05 Our commitment
to sustainability and social impact
Sustainability is deeply embedded in our business strategy and execution. Being sustainable is intrinsically connected to our long-term view of our business and the fact that at Almirall we think in generations. Therefore, sustainability plays an essential role in everything we do, from reducing our carbon footprint and fuelling innovation to nurturing our teams and better meeting the needs of our patients.
In 2024 we completed the first year of the journey of our 2030 Sustainability Strategy, “Act4Impact”, which is built on 4 strategic pillars: Planet, People, Patients, Partners, and a fifth overarching element – our principles – which together govern our behaviours across all areas of the company.
PLANET
Take bold action on climate through our science-led Net Zero Emissions Strategy, delivering our energy decarbonization, sustainable mobility and sustainable procurement plans. Promote actions towards water stewardship, circular economy, and nature protection.
PEOPLE
Implement a Global Diversity, Equity and Inclusion Plan, enhance our Talent Management to unleash our employees’ full potential, deploy our corporate holistic Well-being Programme and consolidate a Corporate Volunteering Programme.
PATIENTS
Strengthen our commitment to patients through our Patient Organisation Engagement Plan with a special focus on the well-being of our dermatology patients. Reinforce a patient centric mindset across Almirall and prioritize the needs of patients, putting them at the core of our decisions.
PARTNERS
Deploy our sustainable procurement programme, through an enhanced Supplier Risk Management Process, implementing tools and platforms to support the process, ensuring effective governance and reinforcing sustainability-related aspects in the relationship with our value chain.
PRINCIPLES
Further integrate sustainability into the company’s strategy and governance, increase
our transparency by continuing to report
to best-in-class ESG rating agencies and ensure
an ethical culture and mindset, being accountable for all our actions.
Act4Impact Dashboard
The Act4Impact strategy is a key element of our business strategy and therefore, our short term and long term sustainability goals are linked to the variable remuneration of key internal stakeholders, including all members of Almirall’s Management Board, the senior leadership, people with direct responsibilities in sustainability, and others.
We have made significant progress in our sustainability strategy Act4Impact in 2024 and are progressing well on our path to achieving our goals by 2030.
Caring for our planet
Our purpose is to improve our patients’ lives and we believe that an essential step to achieve this is by also taking care of the planet. We have ambitious short-term and long-term goals regarding climate action and energy efficiency with the mission of achieving our business ambition in a responsible way.
planet
2024
2025 GOAL
2030 goal
carbon footprint
reduction
Scope 1 + Scope 2
↓ 16%
≥ 12%
≥ 50%
carbon footprint
reduction
Scope 3
↓ 13%
≥ 13%
≥ 13%
DEFINITION OF KPIs
Carbon footprint reduction S1+S2: % carbon footprint reduction in scopes 1 and 2 (emissions from own operations – site and fleet) vs base 2019.
Carbon footprint reduction S3: % carbon footprint reduction in scope 3 (all other indirect emissions that occur in our value chain) vs base 2019.
Implementing effective actions to decarbonise our business is at the heart of our net zero strategy, whether by minimising our direct emissions or those generated along our value chain.
Act4Impact in action: Acting for our Planet
WHAT
HOW
WHAT
HOW
ENERGY
EFFICIENCY
-27% energy
consumption
2011-2024
Advancing on our Energy Efficiency Programme: We have implemented advanced technologies, such as high-efficiency chillers, adiabatic humidification or energy valve valves for flow optimization.
WHAT
HOW
Renewable
energy
100%
renewable
electricity
Self-generation of energy is our priority. We have installed photovoltaic panels in all our main centres, contributing 11% of our total electricity consumption by 2024. We aim to increase this to 18% by 2030.
WHAT
HOW
Natural gas elimination
7% reduction
in 2024, with the aim
of 50% in 2030
Almirall’s HQ in Barcelona has been operating without natural gas since March 2024. This marks a key milestone on our Natural Gas Elimination Roadmap.
WHAT
HOW
Sustainable
fleet
Target 24% in the period 2024-2027 and 50% by 2030.
New green fleet policy in place, transitioning part of the fleet from fossil-fuelled vehicles to electric and plug-in hybrid.
45 electric chargers installed in our main 5 sites.
WHAT
HOW
Supplier Engagement Programme
57% emissions covered by suppliers with carbon programmes
We strengthened our scope 3 supplier engagement by
providing
tailor-made
capacity-building within the Supplier Engagement Programme and by working on identifying
product-level emissions.
