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1、Sustainability at our HeartHealthy Future encompasses our approach to promoting healthy people,a healthy planet and ahealthy business.We are proud to share our 2024 Healthy Future Report,whichsets out Tevas Healthy Future sustainability strategy andbuilds on our Pivot to Growth strategy.We believe t

2、hat driving sustainability makes Teva stronger andisessential for our continued growth.By doing business responsibly,and leveraging our footprint,resources,products and skills to help address global challenges and support our communities,weaim to create long-term value and provide medicines to milli

3、ons of patients who count on us around theworld.ContentsIntroductionA Letter from Our Chairman andPresident and CEO22024 Sustainability Highlights3About Teva4Strategic Framework5Our Social and Economic Impact7Sustainability at Teva9Governance12Fostering a Culture of Sustainability13Sustainable Finan

4、ce14Healthy PeopleHealth Equity and Access to Medicines16Patient Safety andQuality 27Inclusion and Diversity33Employee Health,Safety and Well-being37Healthy People:Additional Highlights39Healthy PlanetManaging Our Environmental Impact41Climate Action and Resilience43Pharmaceuticals intheEnvironment4

5、8Healthy Planet:Additional Highlights51Healthy BusinessEthics andIntegrity55Sustainable Procurement59DisclosuresDisclosures63About This ReportIndependent Assurance Statement66Appendix69Cautionary Note Regarding Forward-looking Statements721IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisc

6、losuresAbout This ReportTeva 2024 Healthy Future ReportA Letter from our Chairman and President and CEOAt Teva,were all in for better health supporting patients today and building a healthier tomorrow for generations tocome.Our purpose drives everything we do.From advancing our companys Pivot to Gro

7、wth strategy,to going beyond medicines to help shape a world where health is more accessible,systems are more resilient,and our planets resources remain sustainable for the long-term.Were proud to share that in 2024,we made excellent progress on ourHealthy Future sustainability strategy achieving or

8、 surpassing our targets for the year,including several tied to our Sustainability-Linked Bond(SLB)ahead of schedule.Peoples health is at the heart of everything we do.We believe we have a key role in addressing the issue of global health equity as millions of people around the world still lack essen

9、tial medicines and healthcare.We launched two additional access programs this year,bringing the total to nine in action globally.Together,they provided nearly 20 million doses at little or no cost,reaching approximately 187,000 patients.We were especially proud that our efforts in mental health care

10、 were also recognized with the U.S.Chamber of Commerce Foundations 2024 Citizens Award for Best Health and Wellness Program.Peoples health is deeply connected to the health of our planet,whichis why we are committed to reducing our environmental impact and preparing our business for climate change.W

11、eve reduced our Scope 1 and 2 greenhouse gas emissions by 29%compared to 2019,surpassing our 2025 SLB target and on track to achieve net zero by2045.Operating responsibly is a core element of our business and culture.We believe that integrity,ethical conduct,and strong compliance areessential to our

12、 long-term success.In 2024,over 99%of our employees completed compliance training,reinforcing our culture ofaccountability.Were building a healthier future together.Thanks to the dedication and commitment of our employees and partners,weve made great progress.As a result of these collective efforts,

13、Teva has also earned recognition as a top performer in the pharmaceutical industry by leading sustainability rating agencies.We support the United Nations Global Compact and integrate its TenPrinciples in the areas of human rights,labor,environment and anticorruption into our business.We continue to

14、 strive to ensure that our actions reflect our purpose and help create a healthier,more sustainable future for people andthe planet.Dr.Sol J.BarerChairman of the Board ofDirectorsRichard FrancisPresident and CEO2IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva

15、 2024 Healthy Future Report2024 Sustainability HighlightsOur Ratings PerformanceWe measure our improved and sustained performance in key globalratings.The table below demonstrates our continued strong sustainability performance,placing us in the top decile for our sector among leading rating agencie

16、s.PerformanceIndustry rankingOrganization202320242023202422.9(Medium risk)22.3(Medium risk)Top 8%Top 6%BB(4.1)BBB(4.4)N/AN/AB-B-Top 10%Top 10%5244Top 9%Top 23%7374Top 4%Top 3%ClimateA-A-N/AN/AWaterBBN/AN/AHealthy People373.6 milliontotal doses of medicines donated1 9global programs launched,(since20

17、20)focused on getting medicines to people who otherwise would not have access to them surpassing 2025 target187,000patients reached through our Access to Medicines programs20 milliondoses of medicine provided through our Access to Medicines programs3.6 million doses of medicines on WHO Essential Med

18、icines List in key Therapeutic Areas(TAs)donated by Teva in low-and middle-income countries(LMICs)through our Access to Medicines programs56,000beneficiaries of our health system-strengthening and capacity-building programs 74regulatory submissions of essential medicines in key therapeutic areas in

19、LMICs between 20222024(99%of2025 target)15%improvement in total recordable incident rate for Teva employees and contingent worker in 2024Read more on page 15Healthy PlanetHealthy Business29%reduction in greenhouse gas emissions from our operations since 2019,exceeding our 25%target for 202547%of our

20、 electricity used comes fromrenewable sources73%of our applicable sites have achieved safe discharge levels of antibioticsAMR2 second Teva certification for responsible manufacturing for three variations of an antibiotic product 65,000pharmacists and389,000patients reached3 through educational messa

21、ging about appropriate antibiotics use99%of our active employees assigned to compliance and ethics trainings completed them91%of our employees feel comfortable reporting alleged misconduct,6%higher than externally benchmarked companies100%evaluation of all our submitted third-party representative(TP

22、R)business partners through Tevas Due Diligence tool(RiskMate)annually42%of our significant suppliers haveundergone sustainability performance evaluationsRead more on page 40Read more on page 543IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Fut

23、ure ReportESG Rating scores are accurate as of 9 April 2025.The 2024 S&P score was impacted by alegacy controversy only recently scored.For Sustainalytics,a better result is indicated by a lower performance score.For MSCI,numbers are related to the industry-adjusted score.1 Inclusive of donations ma

24、de through the Teva Cares Foundation.2 AMR:Antimicrobial Resistance(first certificate received in 2023).3 Via digital messaging to pharmacists at the point of care.Not necessarily unique patientsreached.All numbers included here relate to 2024 performance unless otherwise stated.Our BusinessWe provi

25、de quality innovative,generics and biosimilar medicines tomillions of people each day in 57 markets People37,000global workforce(includingcontractors)Supply Chain41,000suppliers we work withFounded1901when Teva was founded in Israel and where we are still based.72 billion tablets and capsules produc

26、ed547 million sterile units produced Reach48manufacturing facilities and 21research and development sites TradingPublicTeva is publicly traded on theNewYork Stock Exchange(NYSE:TEVA)and the Tel Aviv StockExchange(TASE:TEVA).LeadershipOur Board of Directors,chaired byDr.Sol J.Barer,comprises 12member

27、s(all independent,asidefrom President and CEO).Our company is led by our Presidentand CEO,Richard Francis.4IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportAbout TevaImages left to right:Teva employees in Croatia;Teva logistics center

28、 in Israel;Teva employees in The NetherlandsStrategic FrameworkGuided by our valuesInspired by ourpurposeDedicated todelivering better health through ourbusiness strategyCommitted to a better world through our Healthy Future visionWe are all in for Better HealthWe:unite our employees as one regardle

29、ss of business function or geography for one common goal.All in:means all of us,but also all of our energy,ideas,resource and innovation power.We are truly“giving it our all”.Better:brings soul and accountability to how we approach the world “better”emotionally connotes a measure of impact.Health:co

30、nnects business objectives to our broader purpose and includes the health of society,communities and the economy.Pivot to Growth:lDeliver on growth engineslStep up innovationlSustain generics powerhouselFocus the businessHealthy PeopleImproving the well-being of people and societyMore on page 15Heal

31、thy PlanetSafeguarding our planetMore on page 6More on page 40Healthy BusinessLeading our business the right wayMore on page 545IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportOur Pivot to Growth Strategy Deliver on Growth EnginesSte

32、p up Innovation Sustain Generics Powerhouse Focus the Business We aim to maximize pivotal solutions that lead tobetter health for patients anda stronger company for our people.208 medicines in our innovative portfolio13new innovative medicine marketing authorizations 6medicines in our biosimilar por

33、tfolio1biosimilar medicine launched We strive to become a category-defying company.From in-house innovation to strategic partnerships,we are persistently discovering,developing and delivering innovative and biosimilar medicines.11innovative medicines in development in pipeline*;ofthose,4developed in

34、 partnerships16biosimilar medicines in development in pipeline*;ofthose,11developed in partnerships *Pipeline as of January 2025We leverage our capabilities to bring forward complex generics at scale to helpcreate more value for patients and healthcare systems.1,737 medicines in our generic portfoli

35、o 94generic medicine product launches,24 of which were complex generics and 30 were in low and middle-income countries(LMICs)1,208new generic medicine marketing authorizations in 2024,including 210 in LMICs193generic medicines in our pipeline,including 10antibiotics and antifungalsWe plan to increas

36、e our focus and optimize ourbusinesses and portfolio,and establish Teva API(TAPI)as a standalone business,which divestment process continues to progress.327generic APIs in our portfolio8innovative APIs in our portfolio6IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This Rep

37、ortTeva 2024 Healthy Future ReportStrategic framework continuedTeva employees in IndiaTeva employees in IsraelTeva employees in the UKTeva employees in IsraelAll numbers included here relate to 2024 unless otherwise stated.Note:This analysis covers 22 countries which represent 81%of total Generic re

38、venue(Excluding:Biosimilars,Over-the-Counter and Medis).External data used to calculate generic medicine savings are not available for UK,India,Ireland and Israel.1 This figure uses an estimate for 2024 generic savings in the USA based on the 2023 Association for Accessible Medicines reported saving

39、s,assuming an average yearly generic savings increase of 8.5%for 2024 and Tevas generic market share of 7.4%for Moving Annual Total(MAT)December 2024.Click here for an explanation of our Economic Impact and Generic Medicine Savings methodology.Our Social and EconomicImpact As a leading global biopha

40、rmaceutical company,we contribute to the economy and society.In 2024,we reconducted an assessment to quantify the value weprovide to the economy and our impacts,in termsofsavings from generic medicines,contributions to the labor market and economic output.We increased the scope of our assessment of

41、generic savings from 20 countries in 2023 to 22 countries in 2024,and for other economic impact indicators,from 24 countries to 26 countries,with the addition of Australia and Romania.Generic Medicine SavingsOur generic medicines generate savings for healthcare systems and help patients access treat

