOUT THIS REPORT

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We are delighted to publish, for the fi rst time in Brazil, this Sus-tainability Report 2019 for Fiscal Year 2018 (April 2018 to March 2019).

This document contains relevant information we wish to share with our stakeholders, and shows how our actions - based on Integrity, Justice, Honesty and Perseverance - defi ne who we are.

Patients are at the center of everything we do, and that is the way we work to create value for society.

Our Corporate Social Responsibility helps us ensure organiza-tional sustainability, so we can pursue our mission to promote better health and a brighter future for people around the world.

Our patient-centered approach is driven by our commitment to deliver innovation in the areas chosen for our Research & De-velopment eff orts: Oncology, Gastroenterology, Neuroscience, Rare Diseases, Plasma Derived Therapies and Vaccines.

At Takeda, everyone is responsible for promoting health – this idea permeates the daily activities of all teams within Takeda.

Fiscal year 2018 was very important for Takeda. The company maintained its growth momentum and worked globally to ex-pand patient access to innovative medicines and therapies.

The company advanced signifi cantly with the Shire acquisition in January 2019, with Takeda now being ranked among the 10 largest pharmaceutical companies worldwide by revenue.

We succeeded in meeting challenging goals thanks to our te-am’s high level of commitment, and we can celebrate important results.

On the following pages, you can read more about some of the projects we believe will drive further growth.

Best Regards

MESSAGE FROM THE PRESIDENT

Patients are at the center of everything we do. We work to cre-

ate value for society by promoting better health and a brighter future for people around the world.

Renata CamposPresident, Takeda Brazil

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HIGHLIGHTS

238 yearsof existence

Fastest-growing pharmaceutical

company in the last 12 months among the 10 largest in Brazil(in Retail)

Operates in more than 80 countries

2 consecutive times one of the Best Companies for Women to

Work GPTW (2017 - 2018)

5 times Great Place to Work by GPTW and GPTW Healthcare (2014 - 2018)

More than 30 mil employees, 1,400 in Brazil

50% women leaders

43% women on the Executive Committee

# 1 in the Career Value Award(category: 1001 to 1500 employees)

1st place in the Você SA ranking, ofBest Companies to Work among Brazilian

pharmaceutical companies - 2018

More than 3,000 Takeda customer service

contacts every month

7.674 patients enrolled in Patient Support Programs (PSP) and 39 in

Patient Aid Programs (PAP)

98,8% employee participations in Ethics and Compliance training

programs

More than 43,000 lives impacted by donation/volunteer projects

Certified RA1000 by Consumer Institute“Reclame Aqui” (2019) for excellence in

responding to customer service contacts

More than 33,000 lives impacted by Corporate Social Responsability projects

2.309 employee participa-tions in volunteer actions

7 consecutive years as a Top Employer, for excellence in HR practices (2013 a 2019)

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3

2

10 years in the United Nations Global Compact

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4

6

7

8

10

12

12 13

14

15

16

17

18

19

20

21

1

9

11

12

16

18

21

2 65 7 1413 15 17 19 20 Takeda Brazil

SOURCES:

Love Mondays (2016 a 2019)

8 Top Employer (2013 a 2019)

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4 10

IQVIA/PMB (September19 MAT)

Relatório Global de Sustentabilidade da Takeda 2018

Você AS (2018)

GPTW (2017 – 2018)

Reclame Aqui (2019)

Valor Carreira (2018)

GPTW (2014 – 2018)

4 times 1st place in the Love Mondays pharmaceutical industry ranking

(2016 a 2019) 9

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HIGHLIGHTS

238 yearsof existence

Fastest-growing pharmaceutical

company in the last 12 months among the 10 largest in Brazil(in Retail)

Operates in more than 80 countries

2 consecutive times one ofthe Best Companies for Women to

Work GPTW (2017 - 2018)

5 times Great Place to Work by GPTW andGPTW Healthcare (2014 - 2018)

More than 30 mil employees, 1,400 in Brazil

50% women leaders

43% women on the Executive Committee

# 1 in the Career Value Award(category: 1001 to 1500 employees)

1st place in the Você SA ranking, ofBest Companies to Work among Brazilian

pharmaceutical companies - 2018

More than 3,000Takeda customer service

contacts every month

7.674 patients enrolled in PatientSupport Programs (PSP) and 39 in

Patient Aid Programs (PAP)

98,8% employee participationsin Ethics and Compliance training

programs

More than 43,000 lives impacted bydonation/volunteer projects

Certified RA1000 by Consumer Institute“Reclame Aqui” (2019) for excellence in

responding to customer service contacts

More than 33,000 lives impacted byCorporate Social Responsability projects

2.309 employee participa-tions in volunteer actions

7 consecutive years as a Top Employer, for excellence in HR practices (2013 a 2019)

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3

2

10 years in the United Nations Global Compact

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6

7

8

10

12

12 13

14

15

16

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18

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21

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9

11

12

16

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2 65 7 1413 15 17 19 20 Takeda Brazil

SOURCES:

Love Mondays (2016 a 2019)

8 Top Employer (2013 a 2019)

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4 10

IQVIA/PMB (September19 MAT)

Relatório Global de Sustentabilidade da Takeda 2018

Você AS (2018)

GPTW (2017 – 2018)

Reclame Aqui (2019)

Valor Carreira (2018)

GPTW (2014 – 2018)

4 times 1st place in the Love Mondays pharmaceutical industry ranking

(2016 a 2019) 9

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THE TAKEDA BUSINESS MODEL

VISION 2025

We serve the needs of our patients, whe-rever they may be.

We earn the trust of society and our cus-tomers by putting our Values of Integrity, Fairness, Honesty and Perseverance into practice.

We are recognized as best-in-class for our agility and innovation. This allows us to keep developing new products and growing year after year.

What the company aspires to become by 2025

FOR OUR FUTURE

Social and Rela-tionship Capital

Company assets

As a patient-centered, innovation-driven global pharmaceutical company with around 240 years of history, Takeda strives to create sustainable value.

Our values and our priorities

Our business is based on our corporate philosophy

Human Capital

Intellectual Capital

Manufactured Capital

Natural Capital

Financial Capital

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TAKEDA PRIORITIESAt Takeda we take action and make decisions by focusing on our four

priorities in the following order:

PATIENTS

REPUTATION BUSINESS

TRUSTThe health, well-being and safety of our patients come first.

We respect patients and protect their privacy.

We maintain appropriate, fair relations with pa-tient organization.