In 2024 our sustainability flagship site – Almirall’s headquarters in Barcelona – became our first carbon neutral building , demonstrating Almirall’s commitment to sustainability. This milestone is major step in the company’s journey toward its ambitious 2030 sustainability goals.
Key deliverables
- Transitioning to 100% electric with zero carbon footprint energy sources, also improving the building’s efficiency
- Offsetting residual emissions with high-quality carbon credits primarily from a reforestation project in Tanzania
In 2024, our HQ achieved LEED certification for Operations and Maintenance of existing buildings in the Gold category.
Caring for one another
Our company culture is one of the cornerstones of our success and our employees are at the heart of our business and our strategy. We strive to provide a safe and healthy work environment, prioritizing and fostering diversity, equity and inclusion, well-being programmes, and talent empowerment and development. Our progress in these focus areas led to Almirall being recognized as a Top Employer in two of our key markets in 2024: Spain and Germany. Regular short surveys amongst our employees powered by AI-based analysis assess our progress on our journey of culture transformation. Since 2022, the employee satisfaction (eSat) at Almirall has significantly increased, reaching 79 in 2024, which is one point above the top 25% company benchmark in the global reference index.
accidents
incidence
rate
4.4
≤ 8
≤ 7
hours
training
employee
36.3
≥ 35
≥ 45
turnover
8.9%
≤ 10
≤ 10
eSAT
79
≥ 78
≥ 81
women
in senior
leadership
40%
≥ 40
45-55
gender
pay gap
-2.7%
± 2.5
± 2
DEFINITION OF KPIs
Accidents incidence rate: % number of lost time accidents in labore with medical leave, per thousand employees.
Hours of training per employee: annual number of training hours vs average headcount year.
Turnover: % annual number of leavers vs average headcount year.
eSAT: eSAT % Score in the annual culture pulse
Women in senior leadership: % number of women grade 11+ (end year) vs total number of women and men grade 11+ (end year).
Gender pay gap: weighted average per country taking into account Equal grades distribution and weighted average of people per country taking into account their headcount. No gender pay gap is considered when there is a deviation of less than +/-1.5%
Helping patients is at the core of our purpose
Dedicated to improving health and well-being of people living with skin diseases, we devote ourselves to innovation, research, and development in medical dermatology.
PATIENTS
2025 GOAL
2030 GOAL
patients impacted
without strategic
derma portfolio*
≥ 992
≥ 1848
DEFINITION OF KPIs
*Patients impacted with our strategic derma portfolio: Total number of patients reached with our strategic dermatology product portfolio in a given year, per thousand patients.
Aligning partners with our purpose
While our suppliers are key to achieving our purpose, we also require them to align with our values and principles regarding sustainability, ethics, labour and human rights, and safety. This is a key lever to ensure we are progressing against our goals and to achieve mutual success.
partners
2024
2025 GOAL
2030 GOAL
spend with esg audited suppliers
62%
≥ 64%
≥ 75%
spend with suppliers accepting code of conduct
61%
≥ 60%
≥ 75%
emissions with suppliers with a carbon scorecard
57%
≥ 58%
≥ 69%
We see collaborative relationships with our suppliers as key enabler to identifying innovative approaches that help to achieve our ambition and drive mutual success.
DEFINITION OF KPIs
Spend with ESG audited suppliers: % spend with suppliers for which we have results in the ESG audits.
(*) Spend refers to that managed by Global Procurement (suppliers) and External Sites Operations (Contract Manufacturing Organizations).
(**) This KPI cannot reach 100% considering that global procurement does not manage projects under €25K. In addition, within this threshold, there is a casuistry of suppliers (One Time Vendors) who, due to having a minimum cost and a very small number of invoices per year, will not be forced to create orders or be approved in the portal. Spend with suppliers accepting Code of Conduct: % spend with suppliers that have accepted the Almirall suppliers Code of Conduct.
(*) Spend refers to that managed by Global Procurement (suppliers) and External Sites Operations (Contract Manufacturing Organizations).
(**) This KPI refers to the suppliers that must be approved through our portal and also those suppliers included in Ecovadis. Therefore, they cannot be 100%.
Carbon footprint covered by suppliers with carbon scorecard: % GHG emissions of suppliers with valid carbon scorecard in Ecovadis impacting in carbon footprint in Scope 3, Cat 1 & 2.
Act4Impact in action: Sustainable Procurement Program | KEY OBJECTIVES
HOW
HOW
Gain
insight
We work closely with our suppliers to gain understanding of their sustainability performance and how they impact in our strategy. This allows us to track their progress and fine-tune our strategy accordingly.