42、ments at lower costs,without compromising quality.Thesavings achieved can free up resources and generate additional financial resources for government healthcare budgets andreinvestment to provide additional healthbenefits.These savingsalso positively impact family healthcare budgetsby lowering nece

43、ssarymedicines costs.Savings from Tevas Generic Medicines($Millions)Tevas generic medicines contributed to$39.7 billion1 in savings across 22 countries,including:$34.7bn in the USA1$3.4bnin 15 countries in Tevas Europe region$1.6bn in 6 countries in Tevas International Markets region7IntroductionHea

44、lthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future Reportn United Statesn Europen International marketsCanada1,402United States34,700Mexico11Chile28Denmark450Netherlands232Germany1,340Spain98France244Sweden222Czech Republic10Poland93Croatia2Hungary84Bulgari

45、a15Ukraine45Italy318Switzerland221Russia154Australia14Romania39Social and Economic Impact AroundtheWorldWe recognize our tremendous opportunity and responsibility toimprove lives and deliver lasting societal impact.Applying a shared-value mindset,we seek to create business value while also benefitin

46、g society.Our spending and income,both directly and indirectly through our supply chain,initiate a production cyclethat creates jobsand contribute to improving theeconomy and communities.The global trend from 2023 to 2024 was a3.5%increase inGross Domestic Product(GDP)contribution,broken down into:a

47、 6.1%rise in our direct GDP contribution from our own operations;and 1.7%increase in additional impacts generated through our spending and wages paid.The main drivers behind this global growth trend were the USA,Switzerland and Hungary.United StatesUnited States8,41440,5652,804EuropeBulgaria2179,152

48、123Croatia56016,127359Czech Republic4128,443227Denmark6528415France3482,159128Germany1,08810,188520Hungary70015,579331Ireland5415,448215Italy4765,000215Netherlands5428,156322Poland3595,007118Romania1061,86646CountryGDP($M)JobsLabor Income($M)Spain4504,968177Sweden14858827Switzerland6605,271219Ukrain

49、e831,02525United Kingdom6104,670237International MarketsAustralia6290528Canada4725,971223Chile1932,92485China361,89623India47532,128149Israel3,55537,3401,794Mexico2083,34284Russia3496,727112CountryGDP($M)JobsLabor Income($M)Tevas direct and indirect economicactivity in26countries assessed:$21.1bncon

50、tributed to gross domestic product(GDP)236,000jobs supported(infull-time equivalents or FTEs)$8.6bngenerated in labor income,a measure ofaggregate worker wages8IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportOur Social and Economic I

51、mpact continuedNote this analysis covers 26 countries with 32,161 FTEs(representing around 92%of Tevas global workforce of 35,094 FTEs).See the 2024 Healthy Future Report Disclosures for further information and reinstatement of 2023 data.Click here for an explanation of our Economic Impact and Gener

52、ic Medicine Savings methodology.Teva employees in Mexico.Sustainability atTevaOur Strategy As a global biopharmaceutical company,championing sustainability today meanscreating apositive impact and ahealthy future forgenerations to come.It reflects our purpose in practice:we are all in for better hea

53、lth.We are dedicated to bringing access to health for underserved populations;protecting patients and our employees byensuring their health and safety;combating climate change,reducing pollution and protecting the environment;building trust with stakeholders through high standards of ethics and inte

54、grity;and extending our positive impact over our supply chain.Our Healthy Future strategy is a continuation of our sustainability journey and encompasses all that we do to promote healthy people,ahealthy planet and a healthy business.In line with our Pivot to Growth strategy,Healthy Future sets out

55、a pathto being stronger with enhanced action and transparency across topics that are most important to Teva and our stakeholders;bolder with a clear focus on issues with the greatest impact on ourbusiness and where we make the greatest impact,and includes ambitious targets;and simpler integrating su

56、stainability into our company.Healthy Future is an integral part of how we do business.It is our purpose in practice:we are all in for better health.9IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportTeva employees in Croatia Our Prior

57、ities We regularly conduct materiality assessments,including engagement of key stakeholders,to identify our main impact on the society and environment and the risks and opportunities most relevant to our business.In 2024,we conducted our first Double Materiality Assessment(DMA).We identified eight m

58、aterial topics,related to 20 material impacts,risks and opportunities:lHealth Equity and Access to Medicines.lPatient Safety and Quality.lInclusion and Diversity.lEmployee Health,Safety,and Well-being.lClimate Action and Resilience.lPharmaceuticals in the Environment(PiE).lEthics and Integrity.lSust

59、ainable Procurement.Our DMA guides our Healthy Future strategy,ensuring alignment with our Pivot to Growth strategy and our business.For more information on the DMA methodology in our Healthy Future Report Disclosures,see pages 20-22.Healthy Future Focus AreasOf these material topics,we have focused

60、 on the six we believe require the most attention to advance sustainability and to create long-term value.For most of these,we have ambitious targets to holdusaccountable and track our progress.We recognize the interconnectedness of thesetopics and the importance of managing them in a coordinated wa

61、y to contribute to a healthy future.We report on our actions and performance across other areas in this report and in ourHealthy Future Report Disclosures.10IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportSustainability at Teva conti

62、nuedHealthy PeopleImproving the well-being of people and societyHealth Equity and Access to MedicinesCreate equitable and sustainable solutions to enable more people to get the medicines they need,while contributing to strengthening health systemsHealth System Strengthening and Capacity BuildingPati

63、ent ReachSubmissionsPatient centricityInclusion and DiversityFoster an inclusive culture and diverse representation toenable business excellence and innovation Healthy PlanetSafeguarding our planetPharmaceuticals in the EnvironmentMinimize the environmental impact of pharmaceuticals inour operations

64、 and supply chain,and encourage appropriate use of our productsAppropriate Use of Antibiotics Priority Active Pharmaceutical Ingredients(APIs)Antimicrobial ResistanceClimate Action and ResilienceReduce our environmental footprint to help fight climate change,while preparing to adapt to its impactsDe

65、carbonization Renewable ElectricityHealthy BusinessLeading our business the right wayEthics&IntegrityUphold the highest standards of business conduct TrainingCulture of Ethics and IntegrityThird-Party Due DiligenceSustainable ProcurementFurther integrate priority sustainability factors in our engage

66、ment with suppliersSupplier Engagement and DevelopmentHealthy FutureOur Purpose inPracticeOur Value ChainAs a different kind of global biopharmaceutical leader,one that operates across the full spectrum of innovation to reliably deliver medicines to patients worldwide,wecarefully monitor the impacts

67、,risks and opportunities generated by ourengagements andactivities with stakeholders acrossour valuechain.UpstreamGoods and services provided by 41,000+suppliers,together with collaborative alignment with regulators,investors,communities and civil society,play an integral part in our successful oper

68、ations.Raw material suppliers(e.g.active pharmaceutical ingredients,equipment and utilities)Inbound DistributionThird party manufacturingMaterial TopicsOperationsWith 48 manufacturing facilities and 21 R&D sites,we discover life-changing treatments,deliver and distribute quality medicines,and drive

69、scientific innovation tosupport patients,families,healthcare professionals and caregivers.Research and developmentOutbound DistributionManufacturingDownstreamThrough different distribution channels we reach57 markets and enable access to quality innovative and more affordable generic andbiosimilar m

70、edicines to support unmet patientneeds.Customers(e.g.hospitals and pharmacies)Patientproduct use11IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportSustainability at Teva continuedClimate Action&ResiliencePiEEmployee Health,Safety and

71、Well-beingInclusion&DiversityPatient Safety and Quality Ethics&IntegritySustainable ProcurementHealth Equity and Access to MedicinesGovernanceGovernance is about good management,accountability,systematic ways of working andownership.We value transparency and continuously seek to improve our business

72、 practices,guided by our Corporate Governance and Policy Documents.Our Healthy Future governance model encapsulates responsibility forour sustainability strategy and activities.Allour Executive Management members have sustainability goals across various topics(e.g.,greenhouse gas emissions,health eq

73、uity and access to medicines and ethics and integrity)tied to their compensation(annual bonuses)andwe embed sustainability into our processes,decisions andactions.In2024,seven sessions on Sustainability were held with relevant board committees.OversightBoard of DirectorsProvides strategic guidance a

74、nd direction;oversees activities;receives updates onprogress from committees.Compliance CommitteeFinance CommitteeHuman Resources and Compensation CommitteeAudit CommitteeHolds primary responsibility for overseeing sustainability strategy,targets and performance;reviews best practices,trends and iss

75、ues;receives quarterly sustainability updatesReceives updates on sustainable finance instruments and targets;approves sustainability related financial transactionsOversees sustainability-linked compensation and Human ResourcesmanagementReceives updates on reporting trends;oversees Enterprise RiskMan

76、agement processStrategySustainability Steering CommitteeMonitors performance;drives decision-making on key mattersOperationsSustainability Global ForumConsolidates key themes;conducts quarterly reviews of performance on cross-cutting metrics;manages cross-cutting emerging topicsSustainability Task F

77、orces and Working GroupsTrack,align and support cross-cutting metrics;consider and address upcoming priorities;supported by sustainability business partners and function points of contact12IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future Re

78、portFostering a Culture of SustainabilityWe share our commitments,actions and progress openly and transparently to support oursustainable culture and to increase awareness of our many initiatives.We aim to create aculture of transparency and accountability,grounded in our belief that real change is

79、driven by focus,purpose,action and engagement.By openly sharing targets,processes and progress,we aim to build trust and credibility with allour stakeholders.Sustainability is everyones responsibility at Teva.Weencourage collaboration across the value chain toaddress global challenges,improve health

80、,make apositiveenvironmental and social impact and strengthen our resilience.We also educate and engage our employees,empowering them toadopt and advocate for sustainable and ethical practices within andbeyond Teva.We do this by distributing internal articles,webinars,screensavers,teams backgrounds,

81、surveys,challenges,videos,vlogs and more all for the same cause of educating and engaging our employees with our sustainability strategy.This amplifies ourinfluence by strengthening our own sustainability efforts and making our employees ambassadors for real-world change.13IntroductionHealthy People

82、Healthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportSustainability at Teva continued We aim to create a culture of transparency and accountability,grounded in our belief that real change is driven by collective awareness,engagement and action.Teva employees in th

