艾意凯咨询（L.E.K.）：制药行业的ESG竞赛已打响（英文版）（23页）.pdf

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1、SPECIAL REPORTThe Race Is On:ESG in the Pharma Industry SPECIAL REPORT2“Pharmaceutical firms are on their ESG game.They get the notion of science-based targets.Theyunderstand the criticality of delivering on ESG.”Director of ESG,large pharma company,US3L.E.K.ConsultingSPECIAL REPORTThe Race Is On:ES

2、G in the Pharma IndustryContents1.Summary 42.Introduction 63.L.E.K.survey 74.Summary of results 95.Climate commitments heating up?126.Strategies for future-proofing 214L.E.K.ConsultingSPECIAL REPORTThe Race Is On:ESG in the Pharma IndustrySummaryPerformance on ESG(environmental,social and governance

3、)metrics is becoming an increasingly important consideration for stakeholders across the corporate ecosystem,and the pharmaceutical industry is no exception.Events like COP bring mainstream attention to the topic,increasing the importance of addressing these urgent issues.In this report we look at t

4、he ESG priorities of pharma companies and their relative maturity across the different dimensions of ESG,based on an L.E.K.survey of 49 pharma businesses.Our findings highlight the following:.4ESG is gaining momentum.According to a Bloomberg Research forecast,ESG assets will surpass$50 trillion by 2

5、025,and pharma is going beyond legal requirements to address ESG-related issues.1Pharma companies appear comparatively more mature on the social dimensions of ESG.This is no surprise given the industrys fundamental purpose of improving the health of society.With the importance of health equity comin

6、g to the forefront,the emphasis on social metrics is set to continue,with topics like access and affordability of key concern for pharma.In addition,complex and expensive treatments coming to market will mean patients and healthcare systems will need more support throughout the treatment journey.Lar

7、ge companies are more mature in terms of ESG policies,initiatives and metrics than small companies.The level of transformation needed to embed ESG in an established business may be overwhelming;however,it provides an opportunity to drive innovation,optimise business processes and reduce costs in the

8、 medium to long term.In the coming years big pharma will have to design a functional and corporate level approach that means their net-zero and other ESG commitments become realistic.23SPECIAL REPORTThe Race Is On:ESG in the Pharma Industry5L.E.K.ConsultingSmall companies,whilst less mature on ESG m

9、etrics,are in a unique position to embed sustainability into their growth strategies.This will not only mean they are well prepared for increasing ESG regulation,but also provide significant competitive advantage as healthcare customers increasingly value sustainable products.Small biotech and pharm

10、a companies must answer a very different question from their more mature peers:“Where do we start?”4There is increasing pressure felt by the wider pharma supply chain,with contract manufacturing organisations(CMOs)rating as more mature in their ESG policies than their customers.Both small biotechs t

11、hat rely heavily on service providers and big pharmas that have an overwhelming challenge to address huge Scope 3 emissions will depend on assistance from their suppliers.There is a need for action;however,exactly what that action looks like will differ from company to company.Materiality assessment

12、s are a sensible starting point on this journey,but most respondents have highlighted their progress on this is nascent.This represents an opportunity to set a priority course to mature ESG in pharma.56SPECIAL REPORTThe Race Is On:ESG in the Pharma IndustryIntroductionThe ESG movement,fuelled by glo

13、bal concerns regarding climate change and wealth,health and social inequality,aims to measure and manage the impact that organisations have on their ecosystem and extends well beyond environmental footprint.Approaches to measuring ESG performance in a standardised way are still emerging,and the scal

14、e and diversity of demands as well as the lack of uniform measurement methods are posing challenges.Nonetheless,the pressure on businesses is growing:having ESG policies and clear targets in place and demonstrating progress towards these are becoming an essential part of business strategy.Attitudes

15、towards and performance on ESG vary widely between company sizes and regions,and thus,ESG has been a means of competitive differentiation for forward-thinking companies.Growing stakeholder expectations are establishing ESG as a prerequisite for success,particularly for attracting investment.The Unit

