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2020-03-03

AstraZeneca: Annual Financial Report

AstraZeneca PLC (the Company) announced today the publication of its
Annual Report and Form 20-F Information 2019 (the Annual Report).

A copy of the Annual Report will be submitted to the National Storage
Mechanism and will shortly be available for inspection at
www.morningstar.co.uk/uk/nsm.

The Annual Report is also available on the Company's website at:
www.astrazeneca.com/annualreport2019
(http://www.astrazeneca.com/annualreport2019).

The Annual Report will be dispatched to shareholders in due course.

The Company's Annual General Meeting (AGM) will take place on 29 April
2020 in London, UK and the Notice of AGM and Shareholders' Circular
will be published and distributed to shareholders in due course.

EXPLANATORY NOTE AND WARNING

Solely for the purposes of complying with Disclosure and Transparency
Rule (DTR) 6.3.5R and the requirements it imposes on issuers as to
how to make public annual financial reports, we set out below:

· in Appendix A, the principal risks and uncertainties facing the
Company;

· in Appendix B, the Directors' responsibility statement made in
respect of the Financial Statements and Directors' Report contained
in the Annual Report; and

· in Appendix C, a statement regarding related party transactions.

The appendices have been extracted from the Annual Report in unedited
full text. This information should be read in conjunction with the
Company's fourth quarter and full year results 2019 announcement,
issued on 14 February 2020, which contained a condensed set of
financial statements and an Operating and financial review, and
which can be found at
www.astrazeneca.com/investor-relations/results-and-presentations.html.
Together, these constitute the material required by DTR 6.3.5R to be
communicated to the media in unedited full text through a Regulatory
Information Service.

Page numbers and section cross-references in the appendices refer to
pages and sections in the Annual Report. Defined terms used in the
appendices refer to terms as defined in the Annual Report.

This material is not a substitute for reading the full Annual Report.

APPENDIX A

The Board has carried out a robust assessment of the Principal and
Emerging risks facing the Group. The table overleaf provides insight
into the ongoing Principal Risks, outlining why effective management
of these risks is important and relevant to the business, how we are
managing them and which risks are rising, falling or have remained
static during the past 12 months. The procedures in place to identify
emerging risks are explained below.

Managing risk

Our approach to risk management is designed to encourage clear
decision making on which risks we take and how we manage these risks.
Fundamental to this process is a sound understanding of every risk's
potential strategic, commercial, financial, compliance, legal and
reputational implications.

We work to ensure that we have effective risk management processes in
place to support the delivery of our strategic priorities. This
enables us to meet the expectations of our stakeholders and upholds
our Values. The Board believes that existing processes provide it
with adequate information on the risks and uncertainties we face.
Further information on our key risk management and assurance
processes can be found in Risk from pages 246 to 257, which also
includes a description of circumstances under which Principal and
other risks and uncertainties might arise in the course of our
business and their potential impact.

Risk category and Context/potential Management actions
Principal Risks impact
Product pipeline
and intellectual
property
Failure or delay The development > Prioritise and accelerate our pipeline
in delivery of of any > Strengthen pipeline through
pipeline or pharmaceutical acquisitions, licensing and
launch of new product candidate collaborations > Focus on innovative
products is a complex, science in three main therapy areas
risky and lengthy
process involving
significant
financial, R&D
and other
resources. A
project may fail
or be delayed at
any stage of the
process due to a
number of
factors, which
could reduce our
long-term growth,
revenue and
profit.
Failure to meet Our > Quality management systems
regulatory or pharmaceutical incorporating monitoring, training and
ethical products and assurance activities > Collaborating
requirements for commercialisation with regulatory bodies and advocacy
drug development processes are groups to monitor and respond to changes
or approval subject to in the regulatory environment, including
extensive revised process, timelines and guidance
regulation.
Delays in
regulatory
reviews and
approvals impact
patients and
market access,
and can
materially affect
our business or
financial
results.
Failure to Discovering and > Active management of IP rights and IP
obtain, defend developing litigation
and enforce medicines
effective IP requires a
protection or IP significant
challenges by investment of
third parties resources. For
this to be a
viable
investment, new
medicines must be
safeguarded from
being copied for
a reasonable
amount of time.
If we are not
successful in
obtaining,
maintaining,
defending or
enforcing our IP
rights, and face
competition from
generic or
biosimilar
products, our
revenues could be
materially
adversely
affected. Third
parties may
allege
infringement of
their IP, and may
seek injunctions
and/or damages,
which, if
ultimately
awarded, could
adversely impact
our commercial
and financial
performance.
Commercialisation
Pricing, Operating in more > Focus on sales platforms >
affordability, than 100 Demonstrating value of medicines/health
access and countries, we are economics > Global footprint >
competitive subject to Diversified portfolio
pressures political,
socioeconomic and
financial
factors, both
globally and in
individual
countries. There
can be additional
pressure from
governments and
other healthcare
payers on
medicine prices
and sales in
response to
recessionary
pressures, which
may lead to a
reduction in our
revenue, profits
and cash flow.
Failure or delays If > Focus on sales platforms > Accelerate
in the quality or commercialisation and risk share through business
execution of of a product does development and strategic collaborations
commercial not succeed as and alliances
strategies anticipated, or
its rate of sales
growth is slower
than anticipated,
there is a risk
that we may not
be able to fully
recoup related
launch costs.
Supply chain and
business
execution
Failure to Delays or > Establishment of new manufacturing
maintain supply interruptions in facilities, creating capacity and
of compliant, supply can lead technical capability to support new
quality products to recalls, product launches > Contingency plans
product including dual sourcing, multiple
shortages, suppliers, and close monitoring and
regulatory maintenance of stock levels > Business
action, continuity and resilience initiatives,
reputational harm disaster and data recovery and emergency
and lost sales response plans > Quality management
revenue. systems
Failure in Significant > Cybersecurity framework and dashboard
information disruption to our > Privacy office oversees compliance
technology, data IT systems, with data privacy legislation > Disaster
protection or cybersecurity and data recovery plans > Strategies to
cybercrime incidents secure critical systems and processes >
including Regular cybersecurity and privacy
breaches of data training for employees
security, or data
privacy failure,
could harm our
reputation and
materially affect
our financial
condition or
results of
operations. This
could lead to
regulatory
...

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