83、e USASustainable FinanceWe tie our commitments and progress in priority areas,such as climate action and resilience and health equity and access,to our business strategy through sustainable finance instruments.Tevas combined sustainability-linked bond(SLB)issuances total$7.5billion,making us the lar

84、gest issuer in the pharmaceutical sector and second largest corporate SLB issuer in the world.In 2024,we amended our syndicated sustainability-linked revolving credit facility(RCF),extending it by one year and setting anew 2027 regulatory submission target,sothe RCF remains sustainability-linked for

85、 itsfull lifespan.$2.49bnSLB Issued in 2023Target AreasHealth Equity and Access to Medicines:bringing more medicines to low-and middle-income countries(LMICs)to treat noncommunicable diseases(NCDs)by increasing regulatory submissions and product volume on the World Health Organizations Essential Med

86、icines List acrosssix key therapeutic areas(TAs)$5bnSLB Issued in 2021Climate Action and Resilience:reducing scope 1 and 2 greenhouse gas emissionsto support efforts to limit global temperature increase to 1.5C$1.8bnsyndicated sustainability-linked revolving credit facility(RCF)1Health Equity and Ac

87、cess to Medicines:increasing regulatory submissions in LMICs acrosssix key TAs14IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future Report1 Entered into in 2022,amended in 2023,and 2024.Healthy PeopleIn this SectionHealth Equity and Access to

88、Medicines16Patient Safety andQuality27Inclusion and Diversity33Employee Health,Safety and Well-being37Healthy People:Additional highlights3915IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportEveryone deserves access to themedicines th

89、ey need and a well-functioning and resilient healthcare system.We work tirelessly to break barriers,expand access and support communities in need.Yonina FleischmanSr.Director,Global Head of Health Equity&Access Patients reached187,000 patients reached through Tevas access programs in 2024 See Disclo

90、sures,page 31Doses of medicinesRecordable Injury Rate373.6 milliontotal doses of medicines donated worth$893.61 million in 2024215%improvement in total recordable incident rate for Teva employees and contingent worker in 2024 More on page 16 More on page 381 Worth of medicine provided is represented

91、 in wholesale acquisition cost(WAC)orthe local market equivalent.2 Inclusive of donations made through the Teva Cares Foundation.Image caption:This child received otherwise non-available medicinesdonated by Teva as part of the Global Hope Program,Mulago Hospital,UgandaTeva employees in India in the

92、photograph aboveHealth Equity and Access to MedicinesAt Teva,we are all in for better health.Increasing access to quality medicines is fundamental to improving the healthof patients and the success ofour business.We use various approaches to address unmet health needs around the world:leveraging our

93、 medicines to get them tothose who need them most,going beyond our product portfolio by strengthening health systems,as well as adopting a patient-centric approach to drug development.To reinforce our dedication and to hold ourselves accountable toadvancing health equity,we have linked two of our ac

94、cess commitments to our financial strategy through sustainable financial tools,including sustainability-linked bonds(SLBs).Around one-third of the worlds population lacks access to medicines,vaccines,diagnostic tools and other essential treatments1.Underserved populations and those living in under-r

95、esourced communities across the globe are often unable to afford or obtain the treatments theyneed.GovernanceAll our access to medicines initiatives are approved by Executive Management and reviewed by the Board-level Compliance Committee.A dedicated Health Equity and Access to Medicines Steering Co

96、mmittee is chaired by the Senior Vice President Global Head of Sustainability.Itadvises on and oversees our access to medicines initiatives on astrategic level.All approved matters are reviewed by the Sustainability Steering Committee,which is chaired by our Chief Executive Officer.Additionally,we a

97、ssign access targets to executives to demonstrate accountability.Guiding DocumentTevas Position to Access to MedicinesIncreasing access to medicines in 2024Through our business1,737generic medicines inour portfolio208innovative medicines inour portfolio6biosimilar medicines in ourportfolio28regulato

98、ry submissions inlow and middle-income countries(LMICs)on the WHO Essential Medicines List(EML)across key TAs1,208new generic medicine marketing authorizations,including 210 in LMICsBeyond our Business373.6mtotal doses(worthover$893.6m)2 donated to patients32.0munits of medicines provided toaddress

99、drug shortages across the globe20.2mdoses provided through our access programs,including 3.6m doses(worthover$14m)2 toLMICs on the WHO EMLacross key TAs71.1munits of medicines provided toUN organizations andaid agencies through global health tenders16IntroductionHealthy PeopleHealthy PlanetHealthy B

100、usinessDisclosuresAbout This ReportTeva 2024 Healthy Future Report1 Essential Medicines and Pharmaceutical Policies.Source:World Health Organization,https:/www.emro.who.int/essential-medicines/strategy-access/2 Worth of medicine provided is represented in wholesale acquisition cost(WAC)or the local

101、market equivalent.3 Inclusive of donations made through the Teva Cares Foundation.Progress on TargetsnAchievednIn progressnNew targetHealth Equity and Access to MedicinesSubmissionsIncrease the cumulative number of new regulatory submissions in low-and middle-income countries(LMICs)on the WHO Essent

102、ial Medicines List(EML)across six key therapeutic areas(TAs)1 by 150%from 2022-2025(vs.2017-2020)274 submissions cumulative(99%of target)Access Programs and Product VolumesIncrease access to medicines program product volume by 150%in 2025(vs.2020)through four access to medicines programs,including d

103、onations and social business in LMICs on WHOs EML across six key TAs1,23.6m single unit doses providedLaunch eight access programs by 2025 that address underserved populations and those in the last mile inLMICsNine programs launchedHealth System Strengthening and Capacity BuildingIncrease the cumula

104、tive number of beneficiaries of health system-strengthening and capacity-building initiatives in support of underserved populations by 200%by 2026(vs.cumulative 2022-2023 baseline)Approximately 56,000 beneficiaries reached(65%oftarget)Patient CentricityIncorporate a patient-centric approach in 100%o

105、f clinical trials for innovative products by 2030,which will help enable more equitable access to medicinesApproach activated(see here for more detail)SubtopicTargetsProgressStatus1 Therapeutic areas for submissions include:cardiovascular diseases,pediatric oncology,respiratory diseases,diabetes,men

106、tal health and pain/palliative care.Therapeutic areas for volumes include:cardiovascular diseases,adult and pediatric oncology,respiratory diseases,diabetes,mental health and pain/palliative care.2 Target is part of sustainability-linked bond.3 Source:IQVIA MIDAS MAT Q4 2024;Analysis of 38 countries

107、.A Unique Portfolio of MedicinesWe increase access to quality medicine through our products:our innovative medicines help address the unmet health needs of a diverse range of patients,while our generic and biosimilar medicines offer more affordable options and reach more patients across the globe.Ou

108、r portfolio of generic medicines covers 58%of treatments on WHOs Essential Medicines List of important drugs that address key healthcare needs across the globe,including3:l59%of cardiovascular treatments.l61%of pain treatments.l69%of mental health treatments.l44%of anti-infective treatments.l61%of c

109、ancer treatments.l29%of respiratory treatments.l30%of diabetes treatments.17IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportHealth Equity and Access to Medicines continued A Global Hope program pharmacy in Uganda to which Teva donate

110、s medicinesReaching Underserved PopulationsTevas Health Equity and Access strategy is closely aligned with global health priorities and our Pivot to Growth strategy,and integrates our access objectives with commercial priorities to ensure both social impact and sustainable business growth.We focus o

111、n addressing unmet needs of underserved populations asidentified by global health authorities and partners worldwide,ensuring that our Access to Medicines programs make the greatest impact on populations that need them the most.Wepartner with trusted organizations that know the needs of local commun

112、ities,are familiar with local health systems and understand and can implement appropriate patient treatment plans directly withhealthcare providers.Our approach to Health Equity and Access to Medicines is rooted inmaximizing impact through:lProviding medicines to those who need it most,by harnessing

113、 ourunique portfolio through our Access programs.lStrengthening healthcare systems to improve health services andfoster sustainable change in local health ecosystems.lAddressing emergencies and disasters quickly and efficiently toreach patients fast.lIncreasing our regulatory submissions in LMICs to

114、 improve access to quality medicines worldwide.Access to Medicines Programs In 2020,we committed to launching eight Access to Medicines programs by 2025,aimed at providing treatments to underserved populations worldwide via customized,localized models conducted with partner organizations,and tailore

115、d to meet specific national health challenges.Having launched two new access programs in 2024(ElSalvador and Strategic Emergency Stockpile),we surpassed our goal ayear early,with a total of nine programs launched:four programs are eligible for inclusion in our product volume sustainability-linked bo

116、nd(SLB)target.Our programs consist of product donations or social business programs,and each supports global health needs by reaching undeserved communities.lIn 2024,we donated more than 17.9 million tablets/doses of medicines through our designated access initiatives,worth over$23.3 million1,throug

117、h our strategic access programs.Of these,over 3.6 million tablets/doses were donated through programs included in our SLB target.lThrough our social business programs,we sell our products at a lowcost to partners,who then distribute to underserved patients,making a sustainable,positive impact while

118、supporting our business.In 2024 we supplied more than 2.2 million tablets/doses of medicines through such channels.Product Volume in LMICs Across Six Key TAAccess Programs(millions of doses)nBaselinenActualnTargetRemaining to meettargetIncreasing Regulatory Submissions InLMICsIn addition to the effo

119、rts previously mentioned,toenhance access to medicines to underserved populations,our International Market Region supports our access efforts to increase regulatory submissions ofWHO EML products across key therapeutic areas,inLMIC,in line with our SLB target.Between 2022 and 2024 we filed 74submiss

120、ions and,in January 2025,weachieved ourtarget of 75submissions.Cumulative new regulatory submissions inLMICs across sixkey TAsnBaselinenActualnTarget*Not counted towards target18IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportHealth

121、Equity and Access to Medicines continued 0.50.30.40.93.61.242020 baseline202120222023202420251 Worth of medicine provided is represented in wholesale acquisition cost(WAC)or the local market equivalent.3016214674741Cumulative 2017-20202021*202220232024202575Our Nine Access ProgramsIn 2024,we launche

122、d two new Access Programs:Sustainability linkedbond2.6 milliondoses of medicineworth approximately$123,0001reaching over16,500 patientsStrategic Emergency Stockpile(SES)The SES program supports the Strategic Emergency Stockpile,aninitiative managed by Direct Relief.It ensures that essential medical

123、supplies are readily available for rapid deployment in crisis situations,thereby enhancing the resilience and responsiveness of healthcare systems worldwide.By maintaining a strategic reserve ofvital medications,Teva and Direct Relief can promptly react to address health emergencies,mitigate the imp

