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102-50 Reporting period 2019 calendar year 102-51 Date of most recent report July 11, 2019 102-52 Reporting cycle We report on an annual basis.

In many countries, Teva offers beyond the minimum standard by law, and in some countries, even goes above market practice.

topics include: — Business Ethics, Anti-bribery and Anti-corruption — Access to Health and Medicines — Quality Manufacturing and Patient Safety — Pricing — Sustainable Supply Chain — Corporate Governance These are subject to change based on our internal prioritization and finalization of the materiality process.

Disclosures https://www.tevapharm.com/globalassets/tevapharm-vision-files/teva_material-topic-definitions_ 205-1: Operations assessed for risks related to corruption Teva’s monitoring program assesses compliance risk for all operations that have a touchpoint with either healthcare professionals or government officials.

procedures 100% of applicable employees received communications regarding Teva’s anti-corruption policies and procedures.

In 2019, the Office of Business Integrity (OBI) received 207 reports about alleged misconduct.

The majority of water we consume at our manufacturing facilities is during active pharmaceutical ingredient (API) and medicine production, with a significant proportion of this associated with the utilities and auxiliary equipment needed to create the right production environments.

In certain cases, this Code of Conduct is supplemented by additional policies that cover specific topics in more detail or deal with certain local or regional issues.

The United Nations Global Compact (UNGC) is a strategic policy initiative that encourages companies around the world to adhere to human rights, labor standards, environmental protection and anti-corruption.

This Act of 1995, which are based on management’s current beliefs and expectations and are subject to substantial risks and uncertainties, both known and unknown, that could cause our future results, performance or achievements to differ significantly from that expressed or implied by such forward-looking statements.

With a rigorously innovate to improve the health of animals and benefit our customers, while fostering an inclusive, cause-driven culture for more than 5,800 employees.

That’s why Lilly has a long-standing policy of not seeking or enforcing patents for medicines in any of the “least developed countries,” as defined by the United Nations.

To support our strategy of innovation, we must have a culture of diversity and inclusion (D&I)—one in which everyone can bring diverse ideas, perspectives, and experiences to bear in the pursuit of our purpose.

From the end of the number of women in management globally to 42 percent, our initial aspirational goal.

This year, we set even higher aspirational goals for women and minorities in management.

MANAGING OUR ENVIRONMENTAL IMPACTS Lilly is committed to continually reducing our environmental footprint and to publicly reporting progress toward our goals.

Every day, Lilly’s team of of integrity, excellence, and respect for people.

For example, following guidance from the World Resources Institute, we report progress toward greenhouse gas emissions goals on an adjusted basis accounting for mergers, acquisitions, and divestitures as appropriate, to ensure comparability, unless stated otherwise.

A G E Lilly has a longstanding commitment to bioethics—which focuses on the ethics of health care, biomedical research, and biomedical public policy—as an integral component of corporate integrity in the pharmaceutical industry.

Bioethics at Lilly Consolidating the company’s ethics efforts under one tent, in early within the Global Ethics and Compliance organization, reporting to the chief ethics and compliance officer.

These individuals serve as valuable internal resources for the company, and are responsible for the program’s development, deliverables, and oversight.

Moving Lilly’s bioethics program within our Global Ethics and Compliance organization will continue to elevate this important work and enable greater engagement—beyond just clinical research—with all facets of our enterprise.

This move is part of our ongoing efforts to reflect our commitment to integrity and to engrain ethical decision-making into every phase of our work.

LILLY’S PRINCIPLES OF MEDICAL RESEARCH The Principles of Medical Research specify Lilly’s standard for conducting, funding, and communicating results from its medical research.

Lilly’s Bioethics Framework for Human Biomedical Research provides a bioethics foundation for the company’s biomedical research so that it is aligned with broadly accepted ethics principles and Lilly’s core values.

The framework informs the development of bioethics positions on topics important to pharmaceutical research and development, and it informs advice that the bioethics committee provides.

Since an internal consulting service, providing a forum for employees to seek advice regarding bioethics and research ethics issues.

Lilly’s Global Patient Safety organization— consisting of more than nurses, and other healthcare professionals—is dedicated to the continuous collection, monitoring, evaluation, and reporting of safety information.

A G E At Lilly, our efforts to ensure the safety and integrity of our products begin with the procurement of materials and extend throughout the production process.

Non-standard requirements not only increase the implementation costs for manufacturers and trading partners, but also fail to adequately prevent counterfeit products from entering the legitimate supply chain, increasing the potential for patient harm.

We played a leadership role in China on this issue, influencing a shift from a nonstandard product traceability requirement to a policy that will accommodate global standards.

How we price our medicines is not a decision we take lightly or one we make in isolation.

The amount of Lilly’s rebates and discounts continues to increase through a combination of factors— including increased market competition, pharmacy benefit managers’ (PBMs’) increased negotiation leverage, and rising mandatory government discounts.