16、ed Nations Principles for Responsible Investing,founded in 2006 and committed to the inclusion of ESG-based analysis in investment decision-making,has grown to managing more than$120 trillion.Bloomberg Research forecasts that ESG assets will exceed$50 trillion by 2025,representing over a third of gl

17、obal assets under management.The global pharma and biotech industry is no exception in fact the imperative to forward the ESG agenda is even more urgent.Health leaders around the world are hailing climate change as the biggest health threat facing humanity,with disproportionate impacts across the wo

18、rld due to social inequality.Because they are organisations centred on improving human health,ESG is fundamental to pharma and biotech.The healthcare sector that the industry serves is also under pressure,being responsible for 4%of global greenhouse gas emissions.Many national programmes like Greene

19、r NHS are working hard to decarbonise the sector and will increasingly value products and services with reduced environmental footprints.The demand for ESG in the industry is clear;however,the solutions are complex and wide ranging,from low-impact manufacturing,circular packaging and responsible was

20、te management to initiatives driving equitable access and affordability.Pharmas increased commitment to ESG goals has,in turn,put pressure on other players along the value chain.As a result,CMOs and contract development and manufacturing organisations(CDMOs)have taken steps to advance their ESG poli

21、cies to keep pace with their customers.L.E.K.Consulting6SPECIAL REPORTThe Race Is On:ESG in the Pharma IndustryL.E.K.surveyThe survey conducted by L.E.K.Consulting in 2022 has shown that pharma companies and CMOs/CDMOs are developing advanced policies to manage ESG performance,clearly exceeding lega

22、l requirements.L.E.K.asked 49 pharmaceutical/biotech firms and 22 CMOs in the US,Europe and Asia how far along they were in setting goals and developing and implementing policies across 42 metrics within the E,S and G dimensions.Respondents were dedicated ESG managers or senior management in operati

23、onal functions with ESG responsibility(e.g.heads of manufacturing,chief operating officers)and represented companies in different annual revenue categories ranging from$10million to over$10 billion(see Figure 1).Figure 1 Survey respondents by industry segment and size L.E.K.Consulting7Number of resp

24、ondents$10 million$500 million$1 billion$10 billionOver$10 billionPharma/biotech CMO Source:L.E.K.survey and analysis100203040502049222181210SPECIAL REPORTThe Race Is On:ESG in the Pharma IndustryRespondents were asked to rate their companys maturity on each ESG metric,capturing the existence and de

25、gree of implementation of policies exceeding the minimum legal requirements in their region(see Figure 2).Figure 2 Metrics and rating scale per metric L.E.K.Consulting8Less advancedMore advanced12345 Antimicrobial resistance management Biodiversity impact management Customer information re:environme

26、ntal impact Energy efficiency GHG*emissions Non-GHG environmentally damaging emissions Non-water resource use Solid waste management Supply chain environmental standards Water resource use Wastewater management Affordable access to drugs in LMIC Availability of drugs in LMIC Community development Ex

27、ternal representation Freedom to join unions Health and safety Human rights Internal representation and equity Non-discriminatory work environment Non-salary-related benefits Pay(minimum wage and overtime)Pharmacovigilance Product quality policies R&D focus on rare diseases Social criteria for selec

28、ting suppliers Supply chain continuity mechanisms Animal testing and ethics Anti-corruption policies Clear ESG roles,divisions and capabilities Data collection Data security ESG accountability ESG materiality assessment ESG monitoring and performance review ESG risk management Executive pay linkage

29、to ESG objectives Healthcare professional engagement policies Internal ESG communications Patient engagement policies Policies for engaging with suppliers Whistleblowing and escalation mechanismsEnvironmentalSocialGovernanceSource:L.E.K.survey and analysisNote:GHG=greenhouse gas;LMIC=low-and middle-

30、income countriesESG metricsRating scale per metricMeets legal requirements,if anyIn the process of defining policies,initiatives or targets that exceed legal requirements,if anyFully defined but not implemented policies,initiatives or targets that exceed legal requirements,if anyFully defined and pa