We provide objective and accurate information about our products and the diseases they treat or prevent.

We respect the relationship between patients and their healthcare professionals.

We are objective and transparent when interac-ting with healthcare professionals.

We strive for the highest standards of integrity in our research activities.

We are honest and fair when interacting with external stakeholders.

We avoid actions that may conflict with the com-pany’s interests.

We seek to have a positive impact on the communities in which we operate.

We treat company property and information with due care and use them only for their inten-ded purposes.

We conduct our business with integrity.

We act responsibly in Takeda business commu-nications.

We create a diverse, inclusive, safe, open and colla-borative work environment in which employees can contribute, act and grow as individuals.

We respect and protect the property and informa-tion of others.

We encourage honest conversations, as well as diversity in thoughts and opinions.

We stand for integrity.

Develop the BUSINESS

Place the PATIENTin the heart ofwhat we do

Reinforce our REPUTATION

Build TRUST with the society

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1781

1871

Chobei Takeda sets up his business and begins selling traditional Japanese and Chinese medicines in Doshomachi, Osaka, a commercial hub for such products in Japan.

The acquisition of Millennium Pharmaceuticals promotes innovation in Oncology.

Manufacturing starts at the Takeda Pharmaceutical Plant in Osaka, Japan.

Takeda becomes the first Japanese company to import western medicines. Takeda joins the United

Nations Global Compact and strengthens CSR activities.

1960

The Takeda Science Foundation is established to

encourage promising research and science

technologies in relevant fields.

Takeda joins the LEAD Program to implement and disseminate the 10 Global Compact principles in human rights, labor standards, environment and anti-corruption.

Nycomed acquisition expands Takeda's

global presence to more than 70

countries around the world.

Takeda shifts R&D focus to position the company at the forefront of innovation.

Global Launch of the Takeda Vision 2025.

1914

1933

First Research & Development activities and first exports to

the USA, Russia and China.

1940

1963

The Nori principles serve as the foundation

for Takeda-ism, based on the belief that

people are the key to a company's success.

Takeda Medicinal Plant Conservation Garden opens.

Takeda, Kyoto University and CiRA (Center for iPS

Cell Research and Application) join efforts

to form T-CiRA and advance the future of

regenerative medicine.

The Shoshisha Foundation is created to support talented, deserving students who lack financial means to pursue their studies.

The Takeda Initiative supports the development of healthcare professionals in Africa.

Global acquisition of Shire Pharmaceuticals.

1895

TIMELINE

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Chobei Takeda sets up his business and begins selling traditional Japanese and Chinese medicines in Doshomachi, Osaka, a commercial hub for such products in Japan.

2008The acquisition of Millennium Pharmaceuticals promotes innovation in Oncology.

Manufacturing starts at the Takeda Pharmaceutical Plant in Osaka, Japan.

Takeda becomes the first Japanese company to import western medicines.

2009

Takeda joins the United Nations Global Compact and strengthens CSR activities.

The Takeda Science Foundation is established to

encourage promising research and science

technologies in relevant fields.

20112011

Takeda joins the LEAD Program to implement and disseminate the 10 Global Compact principles in human rights, labor standards, environment and anti-corruption.

Nycomed acquisition expands Takeda's

global presence to more than 70

countries around the world.

20162016

Takeda shifts R&D focus to position the company at the forefront of innovation.

Global Launch of the Takeda Vision 2025.

First Research & Development activities and first exports to

the USA, Russia and China.

The Nori principles serve as the foundation

for Takeda-ism, based on the belief that

people are the key to a company's success.

Takeda Medicinal Plant Conservation Garden opens.

2015

2018

Takeda, Kyoto University and CiRA (Center for iPS

Cell Research and Application) join efforts

to form T-CiRA and advance the future of

regenerative medicine.

The Shoshisha Foundation is created to support talented, deserving students who lack financial means to pursue their studies.

2010The Takeda Initiative supports the development of healthcare professionals in Africa.

Global acquisition of Shire Pharmaceuticals.

TIMELINE

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Strategic MapCorporate Social

Responsability Guideline

COMPANY PROFILE

The Strategic Map is a graphical representation of Takeda’s plan to overcome challenges while pursuing its mission and vision for the future.

The map has four dimensions:

During Fiscal Year 2018, 10 strategic projects were selected for implementation by the end of Fiscal Year 2019 (April 2019 to March 2020).

Companies are part of society, so Takeda uses a broa-der holistic approach to develop social activities that not only create, but also sustain corporate value in the long term.

Takeda’s Corporate Social Responsibility Guideline is based on placing the patient at the center and opera-ting a pharmaceutical company that creates excellent products. The company strives to maintain and expand sound business activities while engaging in efforts to promote a sustainable society.

By creating sustainable value through corporate social responsibility, Takeda builds trust with society, streng-thens its reputation and further develops its pharma-ceutical business. The company bases its activities on internationally recognized guidelines, such as the ten principles of the United Nations Global Compact and other long-term international standards, as the Sustai-nable Development Goals.

In Brazil, Corporate Social Responsibility is focused on improving access to healthcare, especially in geogra-phic and therapeutic areas with greater unmet medical needs, and also on disease prevention, contributing to healthier communities.

Research & Development (R&D) efforts are focused on four therapeutic areas: Oncology, Gastroenterology (GI), Rare Diseases and Neuroscience. We also make targeted R&D investments in Plasma-Derived Therapies and Vaccines.

The company invests in cutting-edge technology and has global facilities to advance a portfolio that creates significant value for populations in areas of widely unmet medical needs.

Product Line

FINANCIAL

CUSTOMERS

PROCESSES

PEOPLEEnsure they are the foundation of the company’s business.

Deliver excellence and agility in everything the company does.

Ensure patients are at the heart of everything we do and that we are best-in-class in the eyes of our customers.

Generate solid results, contributing to a sustainable business.