124、act of disasters and support affected communities.Sustainability linkedbond183,000doses of medicineworth approximately$283,0001reaching approximately 4,400 patientsEl SalvadorPeople with low income in El Salvador have little or no access to basic healthcare services,while the burden of non-communica

125、ble diseases(NCDs)continues to grow.In2024 we partnered with Americares and FUSAL to launch a program enhancing access to medicines forvulnerable populations in El Salvador.The program isactive in clinics in two cities and focuses on NCDs such as cardiovascular and respiratory conditions,diabetes an

126、d pain management.Other Access to Medicines initiativesIn addition to our nine strategic access programs,we continuously explore other opportunities to support underserved patients and those facing emergencies and disasters,so they can obtain the medicines theyneed.In2024,our progress included:Addre

127、ssing Emergencies andDisastersWe reinforced our longstanding commitment to support patients in need during emergencies and disasters through our strategic partnerships and timely interventions.By leveraging our extensive network of credible suppliers and partners,we serve as a trusted collaborator w

128、ith healthcare organizations to address urgent medical needs.For example,during hurricanes Milton and Helene,Teva donated over1.5 million doses of products including medications indicated in diabetes,CVD,respiratory diseases,diarrhea,epilepsy and infectious diseases.Additionally,we introduced our ne

129、w Strategic Emergency Stockpile(SES)program,working withDirect Relief to provide products to support disaster relief efforts worldwide.USA Inhaler Access ProgramWe launched a new initiative inpartnership with Direct Relief to make two of Tevas generic inhalers available free of charge for uninsured

130、patients at charitable clinics in the USATeva Cares Foundation Patient Assistance Program Since 2013,the Teva Cares Foundation2 has provided certain Teva medicines at no cost to patients in the USA who meet specific insurance and income eligibility criteria.In 2024,the Foundation donated medicines w

131、orth over$298.9million.1.5 milliondoses donated during hurricanes Milton and Helene$298.9 millionof medicines donated by Teva Cares Foundation2 in 202419IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportHealth Equity and Access to Medi

132、cines continued“Sustainability linkedbond”(SLB)indicates program eligible to the SLb target.1 Worth of medicine provided is represented in wholesale acquisition cost(WAC)or the local market equivalent.2 Teva Cares Foundation is a separate legal entity funded by Teva.DonationsDonationsOur Nine Access

133、 Programs continued Below we outline progress during 2024 for our previously launched programsSustainability-linkedbond Malawi,Uganda,Botswana,Tanzania and RwandaSub-Saharan Africa faces a childhood cancer crisis due to a lack of pediatric cancer care.We support Global HOPE,providing medicines for c

134、hildren with cancer and blood disorders in the region.In 2024 we delivered more than 756,000 doses of medicine worth$13.7 million1,reaching over 42,000 patients.IsraelThe statusless population in Israel has no access to basic healthcare.We partnered with Terem Clinic,Naavat David,Ruth Clinic and Amc

135、ha to donate 16,500 doses of medicine worth$3,0001 to more than 350 patients without refugee status during thefirst quarter of 2024.This program has now concluded due to evolving priorities and changes inlocal clinic operations.Sustainability-linkedbondGhanaIn Ghana,breast cancer is the most common

136、cancer among women,posing substantial burdens on healthcare systems and communities.In 2024 through our partnership with Breast Care International(BCI)and Direct Relief,we donated 330,000 doses of medicine worth almost$1.5million1,reaching around 2,400patients withbreastcancer.SpainApproximately 1.5

137、 million people in Spain cannotafford prescription medicines and health productsfor chronic diseases.We support Banco Farmacutico to increase access to underserved populations.In 2024 we provided approximately 70,000 doses of medicine with anestimated reach of 1,200 underserved patients.USAOur progr

138、am Community Routes:Access to Mental Health Care helped to advance access tomedicines and behavioral health services for uninsured and underserved patients.In 2024,wedonated 14million doses of medicine worth over$7.7million1,reaching 49,000 patients.FranceIncollaboration with Pharmacie Humanitaire I

139、nternationale,we supply medicine to charitable care centers that give medication,consultations and socialservices to underserved patients.In 2024,theprogram reached approximately 59,000 underserved patients,providing almost 1.7million doses of medicine.ChileThe Communities Without Pharmacies project

140、 by Fundacin Fraccin opens pharmacies in rural areas for people living in poverty with chronic health needs.We supported Fundacin Fraccin in Chile in2024,providing 472,000 doses of medicine,reaching around 12,300 patients.20IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout Thi

141、s ReportTeva 2024 Healthy Future ReportHealth Equity and Access to Medicines continued Note:“Sustainability-linkedbond”(SLB)indicates program eligible to the SLB target.1 Worth of medicine provided is represented in wholesale acquisition cost(WAC)or the local market equivalent.Patient who is part of

142、 the Global Hope Program in UgandaDonationsDonationsDonationsDonationsSocial BusinessSocial BusinessSocial BusinessHealth System Strengthening and Capacity Building In order to achieve lasting impact,we haveexpanded a number of our access programs to go beyond the product by incorporating Health Sys

143、tem Strengthening and Capacity Building efforts.Capacity building is critical for ensuring sustainable and resilient healthcare systems,directly contributing to our mission of expanding access to care.To increase our positive impact beyond medicines,our health system strengthening and capacity-build

144、ing initiatives expand healthcare professionals skill sets,increase treatment accessibility such as diagnosis and screening,improve community members health literacy and awareness and overall enhance local capacity tosupport the health needs of underserved populations.We take aholistic approach to h

145、ealth equity to address other social determinants of health,including financial,geographic,socioeconomic and cultural factors.We aim to increase the cumulative number of beneficiaries of our initiatives by 200%by 2026(vs.cumulative 20222023 baseline).Many of our initiatives complement our Access to

146、Medicines programs(see page 19).Our main initiatives in 2024 to promote health system strengthening and capacity-building were:lMalawi,Uganda,Botswana,Tanzania and Rwanda Pediatric oncology specialists are few and far between in Sub-Saharan Africa.We expanded our support for Global HOPE in 2024 thro

147、ugh efforts specifically focused on strengthening localcapacity,including training for nurses and medical officers,as well as nurse training scholarships.Beneficiaries in 2024 numbered 1,965 including HCPs trained andresulting patients diagnosed.We are building sustainable healthcare capacity,ensuri

148、ng that children receive timely and effective treatment.lGhana A lack of breast care centers and trained healthcare practitioners,along with low awareness and high stigma,contributeto high breast cancer mortality rates in Ghana.Through our partnership with Breast Care International,we are addressing

149、 healthcare challenges that hinder early diagnosis and treatment,ensuring that patients receive the care they need.We are raising awareness on breast cancer and the importance of early diagnosis,increasing local capacity to increase breast cancer screening for women aged 1860,and improving referral

150、pathways.Beneficiaries in 2024 totaled 10,752,including patients and HCPs in rural Ghana.lChile We organized an educational event focusing on mental health,the risks of self-medication and the importance of adhering to prescribed therapies,attracting 100 participants including healthcare professiona

151、ls and community members.We conducted community training sessions in Cocham and Ro Puelo,collectively impacting around 5,100 residents.lUSA From November 2023 to October 2024,our grant funding helped 34,916 beneficiaries(14,480 directly and 20,436 indirectly)in clinics supported by our Community Rou

152、tes program.Over two years offunding,we have trained 2,800 community members,held 131community events,expanded access to mental health services for 63,659 beneficiaries and conducted 24,617 patient screenings.Together with our partners Direct Relief and NAFC,in 2024 we published areport in collabora

153、tion with the grantees of our behavioral health program in local USA clinics and communities.Lessons Learned from Community Routes:Access toMental Health Care highlights experiences and understandings relevant for broader underserved,bi-lingual/bi-cultural populations and patients with low health li

154、teracy.The report is a useful resource forsocial impact program policymakers,funders and safety-net providers.Support the Soul in IsraelFollowing the brutal attacks of October 7,2023 trauma took hold ofthe lives of Israelis,affecting citizens with post-traumatic stress disorder and related issues su

155、ch as depression,anxiety,sleep disorders and addictions.Israel needs more professional trauma therapists asthe shortage hampers mental health support and recovery.Therapists are also experiencing burnout,aswell as dealing with intense personal challenges.Our Support The Soul program provides support

156、 via:training professional teams,creating safe spaces,innovative tools,and research.It is strengthening theinfrastructure of resilience centers to provide safespaces for therapy,increasing treatment facilities andmaking mental health services more accessible.In collaboration with the Israel Trauma C

157、oalition,our training courses in Israel in 2024 included 32 hours of instruction for 430 practitioners that benefited over 2,580 individuals in need.Support the Soul will continue through 2025,aiming to train and supervise 750 professional therapists,support two resilience centers(benefiting 6,000 p

158、eople directly),equip 2,000 first responders with resilience tools,and support 18 technology companies through a southern-based acceleration program.21IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportHealth Equity and Access to Medici

159、nes continued Advancing Health Research Improving access to medicines and healthcare requires a continued effort to develop new evidence-based solutions that address unmet needs.We engage in scientific collaborations with universities and research centers,start-ups,pharmaceutical companies,hospitals

160、 and health maintenance organizations to find external scientific solutions for internal R&D needs.These efforts increase our scientific visibility,while expanding and accelerating our innovative medicines portfolio,in line with the Step-up Innovation pillar of ourPivot to Growth business strategy.U

161、ltimately,these innovation efforts can shorten discovery and development timelines and increase success rates in discovering new drug candidates,as well as finding solutions to advance our pipeline.Innovation and Collaboration InitiativesOur approach to innovation is multi-directional,connecting int

162、ernal needs(identified through meetings and workshops),with external opportunities(identified through deep mapping,our database,AI-based scouting and other conventional approaches).Participation andmembership of key industry and trade associations enriches Tevas network across the industry in line w

163、ith our strategic focus areas and,as a partner of choice in the biotech ecosystem,we provide access to industry insights and our teams expertise.In the USA,we have partnerships with key universities to foster innovation,including Harvard,Thomas Jefferson,Pittsburgh,Oklahoma and Pennsylvania.In Europ

164、e,we have been part of the Innovative Medicines Initiative(IMI)since 2019.It is Europes largest public-private partnership in life sciences and aims to develop next-generation vaccines,medicines and treatments.In 2024 we participated in more than eight IMI consortia from drug discovery todevelopment