31、rtially implemented policies,initiatives or targets that exceed legal requirements,if anyFully implemented policies,initiatives or targets that exceed legal requirements,if anySPECIAL REPORTThe Race Is On:ESG in the Pharma IndustrySummary of resultsDoubling down on ESG:surpassing legal requirements

32、The L.E.K.survey found that on all three dimensions E,S and G the mean response exceeded a rating of 3(out of 5),meaning that the average organisation has defined policies that go beyond legal requirements.However,the level of implementation varies by company size,ESG dimension and region(see Figure

33、 3).Figure 3 Level of progress on E,S and G metrics average rating across all pharma/biotech respondents Social policies are leading the way Social policies and initiatives aim to address how companies interact with their stakeholders:employees,investors,consumers and local communities.Aspects consi

34、dered here are diverse and include both internal policies which protect the well-being of employees within an organisation and external facing ones which aim to ensure equitable access to medicines by patients.The internally facing policies such as pay and non-discriminatory work environments are ta

35、ble stakes for large organisations;however,our survey showed that many small organisations are behind in ensuring these are consistently implemented.L.E.K.Consulting9All-company mean1 23 4 5 Source:L.E.K.survey and analysisGovernanceSocialEnvironmentalLess advancedMore advanced3.133.523.39SPECIAL RE

36、PORTThe Race Is On:ESG in the Pharma IndustryExternal activity driving social value for patients and society includes R&D for rare diseases,improving availability of drugs in low-and middle-income countries and affordable access.These issues have been at the core of pharmas strategies for a long tim

37、e,and therefore the skew towards social policy has been well documented.This prioritisation of patient-focused ESG initiatives is set to continue,as challenges around equal access and affordability are exacerbated by the economic downturn and more expensive complex therapies(see Figure 4).Figure 4 L

38、evel of progress on social metrics by company size all pharma/biotech respondentsL.E.K.Consulting10All-company meanNote:LMIC=low-and middle-income countries Source:L.E.K.survey and analysis$10 million$500 million$1 billion$10 billionOver$10 billion1 23 4 5 Human rightsHealth and safetyNon-salary-rel

39、ated benefitsInternal representationand equityNon-discriminatorywork environmentFreedom tojoin unionsPay(minimum wageand overtime)Social criteria forselecting suppliersR&D focus onrare diseasesCommunity developmentExternal representationPharmacovigilanceAvailability ofdrugs in LMICsProduct quality p

40、oliciesAffordable access todrugs in LMICsSupply chaincontinuity mechanismsLess advancedMore advancedInternal metricsExternal metricsHuman rights considerations such as child labour,trafficking and slavery form the most mature internal metric within the social dimension,and pharma companies of all si

41、zes have implemented strict policies along their value chain and across global operations.Respondents to our survey reported social criteria for selecting suppliers and R&D for rare diseases as the most mature external metrics:Pharma companies have a sharp focus on their supply chain across all ESG

42、dimensions,including the social category;improving suppliers ESG performance can be an effective way to reduce pharmas own footprint.All survey participants stated that they had partially or fully implemented social criteria for selecting suppliers.Developing innovative therapies for orphan diseases

43、 has long been a core pharma strategy.Substantial unmet needs,limited competition and high pricing potential have attracted R&D interest.In addition,favourable legislation through dedicated and accelerated regulatory pathways,tax benefits,and subsidies provide further incentives in many regions.SPEC

44、IAL REPORTThe Race Is On:ESG in the Pharma IndustryL.E.K.Consulting11“Rare disease R&D is a priority because it makes a lot of sense commercially,as well as making a positive impact.A lot of manufacturers are moving into rare indications.The majority of the high burden conditions have a lot of compe

45、tition,so pharma companies look to rarer diseases.”Director of health economics and outcomes,small-to-medium sized pharma,UK SPECIAL REPORTThe Race Is On:ESG in the Pharma IndustryClimate commitments heating up?Environmental standards in the pharma supply chain are the most mature environmental metr

