SurveyMonkey Powered Online Survey

About this survey

Thank you for participating.

This independent study by PatientView aims to discover your organisation’s views on:

• The importance of pharma’s ESG goals to the patients you represent.
• Your understanding of what pharma should include in ESG strategies. And ...
• The importance of having patient input into pharma’s ESG strategies—and, if so, how.

You will be entitled to a free copy of the full results upon publication (October 2023), if you wish to receive them.

Note about the survey format:

If you are using a mobile/cell to answer the questionnaire, the survey is more easily completed when the mobile/cell is in LANDSCAPE.

This survey has 4 questions about your organisation, and 10 main questions. When you reach the end of the questionnaire, please click the “Submit” button to send it.

If you have any queries about this survey, the email contact is at the end of the survey.

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* Four questions about your organisation

Here, at the start of the survey, we are asking four questions about your organisation (to help PatientView understand which types of patient groups look at ESG issues).

a.) What is your organisation’s MAIN SPECIALTY?

Please select only ONE option (the most important).

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* Would you like to comment on your answer?

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* b.) In which COUNTRY is your organisation based or headquartered?

(If you are a patient group with international scope, please respond on behalf of the country in which you, as a respondent, reside.)

Please select your country from the menu below.

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* c.) What is the GEOGRAPHIC REACH of your organisation?

International (your organisation operates in MORE THAN ONE COUNTRY).

National.

Regional (a single part of your country).

Local.

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* d.) Does your organisation ADVOCATE for GREATER INCLUSION OF PATIENT GROUPS in any efforts by pharmaceutical companies to improve their ESG strategies?

Yes.

No.

No—but we would like to.

No—because the patients we represent would prefer us to concentrate on other issues.

Do not know.

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Ten main questions

Please skip any question that you cannot answer (or are irrelevant to your organisation).

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* Question 1 of 10.
How FAMILIAR is your organisation with the GENERAL CONCEPT of pharmaceutical-company ‘ESG’ strategies?

Very familiar.

Familiar.

Not familiar.

Not familiar—but we would like to know more.

Not relevant to our organisation.

Do not know.

Would you like to comment on your answer?

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* Question 2 of 10.
How IMPORTANT to YOUR PATIENT ORGANISATION are the following?

	Very important.	Important.	Not important.	Not important for us at present—but might be in the future.	Not relevant to our organisation.	Do not know.
The impact a pharmaceutical company has on the environment.	The impact a pharmaceutical company has on the environment. Very important.	The impact a pharmaceutical company has on the environment. Important.	The impact a pharmaceutical company has on the environment. Not important.	The impact a pharmaceutical company has on the environment. Not important for us at present—but might be in the future.	The impact a pharmaceutical company has on the environment. Not relevant to our organisation.	The impact a pharmaceutical company has on the environment. Do not know.
The impact a pharmaceutical company has on society (healthcare systems and patients).	The impact a pharmaceutical company has on society (healthcare systems and patients). Very important.	The impact a pharmaceutical company has on society (healthcare systems and patients). Important.	The impact a pharmaceutical company has on society (healthcare systems and patients). Not important.	The impact a pharmaceutical company has on society (healthcare systems and patients). Not important for us at present—but might be in the future.	The impact a pharmaceutical company has on society (healthcare systems and patients). Not relevant to our organisation.	The impact a pharmaceutical company has on society (healthcare systems and patients). Do not know.
A pharmaceutical company’s standards of corporate governance (accountability; integrity; ethics, etc).	A pharmaceutical company’s standards of corporate governance (accountability; integrity; ethics, etc). Very important.	A pharmaceutical company’s standards of corporate governance (accountability; integrity; ethics, etc). Important.	A pharmaceutical company’s standards of corporate governance (accountability; integrity; ethics, etc). Not important.	A pharmaceutical company’s standards of corporate governance (accountability; integrity; ethics, etc). Not important for us at present—but might be in the future.	A pharmaceutical company’s standards of corporate governance (accountability; integrity; ethics, etc). Not relevant to our organisation.	A pharmaceutical company’s standards of corporate governance (accountability; integrity; ethics, etc). Do not know.

Would you like to comment on your answer?

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* Question 3 of 10.
How IMPORTANT to the PATIENTS YOUR ORGANISATION REPRESENTS are those same factors?