In addition, Lilly has a longstanding policy of not seeking or enforcing patents for medicines in any of the least developed countries, as defined by the United Nations.

We support improvements to the U.S. healthcare system that appropriately balance patient affordability, market-based competition, and rewarding innovation.

We advocate for policy changes at the state and federal level to improve patient affordability, such as exempting treatments for chronic diseases from patient deductibles and passing through rebates to patients at the point of sale.

We use our Research, Report, and Advocate framework to measure and evaluate effectiveness of our partnership and reach the greatest number of people.

Lilly is also a member of the NCD Alliance, a global thought leader that brings the voice of communities and civil society to policy and practice related to NCDs.

In addition, community members will help identify and propose solutions for the cultural, social, environmental, economic, and policy barriers that increase the risk for diabetes, such as the lack of healthy food options and public spaces for exercise.

The pilot uses Lilly’s global health framework, which includes studying key research questions, reporting what works and what doesn’t, and then using the data to advocate for the scale-up of the most effective solutions.

The program has also established new evidence regarding the outcomes for children affected by type less-resourced countries and, in some countries, has helped catalyze national awareness and policy change that has helped make the disease a government priority.

For those on the island living with diabetes, or at risk for the disease, the effects of Hurricane Maria have complicated their ability to get access to adequate care and treatment, as well as vital self-management programs.

Our company’s values—integrity, excellence, and respect for people—shape our approach to attracting and developing a highly skilled and ethical workforce.

In this section, we discuss our efforts to provide employees with a safe, supportive, and rewarding work environment, and to offer fair compensation, training, and career development.

P A G E In 2018, Lilly took a number of actions to build an increasingly collaborative and inclusive workplace culture.

We unveiled a new framework to articulate and emphasize four key expectations—include, innovate, accelerate, and deliver—that will help us be the company we strive to be.

The framework describes what Lilly expects of its employees and leaders, and what they, in turn, can expect from the company: to be part of a team that cares about them and our shared purpose of making life better for people around the world.

We strive to create an environment built on mutual respect, openness, and individual integrity.

Lilly has taken a research-based approach to D&I in the past several years, clearly highlighting its importance and benefits in our new corporate framework—and we are seeing results.

A G E Freedom of Association and Right to Collective Bargaining Lilly recognizes the importance of freedom of association in the workplace and respects the right of our employees to join associations of their own choosing.

In standards and procedures to include specific language about human rights, including our expectation that vendors to Lilly abide by Lilly’s human rights standards as one piece of our Supplier Code of Conduct.

The UN Global Compact’s principles state, in part, that both adults and children should be free from compulsory or coerced labor, and that people should have the right to associate freely and bargain collectively.

, we support a culture of well-being by providing competitive pay, comprehensive employee benefit programs, training and development resources, and opportunities for employees to serve in their communities and around the world.

We comply with local legislative analyses and reporting requirements globally; for many years, we have regularly conducted pay-equity studies in the United States.

These may include flexible work arrangements; on-site conveniences, such as cafes, fitness centers, and child care; competitive timeoff programs; retirement benefits; and health and disability programs that are available to eligible employees when they need support.

We also provide training about corporate policies, such as those contained in our code of conduct.

And we work to cultivate a culture of lifelong learning by encouraging employees to seek ongoing education and growth experiences, helping them to build careers that are rewarding both personally and professionally.

We’re inspired to make a difference in people’s lives every day—through the discovery of life-changing medicines, better understanding of disease management, and support for people living with illness.

Building a more inclusive culture doesn’t happen by itself.

To that end, in and 2018, we created and implemented a set of initiatives called the People Strategy to address what we found in our research, and to further embed D&I into our internal talent systems and processes.

We also established new expectations for managers to lead more inclusively by valuing differences, recognizing and overcoming bias, and fostering a speak-up culture.

Our performance management process and Pulse survey to gauge employee feedback are measurements we use to hold our leaders accountable.

Top leaders have long sponsored employees who have the aspiration and the ability to lead at Lilly in the future.

And our Code of Business Conduct, The Red Book, also summarizes our approach to creating an inclusive, nondiscriminatory environment.

They also assist with corporate executive training programs on topics such as cultural awareness and inclusion.

When colleagues from other backgrounds are preparing for global assignments, ERG members help them understand the customs and culture of their destination country.

In the United States, we are required to collect data on the race, gender, and ethnicity of our employees, as well as those who are military veterans or have disabilities— but there is no legal mandate for similar data collection on sexual orientation or gender identity.

We believe self-identification is a good practice that, where permitted by country-specific laws and culture, can help Lilly make progress toward a more diverse and inclusive workplace.