ONCOLOGY GASTRO-ENTEROLOGY NEUROSCIENCE

RARE DISEASES

PLASMA-DERIVEDTHERAPIES VACCINES

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TAKEDA BRAZILEXECUTIVE TEAM

Renata CamposPresident, Takeda Brazil

Fabio SalataExecutive Director,Hematology

Igor GomesExecutive Director, Business Operations and Market Access & PatientServices (interim)

Joni JorgeExecutive Director, Finance

Daniel GuedesExecutive Director, OTC

Ana Paula NevesExecutive Director, Ethics & Compliance

Fabiano OzórioExecutive Director,Sales

Veronika FalconerExecutive Director,Human Resources

Flavio PerottiExecutive Director,Vaccines

Danielle LeãoExecutive Director,Rare Diseases

Ana Paula SalamaExecutive DirectorLegal, Brazil

Renata PiresExecutive Director,Regulatory Affairs

Eduardo AlmeidaExecutive Director,Oncology

Abner LobãoExecutive Director, Medical Affairs

Rodrigo RodriguezExecutive Director, Gastro-enterology, Neuroscience & General Medicine (Interim)

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Innovation is the driving force for our Research & Development.

Takeda is focused on developing highly innovative medicines that make a difference in people’s lives, advancing new treatment options.

Takeda’s collaborative R&D engine drives a robust and diverse portfolio in different areas.

Employees share the commitment to improve pa-tients’ quality of life as they work along healthcare partners in approximately 80 countries and regions.

In Brazil alone, over 3,100 patients participated in local clinical studies in Fiscal Year 2018.

Brazil is among Takeda’s top 5 operations worl-dwide and is part of Takeda’s Growth & Emerging Markets (GEM) Business Unit. Like China and Russia, it is independently managed for total fo-cus and dedication to local opportunities that can drive sustainable growth and serving the unmet needs of patients.

The local operation is led by Renata Campos, who reports directly to Ricardo Marek, President of the Growth & Emerging Markets Business Unit (GEM).

In the Retail market, Takeda had the highest 12-month growth rate among the 10 largest pharmaceutical companies in Brazil.

Exclusive R&D Engine

PRESENCE IN THE BRAZILIAN MARKET

2 ADMINISTRATIVE OFFICESIN SÃO PAULO/SP

2 WAREHOUSES - ITA-PEVI/SP AND ITAJAÍ/SC

QUALITY CONTROL LABORATORY IN SÃO PAULO/SP

JAGUARIÚNA PLANT/SP

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Takeda uses this Best-in-Class survey to assess how the company is perceived by customers and to explore how it can further deliver excellence in customer service.

The company believes that serving customers well and having a comprehensive strategy will ultimately benefi t patients even more.

In Fiscal Year 2018, the company advanced in all BIC pillars as listed below, growing 13% over the previous year: Takeda is now one of the

top 3 pharmaceutical companies in the country by revenue

BEST IN CLASS SURVEY - (BIC)

To be perceived as the BEST-IN-CLASS by customers

Improve Reputation,STRENGTHEN FINANCIAL PER-

FORMANCE, Serve Patients

OBJECTIVE RESULT

Does Takeda have a visible commitment to the therapeutic classes?

Does Takeda ensure maximum patient access to treatment?

Does Takeda understand customer needs and provide customized solutions?

Does Takeda promote long-term rela-tionships?

The BIC - Customer survey asks four key questions:

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3

2

1

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Code of Conduct Reporting Channel

MonitoringEthics & Compliance Week

ETHICS AND TRANSPARENCY

Takeda’s Global Code of Conduct provides a solid fra-mework for the highest standards of ethical behavior, establishing clear principles that employees must follow in their daily activities. The Code also helps the team protect Integrity, a value that is deeply rooted in the company’s history and one of the pillars underpinning Takeda-ism: Patient, Trust, Reputation, and Business.

The reporting channel was launched in 2013 so em-ployees and third parties can easily report any possible violations of the Code of Conduct, as well as infringe-ment of any applicable company policies and procedu-res. The hotline and portal operate 24/7 in Portuguese; the portal can be found on the Takeda Intranet and on the Takeda website.

Takeda conducts regular reviews of high-risk activities to make sure they comply with internal procedures.

The results of the quarterly assessment are shared with the areas and leaders in order to correct any problems found and prevent their recurrence. Every fiscal year, the team introduces the necessary adjustments and defines the high-risk areas to be monitored.

In addition to periodic training programs, the company promotes the Ethics & Compliance Week, with fun activities designed to reinforce key principles. Parallel online activities help engage the sales force.

To date, three editions of the E&C Week and one of E&C Online Games were held (All Latin American participa-ted in the online activities).

394 participants in the last edition of the E&C

Week, 332 online and 62 in face-to-face activities.

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COMPROMISSOS

UN Global Compact Relationship with Class Associations(Industry Association Codes of Conduct)

In March 2019, Takeda celebrated its 10th anniversary of joining the United Nations Global Compact, the offi -cial private sector group committed to the Sustainable Development Goals (SDGs).

The Global Compact is a call for companies to align their strategies and operations and develop actions that con-tribute to tackling social challenges.

The member companies are committed to the global sustainability agenda.

Takeda complies with the Codes of Conduct issued by INTERFARMA (Pharmaceutical Research Association), ABIMIP (Brazilian Association of the OTC Industry) and SINDUSFARMA (Pharmaceutical Industry Union).

Theses Codes are an important part of Takeda’s Integri-ty Program, which aims to mitigate the risk of corrup-tion and ethical misconduct and to promote industry practices, actions and attitudes based on the highest ethical standards. Takeda employees are trained to observe these Codes of Conduct and to always make decisions based on company values.

TRAINING AND COMMUNICATION

Ethics & Compliance training is available in face-to-face programs and in e-learning format. There are 20 online programs on the Code of Conduct and company poli-cies. In March 2018 (end of the Fiscal Year), the partici-pation rate was 98.8%.

Face-to-Face training takes place mainly during the Sa-les Convention and the Ethics & Compliance Week (held

at the company’s offi ces) but may also be applied on demand. All announcements regarding new procedu-res, updates, and reminders are emailed to applicable audiences.

For engagement, Takeda uses Yammer (corporate social network) and support materials such posters spread throughout company facilities.

Online training

Code of Conduct Anti-Corruption Policy

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POSITIVE WORKENVIRONMENT

1. TALENTACQUISITION

2. PERFORMANCEMANAGEMENT

5. RECOGNITIONAND REWARD

VALUES ANDCOMPETENCIES

MYCARREER

3. TRAINING ANDDEVELOPMENT

4. DEVELOPMENTACTIONS

HUMAN RESOURCES PRACTICES

Takeda sees professional careers as a two-way street: The company provides possibilities/resources; em-ployees take charge of their careers by seeking constant development and overcoming challenges.

The people management cycle and HR practices in the company are represented as a windmill, with the employee proactively developing his career in the center.