	Very important.	Important.	Not important.	Not important for them at present—but might be in the future.	Not relevant to them.	Do not know.
The impact a pharmaceutical company has on the environment.	The impact a pharmaceutical company has on the environment. Very important.	The impact a pharmaceutical company has on the environment. Important.	The impact a pharmaceutical company has on the environment. Not important.	The impact a pharmaceutical company has on the environment. Not important for them at present—but might be in the future.	The impact a pharmaceutical company has on the environment. Not relevant to them.	The impact a pharmaceutical company has on the environment. Do not know.
The impact a pharmaceutical company has on society (healthcare systems and patients).	The impact a pharmaceutical company has on society (healthcare systems and patients). Very important.	The impact a pharmaceutical company has on society (healthcare systems and patients). Important.	The impact a pharmaceutical company has on society (healthcare systems and patients). Not important.	The impact a pharmaceutical company has on society (healthcare systems and patients). Not important for them at present—but might be in the future.	The impact a pharmaceutical company has on society (healthcare systems and patients). Not relevant to them.	The impact a pharmaceutical company has on society (healthcare systems and patients). Do not know.
A pharmaceutical company’s standards of corporate governance (accountability; integrity; ethics, etc).	A pharmaceutical company’s standards of corporate governance (accountability; integrity; ethics, etc). Very important.	A pharmaceutical company’s standards of corporate governance (accountability; integrity; ethics, etc). Important.	A pharmaceutical company’s standards of corporate governance (accountability; integrity; ethics, etc). Not important.	A pharmaceutical company’s standards of corporate governance (accountability; integrity; ethics, etc). Not important for them at present—but might be in the future.	A pharmaceutical company’s standards of corporate governance (accountability; integrity; ethics, etc). Not relevant to them.	A pharmaceutical company’s standards of corporate governance (accountability; integrity; ethics, etc). Do not know.

Would you like to comment on your answer?

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* Question 4 of 10.
When DECIDING with which pharmaceutical company you would like your organisation to FORM A RELATIONSHIP, do you take into consideration any of the following?

A company’s efforts to …

	Always.	Sometimes.	No.	No—but we plan to.	Not relevant to our organisation.	We do not work (or plan to work) with any pharmaceutical companies.	Do not know.
Protect the environment (‘E’).	Protect the environment (‘E’). Always.	Protect the environment (‘E’). Sometimes.	Protect the environment (‘E’). No.	Protect the environment (‘E’). No—but we plan to.	Protect the environment (‘E’). Not relevant to our organisation.	Protect the environment (‘E’). We do not work (or plan to work) with any pharmaceutical companies.	Protect the environment (‘E’). Do not know.
Address social, or society-wide, issues (‘S’).	Address social, or society-wide, issues (‘S’). Always.	Address social, or society-wide, issues (‘S’). Sometimes.	Address social, or society-wide, issues (‘S’). No.	Address social, or society-wide, issues (‘S’). No—but we plan to.	Address social, or society-wide, issues (‘S’). Not relevant to our organisation.	Address social, or society-wide, issues (‘S’). We do not work (or plan to work) with any pharmaceutical companies.	Address social, or society-wide, issues (‘S’). Do not know.
Ensure effective corporate governance (‘G’).	Ensure effective corporate governance (‘G’). Always.	Ensure effective corporate governance (‘G’). Sometimes.	Ensure effective corporate governance (‘G’). No.	Ensure effective corporate governance (‘G’). No—but we plan to.	Ensure effective corporate governance (‘G’). Not relevant to our organisation.	Ensure effective corporate governance (‘G’). We do not work (or plan to work) with any pharmaceutical companies.	Ensure effective corporate governance (‘G’). Do not know.

Would you like to comment on your answer?

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* Question 5 of 10.
How EFFECTIVE are pharmaceutical companies at COMMUNICATING their ESG activities to YOUR PATIENT ORGANISATION (beyond just publishing ESG reports on their company website)?

All are effective.

Many are effective.

Only a few are effective.

None are effective.

Not relevant to our organisation.

Do not know.

Do you have any advice to such companies on how they might improve communication of their ESG activities to your organisation?

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* Question 6 of 10.
How EASY is it for your organisation to FIND USEFUL INFORMATION on the ESG goals—and company performance at these goals—of MOST pharmaceutical companies?