165、.Two new consortia focused on biologics and biomarkers:lRealHOPE:aims to develop guidelines for improving handling ofbiologic drugs from the user end(pharmacies and patients/caregivers).lEuropean Platform for Neurodegenerative Diseases(EPND):intends to establish a platform for storing and analyzing

166、clinical and biological samples and data for biomarker discovery in progressive loss of structure or function of neurons(neurodegeneration).22IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportHealth Equity and Access to Medicines conti

167、nued Teva employees in the USAInnovation and Collaboration Initiatives continuedA strategic focus in our global innovation and collaboration activities revolves around growing and leveraging the health ecosystem in Israel,given Tevas deep ties to the country,and historic successes that include acade

168、mic collaborations.Our engagement approach in Israel re-started in 2020,and since thenwe have established approximately 50 projects with Israeli researchers;these have received 18 partnership grants to date from the Israel Innovation Authority,two of which were given additional advanced grant fundin

169、g in 2024.Key initiatives in our Israel-focused collaboration include:lAION Labs:An alliance between Teva and three other global pharmaceutical companies,Amazon and the Israel Biotech Fund,AION creates and supports start-ups focusing on artificial intelligence(AI)in drug discovery and development.We

170、 play an active role in AION Labs,supporting with training and engagement.AION has created eight new start-up partnerships and plans to establish two more in 2025.In 2024 we partnered to establish CombinAble,an AION start-up,which focuses on antibody optimization.We also supported Celleryx,a start-u

171、p focused on AIearly diagnostics of cancer and autoimmune diseases based oncell states.lOrganospheres:We work with multiple start-ups,pharma companies and academic groups through Organospheres,a consortium that is developing a human ex-vivo 3D system that could provide an alternative to animals bein

172、g used in preclinical studies.lBioInnovators Forum:Each year we offer 30 specialist PhD and post-doctorate students mentorship and training on translational research,and an annual innovation competition for students to develop solutions to unmet medical needs.Since 2020 the program has attracted ove

173、r 150 graduates since inception,leveraging the skills of young scientists to drive future medical innovation.In 2024,entries included an at-home detection kit for tuberculosis based onbreathing molecular analysis,and an IVF support device for thefertilization and implantation of embryos.This program

174、 has also been a source for identifying scientific talent to bolster our R&D function.Since 2020:50innovation projects with Israeli researchers 18partnership grants received from Israel Innovation Authority150graduates taken part in BioInnovators Forum23IntroductionHealthy PeopleHealthy PlanetHealth

175、y BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportHealth Equity and Access to Medicines continued Public Health ResearchWe collect and use public health and epidemiological data to estimate unmet economic,clinical and social needs of patients across our key TAs,including central n

176、ervous system,psychiatric,inflammatory and oncological conditions.Our research focuses onunderstanding the burden of illness,examining new clinical educational tools and evaluating ways to ensure patients have access to necessary treatments and enable HCPs,payers and other decision-makers to focus o

177、n areas with the greatest need.We can also identify appropriate patient populations and design clinical trials with relevant inclusion and exclusion criteria to benefit the maximum number of patients with unmet needs.In 2024,we presented our research at 176 congresses and published 55 peer-reviewed

178、articles across scientific and medical journals.Teva Research and Development AcademicPapers Published on PubMed in2024(55total)nResearch InnovationnCentral Nervous System/PainnNeurology/PsychiatrynOncologynImmunologynCardiovascularnMigrainenRespiratory176research presentations by Teva 55 peer-revie

179、wed articles across scientific and medical journals published 24IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportHealth Equity and Access to Medicines continued 33%29%5%11%4%7%0%4%7%4%7%Teva employees in USA Driving Patient Centricity

180、In line with our Pivot to Growth strategy,we are stepping up innovation to continue the momentum behind the discovery,development and delivery of medicines.By putting patients needs at the center of our clinical trials approach,we gain insights intohow we develop medicines that are more effective an

181、d accessible.During 2024,we further defined our patient centricity approach,creating specific goals across four pillars:Patient and Caregiver Engagement,Inclusivity in Clinical Trials,Remote Decentralized Trials and Communication and Site Awareness.25IntroductionHealthy PeopleHealthy PlanetHealthy B

182、usinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportHealth Equity and Access to Medicines continued As part of our innovation programs,we partner with Innovative Medicines Initiative EU consortia.Our key initiatives include EPND and Trials at Home to encourage more patients to particip

183、ate inclinical trials.Sarah Alexander-Georgeson;Content creator and activist from Liverpool,UK.She is a regular contributor to Tevas Life Effects patient-to-patient programPatient Centricity ApproachPatient and Caregiver EngagementInclusivity in ClinicalTrialsDecentralizedClinical Trials Communicati

184、on andSiteAwarenessInvolving patients and caregivers in the design and operation of clinical trials leads to higher quality data,better engagement and greater insight into the real-world impact of our medicines.We aim to give equal opportunities for allinterested patients by enrolling participants f

185、rom diverse backgrounds.This improves our understanding of how our medicines impact abroader range ofpeople and supports our objective ofdeveloping and producing medicines that are effective and safe for more patients.We are designing trials to make them more accessible to diverse populations.For ex

186、ample,sending a medical practitioner on a home visit if access to the clinical site is challenging.We also use technology to improve accessibility.We aim to partner with clinical trial sites to improve the execution of our clinical trials and ensure the sites are carrying out trials effectively(for

187、example,by eliminating barriers to recruitment and introducing more effective waysof working remotely).Target by 2030100%of new innovative clinical trials will include input and insights from patients or caregivers regarding the clinical trial design or patient or caregiver journey.100%of diversity

188、action plans created for newinnovative clinical trials,and submitted according to FDA guidance,asapplicable.100%of applicable clinical trials studies will be assessed for the option or requirement for decentralized components.100%of clinical trial studies will have apre-study site engagement activit

189、y.2024 ProgressEngaged with patient advocacy organizations to support incorporation of the patient or caregiver voice in clinical trial design.For example,as well as developing novel treatment options for patients living with Multiple System Atrophy,wegathered insights and preferences related toclin

190、ical trial design.Began development of internal and external training program on inclusivity in clinical trials,aswell as executed community education eventsproviding general clinical trial information through community leaders.We are developing diversity action plans for applicable programs inan ef

191、fort to make our trials more accessible toall populations.Established a framework to evaluate,explore andimplement remote components as an option for clinical trial participants,to support flexibility in and accessibility to clinical trials.Partnered with clinical trial sites for future support on g

192、athering insights onhow we design clinical trials and preferences/recommendations for successful execution(such as strong sponsor-site partnership,eliminating barriers related to recruitment or retention and lessons learned with remote visits).See here for how we prioritize the safety of ourpatients

193、26IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportHealth Equity and Access to Medicines continued Patient Safety andQuality Patient safety and quality is integral to our commitment to delivering positive social impacts.It is our resp

194、onsibility topromote health and ensure that patients can trust our medicines.27IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future Report Teva employees in ArgentinaPatient SafetyWe integrate patient safeguards throughout the full product life

195、 cycle to ensure the health of our patients.Our Global Patient Safety and Pharmacovigilance(GPV)unit continuously assesses the benefit and risk profiles of all our products and adopts measures to minimize risk.GovernanceOur Global Head of Patient Safety leads Patient Safety at Teva,reporting to the

196、EVP and Global Head of R&D.He chairs the Corporate Safety Board(CSB),which isresponsible for reviewing andassessing Tevas product portfolio from a Patient Safety perspective,including products under development.The CSB is supported by Tevas product specific patient safety groups(PSGs),who evaluate g

197、lobal data collection system outputs,including product usedata,data from Teva studies,and scientific publications,onanongoing basis for all Teva medicinal products.Guiding DocumentTevas Position on Patient Safety71Teva own sites and63 third-party sites audited100%of products(Teva portfolio and clini

198、cal trial pipeline)arecontinuously assessed forpatient safety28IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportPatient Safety and Quality continued Zion,living with Huntingtons diseasePrioritizing PharmacovigilanceOur global pharmaco

199、vigilance(GPV)system ensures our medicines meet our high standards of safety.Our pharmacovigilance system includes procedures forcase management,signal detection,risk minimization,aggregate reports and health authority interactions,aswell as audits,deviation management,monitoring activities and trai

200、ning.It harnesses both technology-led insights and the in-depth knowledge of expert physicians,pharmacists and other healthcare professionals.This enables us to swiftly identify,investigate and mitigate all safety signals around new or known adverse events.Regular supervision from the Food and Drug

201、Administration(FDA),European Medicines Agency(EMA)and other health authority inspections confirms we arecomplying with all legal requirements.Ensuring Product Safety In 2024,we:lEnhanced our patient safety database with new features ensuring consistency and improving quality.lReviewed more than 45,0

202、00 drug-eventcombinations and more than 135,000 literature abstracts to determine new potential risks.Results were included in more than 1,400 aggregate safety reports and shared with health authorities as per local requirements.lAs a result,we initiated safety label updates for morethan 300compound

203、s,including potential health impacts andtheirmitigation,and lProvided 350 additional measures,including educational materialsfor patients and HCPs on how to use agiven product safely,to identify,avoid and minimize health risks and improve treatment outcomes.lAudited 71 Teva unit PV systems as part o

204、f our global GPV Audit Program and 63 third parties.No critical observations were identified,but we will always undertake corrective and preventative actions onall observations.We also contribute to systematic patient safety improvements via industry associations,including Medicines for Europe(MfE)a

205、nd the European Federation of Pharmaceutical Industries and Associations(EFPIA).These associations enable us to improve data collection,signaldetection and minimize risk,and,inso doing,maximize treatment benefits for patients.Safety Training and AwarenessAll Teva employees are required to complete p

206、atient safety training when they join Teva and thereafter annually.The training covers PV,communication and reporting protocols to prepare our employees forrapid collection and sharing of safety information.In 2024,morethan 35,248 employees worldwide completed our annual PV refresher training.Innova

207、tion in Patient Safety HighlightsIn 2024,we:Australia,Belgium,Brazil,Denmark,Germany,Israel,Mexico,Netherlands,Norway,Poland and Ukraine:Added QR codes on product labels directing to a non-promotional website educating patients on risk minimization.Ireland and UK:Created a digital platform to enhanc

208、e patient safety and product quality,through real-time data access,with a user-friendly interface for healthcare professionals.29IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportPatient Safety and Quality continued Teva employees in I