We believe that doing business with a diverse set of suppliers delivers value to the company and creates a competitive advantage for us by linking the fresh perspectives and nimble thinking of ethnically diverse, women-owned, and/or small businesses to our internal business needs.

During its last audit of Lilly in supplier diversity, which is the highest recognition possible.

This section covers the broad range of our HSE activities, from our approach and management systems, to our work addressing environmental and safety issues across our value chain, to performance data and examples demonstrating our progress.

We have a chemical management program and work to reduce our use of materials, water, and other natural resources when possible.

Manufacturing Our HSE committee oversees sustainability performance and compliance with applicable HSE regulations, policies, procedures, and standards while ensuring we continually measure, report, and reduce Lilly’s environmental impacts associated with our own as well as contract manufacturing organizations.

Materials, water, and energy, HSE management system and standards Product End-of-Life Due to patient safety considerations and medicine regulations, reuse and recycling are not applicable to our products.

We are working with stakeholders to ensure cost-effective approaches are available for product end-of-life disposal that balance environmental protection, patient privacy, legal compliance, and security.

Lilly has brief, principle-based policy statements that are implemented in two ways: through our global procedures, which describe basic principles and general expectations; and through our global standards, which provide auditable, detailed requirements.

administrative functions, who ensure good governance and oversee performance for HSE in those areas.

Management Systems Our Management System Standard requires that all business areas, including manufacturing, research and development, affiliate locations, and general administrative offices, adhere to an HSE management system that is consistent with third-party standards such as the International Organization for Standardization (ISO) Series (OHSAS) 18001, and the American Chemistry Council’s Responsible Care Management System (RCMS®) standards.

Our global HSE management system is periodically reviewed by an independent, accredited auditor to ensure it conforms to the RCMS.

GLOBAL CHEMICAL MANAGEMENT Governments around the world and across many of the regions where we operate have developed chemical management legislation—such as the REACH regulation in the European Union (EU)—that requires companies to collect and register information about the chemicals they manufacture or use, unless those chemicals are exempt.

Concerned about potential future supply problems with LAL—and knowing that Lilly is committed to reducing the use of animals in research and testing wherever possible—Jay lobbied and won support from two governance committees at Lilly, getting permission to validate the rFC approach.

for the purpose of lowering the groundwater table(s) to maintain the physical and structural integrity of building foundations.

that resulted in damage to the environment (i.e., human health, aquatic life, or wildlife) or a material event requiring reporting to the U.S. Securities and Exchange Commission.

GOVERNANCE OF SUPPLY CHAIN AT LILLY PSCI, with its member companies, created and maintain the Pharmaceutical Industry Principles for Responsible Supply Chain Management (the PSCI Principles).

The PSCI Principles provide our industry with consistent supplier performance standards in the areas of ethics, labor, health and safety, the environment, and related management systems.

contract manufacturing services Lilly manufacturing procurement contracts ask that suppliers support the PSCI Principles and conform to the HSE expectations outlined in our Supplier Code of Business Conduct.

Due to the importance of PiE issues to Lilly and our stakeholders, we have established a PiE Governance Committee that reports to our executive-level Global HSE Committee.

| P A G E pharmaceutical discharges from manufacturing sites, our Lilly Aquatic Exposure Guideline (LAEG) program.

ELANCO’S ANTIBIOTIC STEWARDSHIP PLAN The Antimicrobial Resistance Challenge, led by the Centers for Disease Control and Prevention (CDC) and U.S. Health and Human Services (HHS), is a yearlong effort to accelerate the fight against antimicrobial resistance with action across governments and industries.

Supporting the CDC and HHS effort is an important step in reaffirming our commitment to responsible antibiotic usage and veterinary oversight capacity around the world.

A G E Lilly focuses on creating a companywide culture where best-in-class safety practices are intuitively and consistently followed.

We have found that tracking leading—or predictive indicators—such as ergonomic risk, safety culture surveys, and vehicle safety training contributes greatly to our company safety culture.

We know that to reach our goals for safety performance, Lilly must continue to instill and promote a best-in-class safety culture.

New parents are eligible for a generous parental leave, two on-site child development centers at corporate headquarters, back-up care options, and parenting education opportunities.

These integrated programs feature safety culture messages and initiatives, and in some sites, integrate diversity and inclusion programs as well.

We provide details about our code of business conduct, our compliance management systems, and our training programs—all of which reinforce ethical behavior and help avoid corruption and other unacceptable activities.

| P A G E At Lilly, our policies, our code of business conduct (which we call The Red Book), our compliance management systems, our training programs, and our communications work together to reinforce ethical behavior.

And, we have expanded and centralized our anti-corruption due diligence work to focus on greater consistency across the globe.

by the senior vice president of enterprise risk management, who is also Lilly’s chief ethics and compliance officer.

CODE OF CONDUCT, POLICIES, AND PROCEDURES Our ethics and compliance program includes policies and procedures.