The windmill paddles represent the people management areas within Takeda:

• Talent Acquisition must be aligned with the company’s competences and values;

• Performance Management must drive relevant contribu-tion;

• Training and Development Ac-tions should effectively support professional growth;

• Recognition and Reward should celebrate achievements and honor outstanding perfor-mance.

The area called Recruitment and Selection in Brazil (globally known as Talent Acquisition) is the company gateway.

Takeda is careful and thorough when analyzing professional profiles and selecting talents.

Takeda’s performance management process is based on Quality Conver-sations, a methodology devised to promote ongoing, trust-based dia-logues between leaders and team members.

Annual performance reviews assess results obtained in individual goals and objectives (“What we do”) and demonstrated competencies (“How we do it”). The desired compe-tencies are defined in the Takeda Global Competencies Guide.

Takeda offers career development programs for employees to expand and improve their technical skills and behaviors, and thus advance their career development. Development actions are based on the 70-20-10 methodology (70% - hands-on experience, 20% - coa-ching and 10% - formal training). Takeda offers a variety of oppor-tunities to serve different needs: job rotation, mentoring, coaching, Training Matrix, Takeda University, Educational Grants, Technical Trai-ning, Global Training, Accelerator Program and Leadership Academy, among others.

TALENT ACQUISITION PERFORMANCE MANAGEMENT DEVELOPMENT ACTIONS

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RECOGNITION & REWARD

Strategic

Expressing Values

Continuous Improvement

Jubilee

Best Practices

Remarkable Contribution

Projects directly linked to the com-pany’s strategic map and priorities. Projects are nominated by the Executive Directors, and the Takeda Executive Committee chooses up to twelve winning projects. Last year, the twelve awarded projects inclu-ded commercial actions and the cre-ation of a patient access program, besides other Human Resources initiatives and reputation projects.

Voucher as a token of appreciation for expressing important values: Passion, Innovation, Transparency, Commitment, Teamwork or Diver-sity.

In this pillar, all regular employees with formal employment agree-ments and also interns can submit their ideas on improvement prac-tices in the following categories: Quality, Products, Innovation, Hygiene, Safety and Environment. Projects are evaluated by Takeda’s Executive Committee. Last year, the nine awarded projects presented ideas for improving business rela-tionships, resource allocation, and new process designs.

Tribute for service time, for one year and every other five years.

Each department can submit up to five projects in one of the following categories: Patient Focus, High Effi-ciency, High Performance.

Projects are chosen jointly by Take-da’s executive group. Twelve pro-jects were awarded between April 2018 and March 2019, including social responsibility actions, systems integration and implementation, and digital marketing campaigns.

High-performance employees who exceeded their goals are recognized with cash prizes (for regular em-ployees only).

The “Fale Conosco” (“Contact Us”) channel receives questions and suggestions from Takeda employees related to any company theme. It is a convenient and confidential way for employees to voice con-cerns, ask questions and get the answers they want without exposure.

The channel is managed by Human Resources: HR forwards questions and suggestions as needed and reports back within 48 hours. At the end of each month, the President receives a report on the topics and responses, preserving employee anonymity.

Employee Hotline

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Training Actions

Support and guide new hires as they join Takeda. For smoother integration, Takeda Brazil relies on the Buddy Program, with more experienced co-workers helping their new colleagues.

Encouraging frequent and natural quality conversations between managers and subordinates for greater impact. Shifting from a procedure-oriented mindset to a fluid, interactive model where both employees and their managers are actively engaged.

Empowering employees and managers to be responsible and proactive.

New trends and practices in people management and leadership, project management, finance and value chain.

Takeda compensation principles, company structure and meritocracy.

Updated concepts and methods for optimizing time mana-gement and productivity in everyday activities.

Developing communication skills for better interactions with superiors, peers and internal clients.

Globally expected behaviors for Takeda Leaders as they im-plement required strategies and transformations.

ONBOARDING

OPEN THE BLACK BOX

EFFICIENCY CULTURE

PLP – PRACTICAL LEADERSHIP PROGRAM

LEADERSHIP BEHAVIOR(FOR SENIOR MANAGERS AND DIRECTORS)

QUALITY CONVERSATIONS

ACCOUNTABILITY

LEADERSHIP ACADEMY (FOR MANAGERS AND DIRECTORS)

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ADDITIONAL PROGRAMS

Accelerator

Coaching

Mentoring

MBA and Languages

QualityConversations

Open theBlack Box

Practical Leadership Programme (PLP)

LeadershipAcademy

The ADT (Talent Acceleration) program was designed to boost the development of high-potential professionals in their early career stages.

The goal is to optimize employee performance and future potential. Offered on demand in career transi-tion and other situations presenting opportunities for potential development.

A career development tool based on building andfostering professional exchange relationships.

The company contributes with 50% of the tuition in postgraduate courses, MBA programs and language courses for eligible employees with at least six months’ service, provided such programs are considered neces-sary for their career development.

13 employees 4 coacheesMBA

LANGUAGES

25 employees

66 employees

77 mentees45 mentors

90% 91%90% 95%93%

TOTAL ELIGIBLE EMPLOYEES TRAINED

RESULT

ACCELERATORMENTORING

COACHING

EDUCATIONALALLOWANCE

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AWARDS & CERTIFICATIONS

ATakeda has received important awards and certifi-cations for its good Human Resources practices.

The company offers relevant benefits: employees may take a day off on their birthday or on the birthday of a child aged under 12; the extended paternity leave is 20 calendar days; employees have an allowance for medicines and vaccines are reim-bursed; there are special discounts for gyms and therapeutical massage; options of home office, flexible hours and time compensation, among others.

The awards reflect Takeda's attention to employees’ well-being: the company believes that a stimulating, healthy and inclusive environment for employees has a direct impact on the company's main objective, which is placing the patient at the heart of every-thing we do.

From its early days, Takeda Brazil has always sought to be best-in-class in the eyes of employees and to be increasingly aligned with the values of Takeda--ism.

The company collected seven Top Employer seals for excellence in Human Resources practices.

ATakeda has received important awards and certifi-cations for its good Human Resources practices.

The company offers relevant benefits: employees may take a day off on their birthday or on the birthday of a child aged under 12; the extended paternity leave is 20 calendar days; employees have an allowance for medicines and vaccines are reim-bursed; there are special discounts for gyms and therapeutical massage; options of home office, flexible hours and time compensation, among others.

The awards reflect Takeda's attention to employees’ well-being: the company believes that a stimulating, healthy and inclusive environment for employees has a direct impact on the company's main objective, which is placing the patient at the heart of every-thing we do.