46、ic.L.E.K.s survey found that pharmas policy development and implementation were the least mature on the environmental dimension(see Figure 5).The industry has made some progress on this metric,but some pharma experts still feel that there is a gap between environmental policies and the other compone

47、nts of ESG.Figure 5 Level of progress on environmental metrics by company size all pharma/biotech respondentsEnvironmental standards in the pharma supply chain are the most mature environmental metric,followed by water resource use and solid waste management in pharmas own operations:The supply chai

48、n is a key area of focus for pharma companies across all ESG dimensions,including environmental.Many firms have committed to ambitious environmental targets and within these are focusing their attention on Scope 3 emissions,which account for the majority of pharmas emissions.L.E.K.Consulting12All-co

49、mpany mean1 23 4 5 Note:GHG=greenhouse gasSource:L.E.K.survey and analysisSupply chainenvironmental standardsWater resource useSolid waste managementBiodiversity impactmanagementGHG emissionsNon-GHG enviromentallydamaging emissionsEnergy efficiencyWastewater managementNon-water resource useCustomer

50、informationre:environmental impactAntimicrobialresistance managementLess advancedMore advanced$10 million$500 million$1 billion$10 billionOver$10 billion3.593.533.433.373.163.083.083.002.862.692.67SPECIAL REPORTThe Race Is On:ESG in the Pharma Industry Optimisation of water resource use is driven by

51、 a range of factors,including minimising the risk to future operations by reducing reliance on scarce resources as well as saving on utility expenses.Pharmaceutical waste covers waste generated in the extraction and refining of constituent reagents,discarded or expired medications,and product packag

52、ing.A significant bulk of solid waste is hazardous to humans and the environment.Organisations which can minimise their impact in this area lessen the risk of punitive action as well as reputational harm as a result of environmental damage.Opportunities exist for pharma and biotech to find innovativ

53、e solutions to reduce waste in traditionally challenging areas,for example by introducing circularity for primary packaging.TerraCycle,a US recycling company,has set up a global initiative to recycle empty blister packs in collaboration with pharmaceutical companies and community pharmacies.Organisa

54、tions that lead the way on initiatives like this will not only benefit from reputational value,as they will be more attractive to environmentally conscious customers and investors,but they may also find operational and cost efficiencies as theyinnovate.The metrics on which environmental policies are

55、 reportedly the least mature include antimicrobial resistance,customer L.E.K.Consulting13“Were seeing the path of legislation and taking steps accordingly to mitigate the risks.But I see efforts to be quite targeted its more about climate change,water availability,water quality,those things.Given th

56、e direction that ESG is going,these things are going to have a material impact on our business in five,10 years,maybe even sooner.”Director of ESG,large pharma,US 14L.E.K.ConsultingSPECIAL REPORTThe Race Is On:ESG in the Pharma Industryinformation on products environmental impact and non-water resou

57、rce use:Concerted effort across healthcare systems and policy-makers is required to tackle antimicrobial resistance,with pharma companies often at the receiving end of the policy changes.However,pharmaceutical companies can play an active role by monitoring drug prescriptions,sharing surveillance da

58、ta on new antimicrobial medicines,educating patients on proper use of antimicrobials,and appropriate disposal of waste during manufacturing process.12 Information on the carbon footprint of most medicines is not currently available.Organisations such as the Sustainable Medicines Partnership are call

59、ing for better quantification and documentation of the relevant metrics to enable better decision-making by payers.13 Non-water resource use is perceived as challenging to optimise due to potential implications for product quality and regulatory hurdles.However,various schemes have been set up to im

60、prove resource use throughout the pharmaceutical value chain.One example is the My Green Lab Certification,which covers 14 sustainability-related topics,e.g.fume hood efficiency,recycling and waste reduction,cold storage,and large equipment use.It is considered the gold standard for lab sustainabili

61、ty best practices and is being adopted by large pharmas such as AstraZeneca.14“Pharmaceutical companies with substantial antibiotics sales are adhering to clinical guidelines and educating their patients about appropriate antimicrobial use to play their part in tackling antimicrobial resistance.”Dir