209、sraelPatient Safety DayFor World Patient Safety Day in 2024,we amplified ourcommitment to patient safety with a social media campaign focusing on patient safety,and shared tips on thesafe useof our medicines.We interviewed two PVSafety Physicians on their role in helping ensure our medicines are saf

210、e,as well as creating an interactive virtual quiz on PV andpatient centricity.Our LinkedIn posts associated with thiscampaign had more than 15,000 impressions and 5,000video views.OnFacebook,the posts had more than 1,200impressions.initiated 300label updates and350 additional measures introduced to

211、minimize patient health risk30IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportPatient Safety and Quality continued Teva PV Safety Physicians who featured in Tevas 2024 Patient Safety Day campaign“Our goal is to empower patients to un

212、derstand the benefits and risks of the medicines they take,resulting in better health outcomes for all.”Bianca Neculai,M.D.Associate Director,PV Safety Physician Safety Surveillance of Legacy Speciality Products“As a safety physician,you are kind of a watchdog.You are there to protect patients:not j

213、ust one-by-one but whole populations at a time.I really like having that kind of impact!”Antonanela Stanilescu,M.D.Associate Director,PV Safety Physician Clinical DevelopmentCounterfeit MedicinesAt least one in 10 medicines in LMICs are counterfeit,which means that these countries are spending$30.5

214、billion a year on medicines that may contain no active pharmaceutical ingredients(APIs)or have an incorrect amount of APIs and/or other contaminants.This could lead to patientsnot receiving the right treatments or putting their lives at risk.1We work with governments,our industry peers and enforceme

215、nt authorities to prevent and control counterfeit medicines(those manufactured without strictstandards and controls from authorized manufacturers.)Especially at risk are vulnerable populations in countries with no social protection,weak health systems and poor regulation,disrupted supply chains,and

216、a lack of access and affordability.Our Global Corporate Security unit manages our supply chain security.GovernanceOur Global Anti-Counterfeiting Oversight Committee reviews anti-counterfeit controls,counterfeit-related risks and mitigation plans.This oversight committee includes representatives from

217、across Teva.Tevas Global Quality Operations team cooperates closely with the Oversight Committee to prepare forand manageany counterfeiting threats.Global Trade Investigations and InspectionsWe investigate the global trade of large volumes of medicines,focused on import and export customs informatio

218、n.In2024,we identified entities involved in illicit manufacturing,trade and distributing falsified medicines and illegal diversion of authentic medicines.We conducted market inspections in African and Middle Eastern markets,and investigations in Turkey,China and the US.Information from our investiga

219、tions,monitoring and inspection,resulted in raids,seizures and arrests.Online Monitoring and Intellectual Property(IP)EnforcementBy monitoring 20 key products online we detected and reviewed 35,000 websites,marketplace advertisements and socialmedia posts in 2024:4,013 were deemed high risk and sent

220、 for IP enforcement,and 3,923 were removed,achieving a 98%enforcement rate.Public Awareness and Customs Recordal ProgramThrough our social media information campaign in Chilewe are raising awareness of the risks of purchasing medicines through unauthorized channels and the dangers of counterfeit med

221、icines.Our2024 campaign included 13 awareness videos which generated over 670,000 views.In 2024,we initiated a Customs Recordal program,registering trademarks of selected products with customs agencies in high-risk countries in Asia and the Middle East.Authorities were trained to distinguish authent

222、ic Teva medicines from falsified versions,leading to seizures of counterfeit medicines.Public Health ProgramsWe participate in various public health access programs that help to prevent the illegal purchase and use of counterfeit medicines,such as Breast Care International in Ghana and Global HOPE i

223、nsub-Saharan Africa.For more details,see page 20.Supply Chain Security and Legal and RegulatoryactionsWe collaborate with worldwide health,drug,law enforcement and customs authorities,including AIFA and NAS(Italy),DEA and FDA(USA),MHRA(UK),ISP(Chile),DIGEMID(Peru),COFEPRIS(Mexico),NMPA(China),Europo

224、l and Interpol.Through our membership of global organizations,we aim to help combat counterfeit medicines and enhance public health though training,standards monitoring and enforcement.Our memberships include:lPharmaceutical Security Institute(PSI):focused on protecting public health,raising awarene

225、ss about counterfeit medicines and initiating enforcement action through authorities.We participate in PSIs cross-industry Disruption Special Projects toprevent the illicit online sale of counterfeit,substandard andunsafe medicines,and to remove illicit sales.lReact:supports members with customs pro

226、tection,market monitoring and online enforcement tocombat trading in counterfeit products.lTransported Asset Protection Association(TAPA):provides intelligence,industry standards,training,networking and representation solutions for in-house security programs.31IntroductionHealthy PeopleHealthy Plane

227、tHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportPatient Safety and Quality continued 1 1 in 10 medical products in developing countries is substandard or falsified.Source:World Health Organization,https:/www.who.int/news/item/28-11-2017-1-in-10-medical-products-in-develop

228、ing-countries-is-substandard-or-falsified35,000 online sites for counterfeit medicines were reviewed in 2024Quality Millions of patients rely on our products every day,and it is our responsibility to provide them with safe,effective,high-quality medicines in line with our purpose:we are all in for b

229、etter health.Quality is a primary focus at all 48 of our manufacturing facilities andforevery Teva employee,and our quality commitment extends throughout our supply chain.We are dedicated to maintaining the highest manufacturing standards,processes and procedures to ensureour products always meet or

230、 exceed customer and regulatory qualityexpectations.4,500quality professionals at Teva bringing medicines to market88routine inspections resulting in no critical outcomes or observationsOur Quality Management SystemWe deliver medicines of high quality and have a robust Quality Management System(QMS)

231、.We conduct quality testing with a broadset of analytical tools,equipment and methodologies across the product life cycle from development to the pharmacy shelf.Everyone at Teva is responsible for ensuring we continue to meet all quality requirements as defined by our QMS,and that we all conduct act

232、ivities with the highest level of quality.In 2024 we updated our quality-related policies and standard operating procedures,based oninternal and external quality intelligence,to ensure best practice behaviors and regulatory compliance.In addition to our own strict standards,the 72 billion tablets an

233、d capsules we manufacture annually must meet the relevant regulatory requirements of the 57 markets where we supply our products.Theprocesses involved in meeting these requirements ensure that weproactively identify and address any quality issues.Throughout 2024we continued to manage external qualit

234、y inspections,with over 88 routine inspections resulting in no critical outcomes or observations.GovernanceOur Board-level Compliance Committee receives updates of quality compliance KPIs,regulatory inspections and complaints.Quality compliance ismanaged by our Senior Vice President Global Quality a

235、nd Chief Quality Officer(who reports to the Executive Vice President of Teva Global Operations).They ensure the design,implementation and continuous improvement of our Quality Management System.Tevas Global Quality Leadership team facilitates the development and implementation ofour Global Quality s

236、trategy.Guiding DocumentTevas Position on Quality32IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportPatient Safety and Quality continued Teva employees in GermanyInclusion and Diversity By building an inclusive culture,andafair and ps

237、ychologically safe working environment,we can harness the potential of all our people.Diversity of thought and skill drives our collective creativity and success,creating high-performing teams that understand the diverse medical needs of patients.Positive feedback from our employees reflects the sen

238、se of belonging we have fostered:according to Tevas 2024 Organizational Health Survey,81%of our employees believe we have an inclusive culture where they can achieve their full potential.GovernanceFostering Inclusion and Diversity(I&D)is a team effort,led by a dedicated Global Inclusion and Diversit

239、y(I&D)Lead,who is responsible for our globalI&D strategy,initiatives and partnerships.OurI&D Steering Committee is responsible for shaping andsteering all I&D activities and updates our Sustainability Steering Committee.Guiding DocumentTevas Position on Inclusion and DiversityRecognitionTevas commit

240、ment to being an employer ofchoice was recognized globally in 2024.Wereceived GreatPlace to Work certifications inIsrael,China,Brazil,Mexico and India,reflecting ourfocus on creating supportive andrewarding workplace environments.Additionally,our initiatives supporting gender diversity earned us the

241、 Best Employer for Women award inseveral regions,including Argentina andCanada.33IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future Report Teva employees in the UKInclusion and Diversity Culture Tevas fair and inclusive culture is centered ar

242、ound enabling ourpeople to be at their best and promoting equal access to opportunities for professional growth and development,enhancing our ability to deliver the best medicines to our patients and,in turn,helping us to meet our business goals.Over 2024,we have continued to evolve our Inclusion an

243、d Diversity(I&D)approach to develop a more holistic approach that embeds I&Dinto our purpose,Pivot toGrowth strategy and value chain.It is focused around psychological safety,I&D awareness,mindset building and leadership development.Inclusion and Diversity Strategy and GovernanceWe are developing a

244、refreshed I&D strategy to ensure it continuously evolves,and aligns with our business objectives and best practice.In 2024 we introduced a new I&D Steering Committee to oversee I&Dat Teva,composed of senior managers from each of Tevas business units.Awareness and Mindset BuildingWe continue to inves

245、t in company-wide inclusion and diversity initiatives that increase employee awareness,participation and support.In 2024,we introduced several learning opportunities to strengthen employee knowledge on I&D,featuring dedicated sessions for our HR function.Our HR employee and manager training included

246、 modules covering equitable recruitment processes and reducing biased thinking.13,541 employees completed I&D training in 2024.We also ran global learning sessions for employees led by Tevas Executive Management team,covering the role of inclusion in operational and production environments,medicine

247、development processes and intercultural inclusion.Inclusive Leadership DevelopmentWe recognize the importance of inclusive leadership and ensure consistent training quality and accessibility for all managers across Teva.We have launched a training program for our people managers to equip them with t

248、he skills toleverage diversity as a key driver for innovation and high performance.Inclusive Talent AcquisitionWe aim to be fair and include all relevant job candidates,and have reviewed our talent acquisition process to make it more inclusive and ensure equal opportunity,hiring on merit,regardless

249、of background.We have also developed guidelines for recruiting managers and recruiters to align with evolving business needs and drive organizational growth.Promoting InclusionIn 2024,we leveraged key awareness days throughout the year to emphasize how I&D can help us achieve our business objectives

250、 and foster Tevas culture of inclusion:lInternational Womens Day:focused on the importance of inclusion inoperational environments.Communications included interviews withleaders in operations and a webinar led by Teva Globals Executive Management team,featuring a panel of executive femaleleaders.lPr

251、ide Month:highlighted intercultural differences and pride through aglobal webinar showcasing employees unique life stories and the cultural influences on their personal and professional experiences.lGlobal Diversity Month:launched our new Inclusive Leadership Development program,focusing on skills t