From its early days, Takeda Brazil has always sought to be best-in-class in the eyes of employees and to be increasingly aligned with the values of Takeda--ism.

The company collected seven Top Employer seals for excellence in Human Resources practices.

ATakeda has received important awards and certifi-cations for its good Human Resources practices.

The company offers relevant benefits: employees may take a day off on their birthday or on the birthday of a child aged under 12; the extended paternity leave is 20 calendar days; employees have an allowance for medicines and vaccines are reim-bursed; there are special discounts for gyms and therapeutical massage; options of home office, flexible hours and time compensation, among others.

The awards reflect Takeda's attention to employees’ well-being: the company believes that a stimulating, healthy and inclusive environment for employees has a direct impact on the company's main objective, which is placing the patient at the heart of every-thing we do.

From its early days, Takeda Brazil has always sought to be best-in-class in the eyes of employees and to be increasingly aligned with the values of Takeda--ism.

The company collected seven Top Employer seals for excellence in Human Resources practices.

Four times first pharmaceutical company in the Love Mondays ranking, an online platform that gathers anonymous and spontaneous employee reviews of the companies they work or worked for.

Five times Great Place to Work (GPTW), a global benchmark for superior work environments: Takeda Brazil stands out among pharmaceutical companies in Brazil.

Two consecutive awards from Great Place to Work (GPTW) as Great Place for Women to Work and also twice Great Company to Work -- Healthcare.

First place in Você SA's Best Companies to Work in the Brazilian pharmaceutical industry (the survey is based on the Happiness at Work Index).

Number 1 in Valor Carreira among companies with 1001 to 1500 employees.

Recognized for best talent development practices by the Women in Leadership survey, carried out by Exame Magazine, the Women in Leadership Institute in Latin America (WILL) the Getúlio Vargas Founda-tion (FGV).

Four times first pharmaceutical company in the Love Mondays ranking, an online platform that gathers anonymous and spontaneous employee reviews of the companies they work or worked for.

Five times Great Place to Work (GPTW), a global benchmark for superior work environments: Takeda Brazil stands out among pharmaceutical companies in Brazil.

Two consecutive awards from Great Place to Work (GPTW) as Great Place for Women to Work and also twice Great Company to Work -- Healthcare.

First place in Você SA's Best Companies to Work in the Brazilian pharmaceutical industry (the survey is based on the Happiness at Work Index).

Number 1 in Valor Carreira among companies with 1001 to 1500 employees.

Recognized for best talent development practices by the Women in Leadership survey, carried out by Exame Magazine, the Women in Leadership Institute in Latin America (WILL) the Getúlio Vargas Founda-tion (FGV).

Four times first pharmaceutical company in the Love Mondays ranking, an online platform that gathers anonymous and spontaneous employee reviews of the companies they work or worked for.

Five times Great Place to Work (GPTW), a global benchmark for superior work environments: Takeda Brazil stands out among pharmaceutical companies in Brazil.

Two consecutive awards from Great Place to Work (GPTW) as Great Place for Women to Work and also twice Great Company to Work -- Healthcare.

First place in Você SA's Best Companies to Work in the Brazilian pharmaceutical industry (the survey is based on the Happiness at Work Index).

Number 1 in Valor Carreira among companies with 1001 to 1500 employees.

Recognized for best talent development practices by the Women in Leadership survey, carried out by Exame Magazine, the Women in Leadership Institute in Latin America (WILL) the Getúlio Vargas Founda-tion (FGV).

BRASIL

Melhores EmpresasPara TrabalharSaúde

5ªEd.

23

First Symptoms

Diagnosis

Treatment

Patients in PatientSupport and Aid

Programs

ACCESS TO HEALTHCARE

Takeda Patient Support and Patient Aid Programs offer a range of services to patients, caretakers and their families, providing the necessary support to enable patients to have a healthier life and a brighter future. A total of 7,713 patients are currently enrolled in the eight programs.

This initiative shows that the company’s declared commitment to place the patient at the heart of everything goes beyond words: it is translated into effective action.

Access to Healthcare is more than just an area within Takeda. This ambition permeates the daily activities of all teams at Takeda, and is essential for a pharmaceutical company that places the patient at the center of everything.

Several Takeda projects were developed to facilitate access to treatment, such as the Patient Support Programs and the Patient Aid Program. The company stages major events to discuss relevant issues and provide additional information to patients.

7.713

Takeda carries out journey mapping studies to better understand what patients go through in each stage of their treatment.

Patient journey maps are then used to devise possible solutions and address unmet patient needs across the country.

During FY18, Takeda developed about 10 studies involving more than 2,500 patients and 800 doctors.

Patient Journey Studies

PATIENT SUPPORT PROGRAMS

24

In partnership with Studio Folha, Takeda promoted the 2nd Health Journey - “A Blueprint for Success - Brazil Summit”, bringing together key industryplayers to discuss a common agenda aiming to improve patient access tohealthcare.

An unprecedented survey by Ibope Inteligência and IQVIA with more than 1,500 respondents was presented during the event, showing the key hur-dles reported by patients seeking access to treatment and medicines in the public and private systems.

The study found that a major bottleneck is access to prevention, diagnosis and treatment.

Considering total data from both public service (SUS) and supplementary healthcare users:

One of the most memorable mo-ments of the 2nd Health Journey - “A Blueprint for Success - Brazil Summit” was the Patient Roundtab-le, with inspiring examples of people who have learned to cope with their chronic diseases and today help other patients by disseminating

information and encouragement. Difficulties in obtaining a diagno-sis and access to information and treatment were the main obstacles reported by the four guests, who all agreed that the greatest unmet pa-tient need is to receive comprehen-sive care.

are satisfied with the healthcare system;

medical consultations per respondent in the past year;

weeks wait on average to get an appointment;

years since last medical checkup.

minutes is the average duration of medical consultations;

Patient Roundtable

19%

6,7

6,4

3,517

21/10/2018 Folha Impressa - Acervo

https://acervo.folha.com.br/digital/issuePrint.do?key=p-6102942&issueId=48495 1/1

HEALTH JOURNEY - A BLUEPRINT FOR SUCCESS

25

STAKEHOLDERS

Patients and patient associations have become increasingly relevant in the Brazilian society.

Takeda is committed to listening to them, learning their needs, desires and opinions -- this is the way to provide better health and a brighter future for patients around the world.