	Easy, in the case of most companies.	Difficult, in the case of most companies.	Not considered relevant to us.	Do not know.
Their ESG goals.	Their ESG goals. Easy, in the case of most companies.	Their ESG goals. Difficult, in the case of most companies.	Their ESG goals. Not considered relevant to us.	Their ESG goals. Do not know.
Their performance at ESG.	Their performance at ESG. Easy, in the case of most companies.	Their performance at ESG. Difficult, in the case of most companies.	Their performance at ESG. Not considered relevant to us.	Their performance at ESG. Do not know.

Would you like to comment on your answer?

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* Question 7 of 10.
From YOUR ORGANISATION’S PERSPECTIVE, which of the following statements do you believe are TRUE?

Please tick the most-relevant option for your organisation.

	True.	True—and generally recognised by pharma.	True—but generally NOT recognised by pharma.	Not true.	Not relevant to our organisation.	Do not know.
The quality of human health, and the protection of the environment, are linked to each other.	The quality of human health, and the protection of the environment, are linked to each other. True.	The quality of human health, and the protection of the environment, are linked to each other. True—and generally recognised by pharma.	The quality of human health, and the protection of the environment, are linked to each other. True—but generally NOT recognised by pharma.	The quality of human health, and the protection of the environment, are linked to each other. Not true.	The quality of human health, and the protection of the environment, are linked to each other. Not relevant to our organisation.	The quality of human health, and the protection of the environment, are linked to each other. Do not know.
Corporate transparency, and effective corporate governance, are linked to each other.	Corporate transparency, and effective corporate governance, are linked to each other. True.	Corporate transparency, and effective corporate governance, are linked to each other. True—and generally recognised by pharma.	Corporate transparency, and effective corporate governance, are linked to each other. True—but generally NOT recognised by pharma.	Corporate transparency, and effective corporate governance, are linked to each other. Not true.	Corporate transparency, and effective corporate governance, are linked to each other. Not relevant to our organisation.	Corporate transparency, and effective corporate governance, are linked to each other. Do not know.
A pharma company can improve its corporate reputation by performing well at ESG.	A pharma company can improve its corporate reputation by performing well at ESG. True.	A pharma company can improve its corporate reputation by performing well at ESG. True—and generally recognised by pharma.	A pharma company can improve its corporate reputation by performing well at ESG. True—but generally NOT recognised by pharma.	A pharma company can improve its corporate reputation by performing well at ESG. Not true.	A pharma company can improve its corporate reputation by performing well at ESG. Not relevant to our organisation.	A pharma company can improve its corporate reputation by performing well at ESG. Do not know.
The adoption of patient centricity by pharma leads to significant benefits for society.	The adoption of patient centricity by pharma leads to significant benefits for society. True.	The adoption of patient centricity by pharma leads to significant benefits for society. True—and generally recognised by pharma.	The adoption of patient centricity by pharma leads to significant benefits for society. True—but generally NOT recognised by pharma.	The adoption of patient centricity by pharma leads to significant benefits for society. Not true.	The adoption of patient centricity by pharma leads to significant benefits for society. Not relevant to our organisation.	The adoption of patient centricity by pharma leads to significant benefits for society. Do not know.
A pharma company needs to ensure that its products have a positive impact on patients’ quality of life.	A pharma company needs to ensure that its products have a positive impact on patients’ quality of life. True.	A pharma company needs to ensure that its products have a positive impact on patients’ quality of life. True—and generally recognised by pharma.	A pharma company needs to ensure that its products have a positive impact on patients’ quality of life. True—but generally NOT recognised by pharma.	A pharma company needs to ensure that its products have a positive impact on patients’ quality of life. Not true.	A pharma company needs to ensure that its products have a positive impact on patients’ quality of life. Not relevant to our organisation.	A pharma company needs to ensure that its products have a positive impact on patients’ quality of life. Do not know.
A pharma company’s ESG strategies should be the same in every country in which it operates.	A pharma company’s ESG strategies should be the same in every country in which it operates. True.	A pharma company’s ESG strategies should be the same in every country in which it operates. True—and generally recognised by pharma.	A pharma company’s ESG strategies should be the same in every country in which it operates. True—but generally NOT recognised by pharma.	A pharma company’s ESG strategies should be the same in every country in which it operates. Not true.	A pharma company’s ESG strategies should be the same in every country in which it operates. Not relevant to our organisation.	A pharma company’s ESG strategies should be the same in every country in which it operates. Do not know.
A pharma company should actively communicate its ESG strategies to all of its external stakeholders.	A pharma company should actively communicate its ESG strategies to all of its external stakeholders. True.	A pharma company should actively communicate its ESG strategies to all of its external stakeholders. True—and generally recognised by pharma.	A pharma company should actively communicate its ESG strategies to all of its external stakeholders. True—but generally NOT recognised by pharma.	A pharma company should actively communicate its ESG strategies to all of its external stakeholders. Not true.	A pharma company should actively communicate its ESG strategies to all of its external stakeholders. Not relevant to our organisation.	A pharma company should actively communicate its ESG strategies to all of its external stakeholders. Do not know.
A pharma company should incorporate diversity, equity, and inclusion in its ESG activities.	A pharma company should incorporate diversity, equity, and inclusion in its ESG activities. True.	A pharma company should incorporate diversity, equity, and inclusion in its ESG activities. True—and generally recognised by pharma.	A pharma company should incorporate diversity, equity, and inclusion in its ESG activities. True—but generally NOT recognised by pharma.	A pharma company should incorporate diversity, equity, and inclusion in its ESG activities. Not true.	A pharma company should incorporate diversity, equity, and inclusion in its ESG activities. Not relevant to our organisation.	A pharma company should incorporate diversity, equity, and inclusion in its ESG activities. Do not know.
A pharma company’s efforts at corporate social responsibility (CSR), and its performance at ESG, are NOT linked to each other.	A pharma company’s efforts at corporate social responsibility (CSR), and its performance at ESG, are NOT linked to each other. True.	A pharma company’s efforts at corporate social responsibility (CSR), and its performance at ESG, are NOT linked to each other. True—and generally recognised by pharma.	A pharma company’s efforts at corporate social responsibility (CSR), and its performance at ESG, are NOT linked to each other. True—but generally NOT recognised by pharma.	A pharma company’s efforts at corporate social responsibility (CSR), and its performance at ESG, are NOT linked to each other. Not true.	A pharma company’s efforts at corporate social responsibility (CSR), and its performance at ESG, are NOT linked to each other. Not relevant to our organisation.	A pharma company’s efforts at corporate social responsibility (CSR), and its performance at ESG, are NOT linked to each other. Do not know.