252、o leverage diverse points of view leading to high performance.This initiative included learning materials explaining scientific rationale,a social media campaign and learning sessions.34IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future Repor

253、tInclusion and Diversity continued Teva employees in IndiaContinuing to Ensure EqualOpportunitiesOur data for gender breakdown shows that women and men are equally represented on an overall basis and across management positions at Teva.Leadership development is a key focus at Teva and in 2024,34%of

254、our roles at Vice President level and above were held by women(vs.29%in 2023).Ensuring Pay EquityWe aim for pay equity at all levels.In 2024 we continued to identify pay differences across our employee population using our global methodology,which includes pay differences between men and women and a

255、cross other disparities among employees of the same function,level and location.Findings revealed that we have no gender pay gap among our employees at the same level,function,profession and location,and that we pay women 0.2%more than men for basesalaries.There are no barriers to success based on g

256、ender at Teva.We always take action to minimize any gaps identified during our annual rewards cycle.Because pay differences are often created when employees arehired or are promoted,we are continuing to work with our talent acquisition team to introduce new tools and approaches to avoid pay differen

257、ces during the job offer stage.Employees by Gender35IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportInclusion and Diversity continued lWomenlMenTotal EmployeesTotal Management PositionsExecutives/Senior Managers46%47%47%48%49%49%27%2

258、9%34%54%53%53%52%51%51%73%71%66%202220232024202220232024202220232024Inclusion and Diversity Across the GlobeProgress in 2024IsraelExpanded initiatives to employ individuals with disabilities,including:workshops for hiring managers and employees,strengthening collaborations with non-profit organizati

259、ons,and enhancing advocacy for workplace accessibility.ItalyEarned the Gender Equality Certification,recognizing our commitment to equal career opportunities,payequity,work-life balance and inclusive policies.Signed the Gender Equality Manifesto.ChileImplemented a comprehensive plan to promote the e

260、mployment of individuals with disabilities.PolandOver 150 Teva employees attended two webinars on language inclusivity led by industry experts,focused on feminine forms in communication,andempathy,linguistic sexism,exclusion and theimpact of language in the workplace.GermanyWomen at Teva Germany too

261、k part in the TeamEVA Bootcamp,an employee-led initiative ona digital learning platform,as well as three empowerment sessions for young talent.MexicoSigned a public commitment with Pride Connection,a local advocacy group dedicated to promoting diversity and inclusion within companies and supporting

262、the Human Rights Campaign.UK and IrelandRan a range of activities,including new initiatives for neurodiverse employees such as developing neurodiversity e-learning modules.Through autism charity,Autistica,awarded theNeurodiversity Employers Index NDEI Bronze Award for our work on neurodiversity inth

263、e workplace.IndiaCreated an Employee Resource Group for female employees.Celebrated Pride Month with activities through virtual and in-person engagements for employees.Celebrated International Womens Day with activities including self-defense training and sessions with women leaders and financial in

264、dependence.36IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportInclusion and Diversity continued Teva employees during Well-being month in AustraliaOur employees are the foundation of our success.We are dedicated to enhancing our emplo

265、yees psychological and physical health,as well as their overall well-being,which inturn supports our business growth.Our Environmental,Health andSafety(EHS)Management System outlines the policies,standards,and procedures toensure the safety of all our employees atwork.GovernanceOur Corporate Environ

266、mental,Health,Safety andSustainability(EHS&S)Committee ensures appropriate engagement and oversight of material issues.Health,safety and well-being management are the operational responsibilities of each business units line management.Managers are supported by our Global EHS&S function,which reports

267、 to the Senior Vice President of Global Quality,who reports to the Executive Vice President of Teva Global Operations.AllTeva sites are part of the EHS governance model with site EHS teams as a minimum having a dotted reporting line to site management.Each operational site holds a periodic managemen

268、t review,and where required by local regulation also an EHS council with employee representation.In general,well-being and benefits are managed atalocal level.Guiding DocumentTevas Position on Occupational Health and SafetyProgress on targets2024 TargetsProgressStatusNew 2025 TargetAchieve a total r

269、ecordable incident rate(TRIR)of 0.2510.220.23Achieve a process safety event(PSE)rate of 0.0280.0150.01Maintain an on-time corrective and preventative actions(CAPA)closure(OTCC)of 95%or above 97%95%Maintain a 90%or above regulatory inspection with no further action required 92%90%Maintain a closure r

270、ate of above 80%for all EHS&S observations 89%80%nAchievednIn Progress37IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future Report Employee Health,Safety andWell-beingTeva employees in Germany1 TRIR includes Teva and contingent employees,injur

271、ies and illness and is calculated based on200,000 hours.Maximizing Employee HealthandSafetyIn 2024,we continued to improve in our key health andsafetymetrics,including:l15%improvement(vs.2023)total recordableincidentrate for Tevaemployees and contingent workers.l11%improvement(vs.2023)in losttimefre

272、quencyincident rate(LTIFR)for Teva employees and contingent workersOur EHS Observation Program encourages all employees to report concerns or suggestions related to their work environment,recognizingthe value of open,honest communication and that employees are best positioned to report potential ris

273、ks.From 64,000observations raised in 2024,89%were closed in 2024,exceeding our target of 80%and demonstrating our proactivity inpromptly evaluating,correcting and mitigating issues.Contributing to Employee Well-beingEmployee well-being is critical to our success impacting performance,morale,engageme

274、nt and the ability to innovate and contribute at work.It is multi-faceted,affected by physical,emotional,social and other factors.Through global policies and local initiatives,we strive to reduce stress and promote a healthy work-life balance for our employees.In September 2024,we celebrated Well-be

275、ing Month with a focus onhealthy living and gut health.Wehosted a global webinar for employees,with activities and educational events to support employees inmaintaining a healthy lifestyle.We have identified five areas of focus:adopting a balanced diet;beingactive;taking“me”time;prioritizing quality

276、 sleep;and getting regular health check-ups.15%improvement in total recordable incident rate for Teva employees and contingent workers in2024 Total Recordable Incident Rate(TRIR):TevaEmployees and Contingent WorkersLost-Time Incident Frequency Rate(LTIFR):Teva Employees and Contingent Workers38Intro

277、ductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportEmployee Health,Safety and Well-being continued 1.551.181.181.291.09202020212022202320240.910.830.800.650.5820202021202220232024The figures shown in the graphs above are calculated on 200,00

278、0 hours worked.Healthy People:Additional HighlightsDeveloping TalentWe encourage our employees to achieve their full potential and support their professional growth through a range of learning and development programs.Teva Grow is our online learning Global Skills Enhancement program,which aims to h

279、elp Teva employees develop essential cross-functional skills.The program caters for hybrid working through a combination ofvirtual session and digital,interactive self-paced modules that are accessible on PC and mobile.In 2024,Teva Grow attracted a monthly average of 2,000 views with over 1,000 uniq

280、ue visits from new employees.A key Teva Grow initiative in 2024 was Twist,our innovative AI-based talent marketplace.It matches an employees profile and career aspirations with development opportunities across Teva.Through Twistwe are able to provide personalized recommendations for short-term proje

281、cts,networking opportunities,learning offerings and openpositions.Twist also assists our HR recruiters in identifying and engaging internal candidates,fostering a dynamic and responsive talent management process.Over 2024 our employees opened 240projects,viewed more than 18,200 courses and gained mo

282、re than1,150 skills.In 2025,Teva will give all employees access to Twist,while implementing more features such as mentoring within open marketplace or closed groups.18,200online training courses viewed by employees1,150new skills gained byemployees39IntroductionHealthy PeopleHealthy PlanetHealthy Bu

283、sinessDisclosuresAbout This ReportTeva 2024 Healthy Future Report Teva employees in Israel Healthy PlanetIn this SectionManaging Our Environmental Impact41Climate Action and Resilience43Pharmaceuticals in the Environment48Healthy Planet:Additional Highlights5140IntroductionHealthy PeopleHealthy Plan

284、etHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future Report A healthier world starts with ahealthier planet.We are cutting emissions,ensuring clean discharges,conserving resources and making sustainable choices to protect future generations.Josh DecktorVP,Head of Global EHS&SDecarb

285、onization RoadmapOur new Decarbonization Roadmap has helped us to achieve our scope 1 and 2 GHG emissions targets earlyMore on page 43Greenhouse gas(GHG)emissionsAMR129%reduction in operational GHG emissionssince 2019,exceeding our2025target73%of our applicable sites have achieved safe discharge lev

286、els ofantibioticsMore on page 44More on page 481 AMR:Antimicrobial Resistance(first certificate received in 2023).Image caption:Teva team members inspecting the solar panel array on the roof of our Ulm site inGermany.Teva electric car in Germany in the photograph aboveManaging Our Environmental Impa

287、ctAt Teva,we are all in for better health.To deliver on our vision of a healthy future,we must ensure a healthy planet.A healthy environment could prevent nearly aquarter of the global disease burden1.We recognize that planetary health is essential forsustaining our own health.We are committed tored

288、ucing our impact on the environment and supporting business growth and resiliency.Our environmental initiatives focus on addressing climate change and pharmaceuticals in the environment(PiE),aswell as reducing our impact inother areas such aswaste and water.We have cleargoals to address environmenta

289、l challenges.Our Environmental,Health,and Safety Management System(EHSMS)provides a structured framework to advance environmental sustainability and regulatory compliance through rigorous standards.As part of a multi-year program,100%of our operations2 implemented the EHSMS as of 2024,with 98%verify

290、ing3 environmental standards installation.We are enhancing our EHSMS and environmental riskmanagement plan,focusing on strengthening climate action,reducing PiE,including antibiotics and air emissions.In 2024,we updated our environmental standards relating to emissions and waste management to alignw

291、ith our environmental sustainability and compliance commitments.41IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future Report 1 Environmental health.Source:World Health Organization:https:/www.who.int/health-topics/environmental-health#tab=tab_

292、12 Scope includes all sites with the exception of office locations and commercial sales.3 Verification conducted by independent from site representatives,such as Global EHS&S team members.GovernanceGuiding DocumentsOur Board-level Compliance Committee andourSustainability Steering Committee oversee

293、our performance on our focus areas,including climate change and PiE.OurCorporate Environmental,Health,Safety and Sustainability(EHS&S)Committee helps toensure appropriate engagement and oversight of material issues.Management of environmental activities is overseen by our Head of Environmental Susta