HOW
Get
alignment
We communicate our ambition to our suppliers and aim to align them with our goals. This is achieved by establishing targets, implementing actions and identifying opportunities.
HOW
Capacity
Building
Recognizing that some of our suppliers may need assistance in managing their sustainability-related issues, we offer targeted training and resources.
HOW
Build
partnerships
We are proud members of the Pharmaceutical Supply Chain Initiative (PSCI) since 2022.
In 2024, we have taken a significant step towards sustainability by becoming a sponsor of the Energize program whose aim is to increase the adoption of renewable electricity in the pharmaceutical supply chain.
Our principles
The “Principles” pillar of Act4Impact is an overarching category that provides the guidance for the activities across our business. Our business conduct is centred around the values of respect, diversity, ethics and transparency.
principles
2024
2025 & 2030 GOAL
independent board directors
80%
≥ 50%
women in the board of directors
40%
≥ 40%
employees trained on code of ethics
98%
100%
DEFINITION OF KPIs
Definition of KPIs Independent Board Directors: % number of independent directors in the Board of Directors vs total number of members.
Women in the Board of Directors: % number of women in the Board of Directors vs total number of members.
Employees trained on Code of Ethics: % of Almirall’s employees trained in year n-1 + % of Almirall’s employees trained in year n.
Employment: headcount and distribution
Percentage of women in senior leadership roles 40%*
*Senior leadership roles: Senior Director, Executive Director, Vice President, member of the Board of Directors
Employment: headcount and distribution
Percentage of women in senior leadership roles 40%*
*Senior leadership roles: Senior Director, Executive Director, Vice President, member of the Board of Directors
employees
2,026
MEN
46%
WOMEN
54%
Employment: Age distribution of employees
Employment: Age distribution of employees
GEN. X
(1965-1983)
59%
GEN. Y
(1984-1999)
30%
GEN. Z
(>2000)
1%
BABY BOOM
(1945-1964)
10%
Demographic data
40
NATIONALITIES REPRESENTED
Average seniority
11
YEARS
Employee traininG 2024
The number of employees that have completed at least 1 training.
Average number of training hours per employee 36h (this figure is calculated dividing the total number of training hours with the HC average during the year (1985 in this case)
DEMOGRAPHIC DATA
40
nationalities represented
AVERAGE SENIORITY
11
years
Employee traininG 2024
The number of employees that have completed at least 1 training.
Average number of training hours per employee 36h (this figure is calculated dividing the total number of training hours with the HC average during the year (1985 in this case)
total hours
72,061
participants
2,212
PEOPLE
Training and talent development
As we strive for excellence as an organization, diversity and inclusion are at the heart of our values when it comes to selection processes, which is why we focus on training and talent development as a pre-requisite for our long-term success. We offer comprehensive training programs that equip our employees with the necessary skill-set to excel in their role. Each program is tailored to individual needs and goals, while aligning with our strategic objectives and company values. Our program framework is built on four key pillars: Culture and Values, Business, Technological Tools, and Languages, ensuring continuous growth and development across our organization.
Aligned with this strategy, we conduct annual talent reviews and succession planning to identify and nurture key internal talent, ensuring readiness to meet future business challenges. We foster self-awareness and provide employees with tools to boost professional growth and develop plans that align with core values and leadership competencies.
Remuneration, integration and equality
Our compensation plans are designed to recognize each employee’s contribution and performance and are a cornerstone of recognising performance and behaviours. We are committed to advancing the Sustainable Development Goals (SDGs) outlined in the United Nations’ 2030 agenda, particularly emphasizing gender equality (SDG 5) and reducing inequalities (SDG 10) through inclusive policies.
A key pillar of our commitment to equal opportunities is our Equality Plan. Our equality agents continuously monitor and implement measures to enhance women’s access to leadership roles and ensure fairness in recruitment and compensation, preventing gender discrimination.
External ESG Initiatives
Consolidation and improvement in the main ESG assessment systems:
Score of 87/100 - Platinum level. Top 1% of companies assessed.
ESG Risk Rating of 16.3 - within the low-risk category. Among the top 4% of companies within the pharmaceutical industry.
A- rating, Leadership in Climate Change B rating, Management in Water Security.
TUV
ISO 14001 : 2015
ISO 45001 : 2028
ISO 50001 : 2018
Top Employer Certification in Spain and Germany.