The company aims to have a positive impact in society by ensuring quality and safe-ty in innovative medicines to improve life expectation and quality of life for popula-tions worldwide.

PATIENTS

Patients

Employees

RegulatoryAgencies

Hospitals

Community

Press/MediaHealthcareManagement

Systems

HealthcareProfessionals

Suppliers

Pharmacies

DistributorsDistributorsDistributors

26

The area receives an average of 3,200 monthly contacts and the goal is achieve resolution in the first consumer interaction.

SAC data management and the collaboration with other internal areas contribute to build strategic knowled-ge and strengthen the business -- customer service is the perfect area to show Takeda is a patient-centered, value-based company.

Continuous improvement, digital tools and focus on excellence are fundamental tools in customer service activities.

Takeda SAC was certified RA1000 by consumer pro-tection website “Reclame Aqui” for quality in customer service.

This award recognizes value-based work where patients come first, Takeda’s way to build trust with patients, healthcare professionals and society so as to advance a sustainable business.

PHARMACOVIGILANCE AND CUSTOMER SERVICE (SAC)

In order to better serve patients, the Takeda Pharmaco-vigilance area monitors after-sales product safety, while Customer Service (SAC) provides an open channel to hear patient concerns.

Quality is assured throughout the manufacturing pro-cess of all medicines to ensure the safety and effective-ness of our products.

After launching the products in the market, the com-pany remains alert to collect and update information on possible adverse effects, especially those reported by patients themselves through the Customer Service line.

The company is focused on providing quality patient care through different communication channels, besides the 0800 toll-free number printed on all packaging.

Takeda Customer Service (SAC) provides information and technical support to healthcare professionals, consumers and customers in general, answering a wide range of product questions, aiming for excellence and customer satisfaction.

recognition for excellence in dealing with consumer concerns

27

Focus Group with Inflammatory Bowel Disease Patients

Takeda Brazil promoted five meetings (one fa-ce-to-face and four via WebEx) with IBD Patient Associations, in partnership with ABRALE (Brazilian Association of Lymphoma and Leukemia).

The topics included fundraising, volunteering, use

of social media and advocacy/public policies, in a rich exchange of experiences.

A quick survey found that 95% of the participating associations found it feasible to implement what they learned in their management routines.

Meetings with Inflammatory Bowel Diseases Patient Associations

The Patient Association Relations area collaborates on solutions to enable access to healthcare. Activi-ties developed by this area include technical training for organizations and campaigns (corporate and

sponsored) on various diseases. The goal is to edu-cate patients on their condition and raise awareness about the importance of maintaining healthy habits.

ENGAGEMENT WITH PATIENT ASSOCIATIONS

The first Takeda Brazil Focus Group with patients suffering from Inflammatory Bowel Disease (Crohn’s Disease and Ulcerative Colitis) took place on October 5, 2018, to better understand the journey of those living with these chronic diseases.

Fourteen patients from the private and public health systems from 10 Brazilian states were invited to join the debate.

As part of the Hodgkin’s Lymphoma Awareness Campaign, Takeda coordinated a panel within the Congress called “All Together Against Cancer - TJCC”-, in partnership with medical hematologist Dr. Paola Torres, to raise awareness about the disease, focusing on the importance of early diagnosis and patient em-powerment. The event held in September 2018 had the participation of renowned Dr. Drauzio Varella and was moderated by journalist Fernando Rocha. A web series called “Sertão de Dentro” was recorded and published in partnership with Dr. Drauzio Varella and Dr Paola Torres, telling the saga of patients from the Brazilian northeastern backlands in search of treat-ment for the disease.

Takeda Symposium - Hodgkin’s Lymphoma: Overview of the Disease, From Diagnosis to Cure Perspective

28

*In March 2019

EMPLOYEES

Diversity

Takeda values diversity and fosters female empowerment in every level of the company.

Takeda is globally committed to promoting a healthy, inclusive and equitable work environment.

According to data from the Brazilian Institute of Geography and Statistics (IBGE) published in the Interfarma 2018 Sustainability Report, the share of women in management positions across the country is 38%.

At Takeda, women already repre-sent more than 50% of the total number of employees, with 50% in leadership positions (coordinators, managers, associate and executive directors) and 43% in the company’s executive board.

Women on theExecutive Committee

Women in leadershipposition

43% 50%

1460employeeswomenmen

750710

1st PLACE IN THE PHAR-MACEUTICAL INDUSTRY

SOURCE:EXAME Magazine

Issue#1148

EXAME MAGAZINEGUIDE ON WOMEN LEADERSHIP

10th PLACEAMONG THE TOP10

COMPANIES

36% 34%

30%OFFICE

MANUFACTURINGPLANT

SALES FORCE

29

A strong relationship with the local community is also part of Takeda’s strategic actions. The company believes that sound community bonds can help overcome hurdles and contribute to a brighter future for all.

Community actions follow Takeda’s Corporate Social Responsibility principles and policy in a number of social initiatives to generate more value to society.

lives impacted by donations/volunteer projects

More than More thanemployee participations indifferent volunteer actions

000 lives impacted directly by Corporate Social Responsibility

projects

43,000 33,0002,309

Health and Well-Being

Takeda cares for employee health and safety and promotes ongoing activities focused on emotional well-being and work-life balance.

Initiatives include free annual flu vaccines and actions promoting physical activity, healthy eating and well-being.

The Internal Commission for the Prevention of Accidents at Work (CIPA) carries out specific training programs on health and safety at work, as well as awareness-raising activities on accident prevention.

Takeda University

Takeda offers a corporate university platform with more than 200 online educational programs and schools divided by subject areas.

The platform features training materials, courses, texts and additional content on Medical Sciences, Economics and Finance, Operations, Business, Strategy & Marketing, Compliance, Leadership and Development. The per-son responsible for each school is the key executive in the corresponding area.

Takeda University encourages knowledge management within the enterpri-se and relies on the organization’s strategic map to identify existing gaps. To keep the engagement level high, courses are presented in different models, such as open mass online courses (MOCCs), videos and games. The initiative was so successful that it is now being expanded into a global

COMMUNITY

30

143 Takeda employees participated in the 18th GRAACC Race and Walk, a fundraiser for the treatment of children and adoles-cents with cancer. The event took place in May 2018 and impacted approximately 3,500 people.