294、inability.Tevas Global EHS&S function reports to the Senior Vice President of Global Quality,who reports tothe Executive Vice President of Teva GlobalOperations.At our sites,local management isresponsible for EHS&S compliance and performance,supported byEnvironment,Health and Safety(EHS)professional

295、s and Tevas Global EHS&S function.A multidisciplinary Global Environmental Sustainability Taskforce drivesprogress against our targets,and helpsto define and manage plans for priorityenvironmental topics,such as energyconsumption,decarbonization andPharmaceuticals in the Environment,includingAMR.Tev

296、as Position on Environmental SustainabilityTevas Position on Pharmaceuticals inthe EnvironmentProgress on TargetsnAchievednIn progressnNew targetClimate Action and ResilienceDecarbonizationAchieve net zero emissions1 across our operations and value chain by 2045See scope 1,2 and 3 progress belowRedu

297、ce absolute scope 1 and 2 greenhouse gas(GHG)emissions by 25%2 by 2025 and by 46%by 2030(vs.2019)3Reduced by 29%,achieving 2025 targetReduce absolute scope 3 GHG emissions by 25%by 2030(vs.2020)3Reduced by 24%Engage with significant suppliers to get 80%committed or approved by the Science Based Targ

298、ets initiative(SBTi)by203033%of suppliers with SBTiRenewable ElectricityAchieve 100%4 use of renewable electricity by 203547%use of renewable electricityPharmaceuticals in the EnvironmentAntimicrobial ResistanceAchieve safe discharge levels5(RQ 1)6 for antibiotics for 80%of applicable Teva sites by

299、2030 and 100%by 2035 73%of sites with RQ1Assess discharge levels of 100%of antibiotic supplier sites by 2030:At least 50%of antibiotics supplier sites to have safe discharge levels7(RQ 1)6.50%of remaining supplier sites with discharge levels above safe limits to have mitigation plans in place.51%of

300、suppliers answered our AMR surveySubtopicTargetsProgressStatusPriority Active Pharmaceutical Ingredients(APIs)7Achieve safe discharge levels(RQ 1)6 for priority APIs for 50%of applicable Teva sites by 2030 and 100%by 204060%of sites8 with RQ1Assess discharge levels of 100%of priority API supplier si

301、tes by2030:At least 50%of priority API supplier sites to have safe discharge levels(RQ 25Teva markets took part in our Go Green Together campaign in 20242,323colleagues attended our global“Whats Green inPharma?”webinar in202453IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout

302、This ReportTeva 2024 Healthy Future ReportHealthy Planet:Additional Highlights continued In alignment with Earth Day,our 2024 GoGreen Together campaign emphasized two key areas where weare working to reduce our environmental impact:lowering greenhouse gas emissions,and minimizing pharmaceuticals in

303、theenvironment.Teva employees taking part in the 2024 Go Green Together day in GermanyHealthy BusinessIn this SectionEthics and Integrity55Sustainable Procurement5954IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future Report Doing whats right

304、is at the heartof Teva.We foster a cultureof integrity ensuring trust,accountability and ethical decisions in everything we do.Kathleen VeitChief Compliance&Ethics OfficerSupplier sustainability evaluations42%of our significant suppliers haveundergone sustainability performance evaluationsMore on pa

305、ge 59Employees trained on Ethics andIntegrityMisconduct reporting99%of our active employees who wereassigned compliance andethicstrainings in 2024 completedthem91%of our employees feel comfortable reporting misconduct,6%higher than externally benchmarked companies More on page 56More on page 57Image

306、 caption:Teva team member in our Zagreb site inCroatiaTeva employees in Germany in the photograph aboveEthics and IntegrityConducting business with integrity and transparency isnon-negotiable for Teva.What we achieve is important,but how we achieve it is just as important.Operating with ethics and i

307、ntegrity is the right thing to do and is vital for Tevas success.We must be trusted by our patients,caregivers,health care professionals,customers,suppliers,investors,shareholders,employees and relevant regulatory bodies so that we can continue to deliver on ourpurpose.We uphold the highest standard

308、s of compliance andhave nurtured a strong culture of ethics andintegrity,where people are empowered to speak up.Our approach is supported by regular training,monitoring,robust third-party due diligence and otherinternal processes.To ensure ethics and integrity excellence in 2024we have enhanced our

309、risk assessment andcompliance monitoring program to provide moretimely results to the business.We have alsodeveloped our use of data and analytics bycombining independent data points to gain insights and provide early insights into emerging compliance risks.We continue to embed accountability for co

310、mpliance and ethics across Teva through various initiatives.Each employee owns compliance and ethics-related behavioral expectations.We also state this expectation as part of our Leadership Principles that help our leaders understand Tevas strategy,carry out their roles and lead their teams with the

311、 highest levels of integrity.Specifically,the Principles set the expectations that managers are expected to make tough choices,manage conflicts constructively,and maintain our standards for ethics and integrity.Compliance and ethics are also core to our employee performance evaluations and covered i

312、n our annual Organizational Health Survey(OHS).Read more about our OHS here and how we manage ethics andintegrity here.55IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future Report GovernanceGuiding DocumentsOur Global Compliance and Ethics(GC&

313、E)program is reviewed by the Board Compliance Committee and approved by Executive Management.Our Chief Compliance Officer has direct access to Executive Management and Tevas Board.The Chief Compliance Officer leads a team ofcompliance professionals in managing our GC&E program,which includes third-p

314、arty duediligence,trade sanctions,our Office of Business Integrity(OBI)handling Integrity Hotline calls and investigations,and data privacytopics.Our GC&E team works collaboratively with business colleagues as well as legal,finance,procurement and internal audit business units.There are local,region

315、al and functional compliance professionals with responsibility for GC&E throughout Teva,all of whom report into our Chief Compliance Officer.Tevas OBI is an internal,independent function responsible formanaging Tevas Integrity Hotline,and objectively,confidentially and consistently addressing report

316、s of misconduct globally.TheOBI reports directly to the Chief Compliance Officer and shares its findings withthe Board.Tevas Code of ConductGlobal Prevention of Corruption PolicyGlobal Third Party Due Diligence PolicyTevas Position on Marketing and Promotional PracticesTevas integrity hotline compla

317、ints procedureProgress on Targets TargetsProgressStatusEthics and IntegrityTrainingTrain 100%1 of active employees assigned to annual“Our Way”GC&E training campaigns99%employees trainedRecertify 100%1 of active employees on Tevas Code of Conduct biennially(performed in 2024 and next due in 2026)99%e

318、mployees recertified in 2024Third-Party Due DiligenceMaintain 100%evaluation2 of all submitted third-party representative(TPR)3 business partners through Tevas TPR Due Diligence tool(RiskMate)annually100%evaluated in 2024Culture of ComplianceMeet or exceed the benchmark of high-performing4 organizat

319、ions for the four comparable questions that appear in Tevas Organizational Health Survey related to compliance and ethics by 2028Exceeded the benchmark ofhigh-performing organizations for 1 of the 45 comparable questions nAchievednIn progress1 Tevas compliance training goals are 95%completion after

320、training campaigns are assigned and 100%year-end completion(percentage calculated as average of all“Our Way”campaigns,within-1%for employees on leave).2 Evaluation includes both assessments that have been closed and those that may still be in progress,require additional verifications,have had recomm

321、endations sent or need additional information.3 A TPR is a Teva customer or vendor that interfaces with the government or the healthcare community on behalf of or for the benefit of Teva.4 High-performing organizations represent the average of the top quartile of responding companies.5 In our baseli

322、ne year of 2023 just the four questions selected had comparable benchmark.99%of our active employees recertified on our Code of Conduct biennially56IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportEthics and Integrity continued Teva e

323、mployees in IndiaOur Global Compliance andEthicsProgramOur GC&E Program encompasses policies,procedures,platforms andtargeted compliance advice to drive ethical behavior and compliance with applicable laws and policies at Teva.Itincludes education on compliance,guidance and oversight,third-party due

324、 diligence management,compliance risk assessment and monitoring,our Code of Conduct and confidential reporting of misconduct orconcerns.We continuously improve the program through benchmarking,surveys,monitoring,assessments and analysis.We promote the GC&E Program and other compliance-related activi

325、ties across our organization through leadership announcements,plasma screen images,live interactive town halls,computer screensavers and newsletter articles.We also communicate policies and procedures externally,post keydocuments on our website,andinclude relevant language and references in purchase

326、 orders andcontracts.Compliance and EthicsCultureWe incorporate compliance and ethics questions into our annual Organizational Health Survey(OHS),which measures employee experience at Teva and our culture.Our 2024 OHS results showedthat:l84%of our employees answered favorably on questions related to

327、compliance and 77%regarding ethics.l91%of our employees feel comfortable reporting misconduct 6%higher than externally benchmarked companies.We will use these results to identify areas for increasing compliance and ethics training for Teva employees in 2025.91%of our employees feel comfortable repor

328、ting misconduct84%of our employees answered favorably oncompliance relatedtopics57IntroductionHealthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportEthics and Integrity continued Commitment from senior managementCode of Conduct,policies and procedures

329、Oversight,autonomy and resourcesTraining,communication and adviceThird-party due diligence managementCompliance risk assessment and monitoring Office of Business Integrity(OBI)Continuous improvementCompliance andEthics StrategyUpskilling Employees in Compliance and EthicsWe want our employees to hav

330、e the necessary knowledge,skills and resources to adhere to our compliance and ethics standards that areoutlined in Teva Code of Conduct.We provide all employees withtraining on our Code of Conduct,which includes guidance on confidential and opportunity for anonymous reporting of misconduct or conce

331、rns.We expect all employees to be accountable for compliance at Teva.We also support our compliance colleagues.Over 2024 we:lContinued to provide professional development for all GC&E colleagues to strengthen capabilities as trusted advisers,educators and business partners.lDeveloped quarterly commu

332、nications for compliance on new regulations,including guidance from the US Department of Justice,and on ethical culture and other timely updates.lBuilt a Global Center of Excellence for Data Governance and recruited a leader to focus on privacy,artificial intelligence andcybersecurity.58Introduction

333、Healthy PeopleHealthy PlanetHealthy BusinessDisclosuresAbout This ReportTeva 2024 Healthy Future ReportEthics and Integrity continued In 202499%of our active employees who wereassigned compliance and ethicstrainings in 2024completed them99%of our newly hired targeted active employees successfully completed compliance and ethics training modulesAll our employees are made aware ofour anti-corruption