62、ector of health economics and outcomes,small-to-medium-sized pharma,UK 15L.E.K.ConsultingSPECIAL REPORTThe Race Is On:ESG in the Pharma IndustryLow risk,high reward:the role of good governanceESG governance addresses how businesses are leading their ESG activities and the transparency with which the

63、y operate and communicate these.Here,data security,internal ESG communications,ESG role and responsibility definitions,and policies for engaging with suppliers are reported as the most mature.As ESG continues to gain momentum and pressure to communicate policies and results rises,pharma companies ar

64、e investing in the internal communication of their ESG commitments,providing training to staff as well as defining ESG governance structures.Most respondents,regardless of company size,have clear ESG roles,divisions and capabilities in place,but only a third have well-defined ESG accountability to s

65、upport that.As pharma companies organise for success,establishing ESG accountability is critical and should sit with senior leadership,so the message comes clearly from the top.15 of the respondents organisations have partially or fully implemented internal communication of their ESG commitmentsof a

66、ll the surveyed companies have defined and/or implemented clear ESG roles,divisions and capabilities;however,only a third have well-defined ESG accountabilitiesof the pharma/biotech companies surveyed consider ESG objectives when deciding remuneration,but only 16%do so for all employeesSource:L.E.K.

67、survey and analysis94%92%c.75%“Reducing single-use packaging,optimising resource use and improving circularity will become increasingly important for pharmaceutical companies.Investment needs to be made early on to embed changes throughout the manufacturing process.”Director of ESG,large pharma,US16

68、L.E.K.ConsultingSPECIAL REPORTThe Race Is On:ESG in the Pharma Industry One effective tactic to drive accountability is through linking executive pay with ESG objectives.Notably,however,L.E.K.s survey has found that the majority of pharma companies have connected some individuals compensation to ESG

69、 performance but have a long way to go before this is comprehensively incorporated into executive pay.ESG performance monitoring is increasingly governed by stringent reporting obligations;however,our survey also showed that the majority of respondents still have limited capability in this area.This

70、 is of increasing priority to leaders,in particular within large organisations which realise the need for new tools and processes to capture ESG data.The bigger the better:large pharma leading the wayThe largest surveyed pharma companies(defined by annual revenues of over$10 billion)clearly outperfo

71、rm smaller competitors across all three ESG dimensions(See Figure 6).Figure 6 Level of progress on E,S and G metrics average rating across pharma/biotech respondents,by company size16$10 million$500 million$1 billion$10 billionOver$10 billion1 23 4 5 Source:L.E.K.survey and analysisGovernanceSocialE

72、nvironmentalLess advancedMore advanced2.653.273.553.023.474.022.863.213.9617L.E.K.ConsultingSPECIAL REPORTThe Race Is On:ESG in the Pharma IndustryThere are several reasons why larger companies outperform:This segment faces the greatest scrutiny from the public as well as the most stringent legislat

73、ion.One such example is the EU Non-Financial Reporting Directive(NFRD),a sustainability reporting legislation to which the largest EU-based companies are currently held and which requires companies to disclose ESG impact information in their non-financial statements.Large firms have had the most sub

74、stantial resources and capabilities to develop and implement ESG policies for a longer period of time.Large pharma companies are uniquely positioned to maximise impact both through optimisation of in-house processes and within their supply chains.Despite the often substantial transformation effort r

75、equired,globally operating pharma companies are incentivised to align internal ESG policies to the highest regulatory standard across regions in order to realise efficiencies and pre-empt a further tightening of regulations.17“ESG regulations are becoming more stringent,more complicated,harder to im

76、plement and more costly to comply with over time.Its easier to comply with the most stringent regulations and standardise your approach across regions even if you are then going beyond the requirements in a given region.Many global companies are taking that approach.”Director of ESG,large pharma,US

77、The L.E.K.survey shows that medium-sized pharma companies(annual revenues between$1 billion and$10billion)lag their larger peers on all ESG dimensions.In these companies,the focus has been on scaling operations and competing across more traditional business metrics,while potentially expensive ESG in