Takeda was one of the sponsors of the 3rd Jaguariúna Tourist Race, held in September 2018. In partner-ship with the Horas da Vida Institu-te, the company set a booth offering basic tests for heart disease risk fac-tors: blood pressure, blood glucose and BMI (Body Mass Index).

More than 280 Takeda employees attended the event and about 500 people were impacted by this action.

18th GRAACC Race and Walk

3rd Jaguariúna Tourist Race

In August 2018, Takeda participated in the local campaign called McDia Feliz in Portuguese, acquiring 3,322 tickets from TUCCA - As-sociation for Children and Adolescents with Cancer. The campaign has been running for 29 years and benefits institutions supporting pediatric oncology, with the participation of cancer associations throughout Brazil, as well as McDonald’s employees, franchisees and suppliers, mobilizing thousands of volunteers who encourage society to embrace the cause.

More than 700 people be-nefited from Takeda’s Warm Clothing Campaign in August 2018, carried out in partner-ship with the organization called Anjos da Noite (Angels of the Night).

Mc Happy Day

Takeda Corporate Social Responsibility (CSR) continually promotes volunteer activities to pro-vide more access, quality of life and a brighter future to different socially vulnerable groups.

ENGAGEMENT WITH NONPROFIT SOCIAL INSTITUTIONS

Warm Clothing Campaign

150 toy kits were donated to TUCCA (Cancer Children’s Association) in October 2018. A total of 65 children aged 9 months to 14 years old received the toys donated by Takeda.

Toy donation

31

In January 2019, Takeda employees donated 100 kits of school supplies for children and adolescents un-dergoing cancer treatment to enable them to continue studying with the support of the “Mobile School”, an internal GRAACC initiative recognized by the Brazilian Ministry of Education and Culture.

In addition, Takeda provided 22 tablets for volunteer teachers to conduct the classes at the hospitals. The classes are tailored to the location and health condition of the participating students, so children in treatment do not miss all the content planned for their school year. The Mobile School initiative benefits students in all levels, including college.

School Supplies Donation Campaign

In February 2019, employees, family members and friends were invited to participate in the solidarity action propo-sed by the Santa Marcelina Hospital in Itaquera, in the outskirts of the city of São Paulo. The action was carried out in partnership with the NGO Cabelegria (something like ‘Hairpiness’), which makes wigs for cancer patients. Takeda collected 191 hair donations. Since its foundation, more than 6,000 patients have benefited from the ‘hair-piness’ wigs

Hair Donation Campaign

In December 2018, Takeda supported three institutions treating chil-dren for cancer by donating 200 Christmas gift bags to their patients. Individual Takeda employees could choose to sponsor a child, help to buy the items and assemble the Christmas gift bag. The sponsored children were represented in the decorations of the special Christ-mas tree set up in the reception of the Takeda Santo Amaro office.

Christmas gift bags

In fiscal year 2018, Takeda made financial donations directly to institutions. The projects chosen after evaluation were GRAACC, ITACI, TUCCA, Horas da Vida and Projeto Saúde & Ale-

gria. In addition, Takeda also invested in other projects through tax incentives. The projects chosen after care-ful evaluation were GRAACC, ITACI, Hospital Pequeno Príncipe and Hospital de Amor.

Private Social Investment

32

Healthcare professionals (doctors, pharmacists, nurses, among others) are key stakeholders for Takeda.

The company is committed to ethically informing this group of professionals and to disseminating scientifi-cally proven information about the products and/or the-rapeutic areas chosen by Takeda, tailoring the content to their respective profiles and expertise.

One example is the Continuing Medical Education Program, providing doctors with updated scientific information about diseases, innovative medicines and differentiated treatments through events and lectures with national and international experts.

Takeda’s Medical Information Department ensures healthcare professionals receive promotional materials or responses to their inquiries with scientifically accu-

Takeda wants to be recognized for its innovative portfo-lio and also for credibility in all company actions.

The company strives to maintain high standards and to build its image and reputation while working hard to serve patients, who are always at the heart of every-thing Takeda does.

The company believes that managing its image and reputation is essential. The Corporate Communications team interacts with the press and other media, building important bridges with journalists, influencers and the general public.

This is the way Takeda chooses to express its values, principles and areas of activity, always objectively and transparently. The press and social media have also been great allies in awareness campaigns on disease prevention and treatment, helping the company reach different audiences.

The company strives to provide relevant information about its products, treatment and prevention. When

sharing information through advertising, promotional or educational activities, the company uses appropriate channels and ensures that the information is accurate, fair, balanced and based on scientific evidence.

In Fiscal Year 2018, press relations work resulted in 461 institutional reports, out of which 136 were published in major media outlets with national coverage.

rate data and clear, balanced bibliographic references, complying with Brazilian standards.

The specialized professionals in the Takeda Medical Af-fairs and Scientific Consultants group maintain transpa-rent professional relationships with researchers, profes-sors and other opinion leaders, discussing and sharing scientific updates.

Over the course of Fiscal Year 2018, Takeda held a num-ber of events with its key stakeholders to raise aware-ness about diseases and to think of solutions that can better serve the patient.

Healthcare professionals working in different scenarios within the Brazilian reality could exchange experiences, interact and discuss possible actions for the diagnosis and treatment of diseases outside large urban centers.

HEALTHCARE PROFESSIONALS

PRESS/MEDIA

33

Patient needs are at the heart of Takeda’s efforts. The company’s primary goal is to provide safe and effective medicines, vaccines and other healthcare products that can improve patients’ lives around the world.

Takeda is committed to integrity in all processes, from research to manufacturing and distribution, always res-pecting the local laws and regulations in the countries the company is present. This notion is firmly embedded in its corporate philosophy. Ethical and transparent relations with regulatory authorities, careful analysis of existing regulations and technical planning for total compliance are essential components of the company growth strategy for Brazil.

Placing patients at the heart of everything Takeda does is also a company goal when entering relationships.

The company values ethical, transparent relations with hospitals and clinics.

With patient well-being in mind, Takeda works hard to ensure its products are quickly available.

The Takeda technical team calls on more than 1,000 hospitals and clinics, bringing scientific information to professionals and introducing the company portfolio.

Partnerships with health insurance companies and health management systems enable wider-reaching approaches to supplemental healthcare and improved access to the most innovative medicines available on the market. Building on ethical and transparent rela-tions to drive industry development, Takeda regularly vi-sits more than 100 healthcare operators covering more than 34 million lives in the private segment.

Takeda maintains open dialogues with Government bodies and officials to best serve current and future patients, working collaboratively on solutions that have significant, continuous impact on patients.