78、itiatives have tended to be lower priority.As a result,this segment currently has less robust policies and higher risk exposure from increasingly stringent legislation and public expectations.Along similar lines,the smallest surveyed companies(with revenues between$10 million and$500 million)are rep

79、orting the lowest maturity on all dimensions.Of the 42 metrics assessed,this class led on only one metric(whistleblowing and escalation measures)but performed lowest on 34.This is perhaps unsurprising given the more limited resources of these smaller companies.Having said this,they achieved average

80、ratings of around 3 on E,S and G,indicating that they are in the process of defining or partially implementing ESG policies which exceed legal requirements.This is a critical priority for these organisations as ESG becomes an increasingly important consideration during fundraising and business 18L.E

81、.K.ConsultingSPECIAL REPORTThe Race Is On:ESG in the Pharma Industry18“Most big entities like Merck,Pfizer,Novartis have been at ESG for a long time.The effort required to comply with these rules is comparatively lower for very large companies.Its going to be relatively easier for them to comply tha

82、n for smaller entities,many of which are focused on getting from 1 to 10 in revenue and,as a result,are less focused on ESG than the big entities.All of a sudden,the smaller companies have got a lot more work to do.”Director of ESG,large pharma,US19L.E.K.ConsultingSPECIAL REPORTThe Race Is On:ESG in

83、 the Pharma Industry19collaboration.Being nimbler and more innovative,the small companies are well positioned to develop sustainable products and services,which will act as a significant differentiator and hence a potential growth lever.Implications for the supply chain:the customer is always rightP

84、harma companies pay significant attention to the ESG credentials of their suppliers,evidenced by very high maturity ratings across the ESG dimensions.For example,“supply chain environmental standards”scores the highest among environmental metrics,“social criteria for selecting suppliers”is ranked se

85、cond among the social metrics and“policies for engaging with suppliers”is the fourth most advanced metric among governance factors.This is confirmed in L.E.K.s separate survey of 22 CMOS,which were asked to rate their own maturity on relevant ESG metrics and reported consistently higher results than

86、 their pharma customers(see Figure 7).“When thinking about working with a smaller company,a good ESG profile to me says more than anything else that the management team has its act together.And that there arent material risks embedded in this business behind a door that I cantsee.”Director of ESG,la

87、rge pharma,US 20L.E.K.ConsultingSPECIAL REPORTThe Race Is On:ESG in the Pharma IndustryFigure 7 Average rating on E,S and G CMOs vs pharma companies,N=22(CMOs)vs 49(pharma)Areas in which CMOs significantly outperform pharmaceutical companies include topics with high public awareness such as greenhou

88、se gas emissions,wastewater management,supply chain continuity mechanisms,product quality policies,non-discriminatory work environments,and animal testing and ethics.These areas are of particular importance to pharma companies,and CMOs reported maturity on these topics reflects this.There is also no

89、tably lower variation in ratings by company size,given that all CMOs,irrespective of their size,are facing pressure from their pharma clients and have to conform with ESG requirements to remain competitive.This trend is set to continue,in particular for suppliers that serve large pharma companies th

90、at have set net-zero commitments approved by SBTi(the Science Based Targets initiative),which will mean a transformational reduction in Scope 3 emissions produced by their suppliers.20Pharma/biotech companiesCMOsRange in maturity*1 23 4 5 Source:L.E.K.survey and analysisNote:*Calculated as the diffe

91、rence in average rating between the group of largest companies($10bn for pharma,$1bn-$10bn for CMOs)and the group of smallest companies($10m-$500m)GovernanceSocialEnvironmentalLess advancedMore advanced3.133.953.524.013.393.84SPECIAL REPORTThe Race Is On:ESG in the Pharma IndustryStrategies for futu

92、re-proofingEvidence of ESG policies and performance targets as well as proof of progress towards these targets are quickly becoming table stakes for the pharmaceutical industry.For companies of all sizes,ESG pressure is mounting.As pharmas customers are setting more stringent ESG requirements for th