In the Executive Power, the company interacts mostly with the Brazilian Ministry of Health at the federal level, as well as with the 27 Health Secretariats at state level and with some Municipal Health Secretariats, in addi-tion to the nine approved Reference Centers.

The company also participates in the main industry associations, such as INTERFARMA (Association of the Pharmaceutical Research Industry), Sindusfarma (Phar-maceutical Industry Union) and ABIMIP (Brazilian Asso-ciation of the Prescription Drug Industry).

REGULATORY AGENCIES

HOSPITALS

HEALTHCARE MANAGEMENT SYSTEMS

GOVERNMENT OFFICIALS

34

Always based on ethics and transparency, Takeda relies on partner distributors to make its medicines widely available even in remote locations, strengthening its relations with different audiences and customers.

Distributors are key players in providing access to pro-ducts that are often of critical importance for patients’ lives – their widespread reach can ensure timely availa-bility across such a large and diverse country as Brazil. Takeda has two distribution channels servicing all the country: 1) Retail distributors represent 70% of Takeda Brazil sales and work directly with pharmacies, 2) Hospi-tal distributors represent 30% of Takeda Brazil sales and serve hospitals, clinics and public agencies.

With patients’ needs in mind, Takeda strives for com-mercial excellence: the company develops joint plans with partners and provides quality services and effi-cient execution in the delivery of innovative products and processes, proving to be a reliable partner in the market. More than 100 company professionals visit around 10,000 pharmacies all over Brazil.

DISTRIBUTORSPHARMACIES

Takeda maintains transparent relations with suppliers, and chooses vendors who share the company principles and practices on Ethics and Compliance.

The company relies on due diligence to get to know bet-ter the partners who will act on behalf of the company facing doctors and professional associations, or govern-ment bodies and officials, patients and organizations, so that the company can ensure proper interactions and safeguard its reputation.

SUPPLIERS

35

ENVIRONMENT

Takeda is committed to environmental management. The company believes that environmental protection and sus-tainable development add value to its activities and improve the quality of life of customers and society as a whole. The company strives to reduce its use of natural resources, emissions and effluent disposal. Takeda sets annual environmental objectives and defines goals to improve employee training and awareness about the need to protect the environment.

Some results of our efforts towards sustainable operation:

Environmental management

In 2018, the company consumed 66,439.93 GJ of energy; 99.6% came from hydropower and only 0.4% came from generators.

Water consumption has varied in recent years:

From 2018, artesian wells were considered under other sources of water, which explains the variation in consumption indicators.

In this scenario, 70% of the water consumed comes from the municipal utility company (DAE) and the re-maining 30% are supplied by two artesian wells.

During Fiscal Year 19, the company will include reused water in the plant’s operation.

WaterGRI 103-1/ 103-2/ 103-3/ 303-1/ 303-2

Energy and EmissionsGRI 302-1/ 302-3/ 302-4/ 305-1/ 305-2/ 305-7

FY 17 = 1,10 GJ/1000 unidadesFY 18 = 0,93 GJ/1000 unidades

75

65.58,0866.439,93

71.740,94

70

65

60

55

FY 16 FY 17

thousands of Gigajoule (Gj)

FY 18

140130120110

124.253,0

128.190,0

119.918,0

100

FY16

FY17

FY18

thousands of m³

36

The Jaguariúna plant is part of the Agile Performance Improvement Program, a global practice-based initiative known as Agile Methodology for Project Management.

The goal is to pursue continuous improvement through the implementation of a high-performance culture for enhanced site productivity.

The ultimate inspiration for Agile is to make Takeda Best-in-Class in the eyes of patients.

The Program is organized in Waves lasting 4 to 5 mon-ths each. In each Wave, a multidisciplinary team shifts from their original jobs to work specifically on improve-ments for the plant. In Fiscal Year 2018, Takeda finished Waves 4 and 5.

Water effluents in public sewage systems - 52,952 m3 in FY 18. In re-cent years, Takeda has continually reduced its waste production related to co-processing in cement kilns.

Effluents and Waste

Projects planned for 2019

Zero landfill, water reuse, reverse product logistics, en-vironmental pillar formation, solar energy, sanitization of lines and adaptation of environmental indicators.

AGILEPROGRAM

SOME AGILE HIGHLIGHTS

Reduction in raw materialspending analysis.

Creation of a waste governance model including all supportingprocesses.

Batch production time was reduced with governance for this indicator.

A communication plan was created todisseminate Technology Projects andInnovation Initiatives.

Reduced release time of a moisture-sensitive product after an improvement in the sampling process.

A local guideline was designed to encourage risk awareness.

37

Takeda is making great strides towards becoming a global, R&D oriented and value-based biopharmaceutical leader.

Its broad geographic presence and leading market positions in Japan and the United States, allows us to bring our highly innovative medicines to more and more patients in over 80 countries through the work of its dedicated employees worldwide.

Its world-class R&D organization is even stronger, with a highly complementary, robust and multi-modal pipeline focused on four therapeutic areas - Oncology, Gastroenterology (GI), Neuroscience and Rare

Diseases. We also make targeted R&D investments in Plasma-Derived Therapies and Vaccines.

Our operating model has defined a clear governance and organizational structure led by a diverse and experienced management team, that ensures agile and transparent decision-making.

There's still much work to be done and the company will keep its stakeholders informed on the progress.

Takeda appreciates the continued support as it aspires to bring better health and a brighter future to patients worldwide.

ONE TAKEDA

38

2019 will be a unique, exciting year for us as we create a much stronger company together. We have a unique opportunity to become an in-dustry leader with greater global reach for the benefit of patients everywhere. To succeed, we must come together as a single-minded organi-zation.

As a leading innovation-led, global biopharmaceutical com-pany, Takeda will deliver sustainable, profitable growth

across the Growth & Emerging Markets, including Brazil At the same time, beyond our commercial activities, we are

committed to increasing the number of patient lives posi-tively impacted via our Access to Medicines initiatives and

commitments to global health. They are equally important.

Christophe Weber

Ricardo Marek

Takeda Global CEO

President, Growth & Emerging Markets (GEM) Business Unit.

39

If you have any questions, please call Customer Service toll free: 0800-

771345. 0800-7710345www.takedabrasil.com

Material intended for general public. November/2019. BR/NP/1911/0019

40

SUSTENTABILIDADERelatório de

Abril de 2018 a Março de 2019Takeda Brasil