93、eir suppliers(exemplified by the National Health Services net-zero strategy),pharma companies need strategic clarity on ESG policies and targets to be able to compete.But the volume and diversity of ESG demands is such that efforts need to be carefully prioritised.Pharma companies will benefit from

94、a clear assessment of materiality,based on a thorough analysis of what matters to their stakeholders customers,shareholders,employees,governments and considering trade-offs against the financial and non-financial impact of ESG measures on their operations.This should form the basis of their ESG stra

95、tegy and communication.To discover more about L.E.K.s work in the ESG space and how our team is helping businesses across industry address ESG demands,please visit our dedicated Sustainability Centre of Excellence page or email .L.E.K.Consulting2122L.E.K.ConsultingVerena Ahnert is a Partner in L.E.K

96、.Consultings London office.She advises a wide range of clients in the biopharmaceutical,diagnostics and research tool sectors.Verena has extensive experience related to long-term growth strategies and new product expansion opportunities,with particular interest in pricing and market access strategie

97、s.Prior to joining L.E.K.,Verena worked as an independent consultant in the life sciences industry,focusing on business planning and market entry for diagnostics and life sciences tool companies.She holds an M.Phil.and a Ph.D.from the University of Cambridge.Verena Ahnert,Partner| Andre Valente is a

98、 Partner in L.E.K.Consultings London office and a member of the European Healthcare and Life Sciences practices.He co-leads the majority of the firms contract pharmaceutical services activity and advises global medical devices(including ophthalmology and dental),healthcare services,and private equit

99、y clients on corporate strategy and M&A.Prior to joining L.E.K.,Andre was a consultant with Deloitte in Portugal.He holds a degree in economics from the University of Porto and an MBA from INSEAD.Andre Valente,Partner| Sophia Davison is a Manager in L.E.K.Consultings London office.She has over a dec

100、ade of life sciences industry consulting experience,supporting pharmaceutical and biotech companies across the UK,Europe and Asia-Pacific.Sophia is focused on helping clients answer challenging strategic questions on how to drive ESG action and improve equitable and sustainable access to medicines a

101、longside commercial growth.This is supported by extensive experience providing strategic advice to clients across the pharmaceutical value chain,with a focus on market access,medical affairs and patient-focused strategies.Prior to joining L.E.K.,Sophia was a life sciences consultant at Monitor Deloi

102、tte in Singapore and London.She has a biology degree from the University of Bristol.Sophia Davison,Manager|SPECIAL REPORTThe Race Is On:ESG in the Pharma IndustryAbout the authorsPlease get in touch to make a comment or start a conversation.The authors thank Shubhangi Kumar,Hendrik Pauw,Thomas Worth

103、ington,Mook Teeraniti,Gemma Lowcock,Akshat Shivkumar and Bihan Guan for their support.About L.E.K.ConsultingWere L.E.K.Consulting,a global strategy consultancy working with business leaders to seize competitive advantage and amplify growth.Our insights are catalysts that reshape the trajectory of ou

104、r clients businesses,uncovering opportunities and empowering them to master their moments of truth.Since 1983,our worldwide practice spanning the Americas,Asia-Pacific and Europe has guided leaders across all industries from global corporations to emerging entrepreneurial businesses and private equi

105、ty investors.With ESG now at the heart of any smart business strategy,sustainability is a key priority for every board of directors and executive team.But understanding how to lead your organisations sustainability journey takes expert thinking and a sharply focused ESG lens.L.E.K.Consultings Global

106、 Sustainability Centre of Excellence and our expert team of strategy consultants draw on L.E.K.s deep case and sector experience,proprietary research and insights,and rigorous approach to analysis as we help clients build and activate their sustainability strategy.From setting ambitions to creating,

107、executing and monitoring strategies we help corporate leaders understand how sustainability trends impact business,identify sustainability-related risks and opportunities unique to each sector,determine the right sustainability strategy and road map,and develop thoughtful M&A approaches focused on ESG.Looking for more?Visit or email