Can you provide any brief case studies to illustrate your answer?

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* Question 8 of 10.
Can you suggest how PATIENTS COULD BE INVOLVED to inform the ESG strategies of pharmaceutical companies?

(If, that is, your organisation believes that patients should be involved.)

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* Question 9 of 10.
From the PATIENT PERSPECTIVE, which of the following actions SHOULD PHARMACEUTICAL COMPANIES UNDERTAKE to ...

• improve the environment (‘E’);
• to act on behalf of society (‘S’); and to
• improve standards of governance (‘G’)?

On a scale of 1 to 5, where 5 = “Very important”, and 1 = “Not important” …

ENVIRONMENT

	5.	4.	3.	2.	1.	Not relevant to our organisation.	Do not know.
Be transparent about the company’s impact upon the environment (for instance, carbon footprint; clean energy, etc).	Be transparent about the company’s impact upon the environment (for instance, carbon footprint; clean energy, etc). 5.	Be transparent about the company’s impact upon the environment (for instance, carbon footprint; clean energy, etc). 4.	Be transparent about the company’s impact upon the environment (for instance, carbon footprint; clean energy, etc). 3.	Be transparent about the company’s impact upon the environment (for instance, carbon footprint; clean energy, etc). 2.	Be transparent about the company’s impact upon the environment (for instance, carbon footprint; clean energy, etc). 1.	Be transparent about the company’s impact upon the environment (for instance, carbon footprint; clean energy, etc). Not relevant to our organisation.	Be transparent about the company’s impact upon the environment (for instance, carbon footprint; clean energy, etc). Do not know.
Be active in supporting national healthcare systems’ goals on environmental protection.	Be active in supporting national healthcare systems’ goals on environmental protection. 5.	Be active in supporting national healthcare systems’ goals on environmental protection. 4.	Be active in supporting national healthcare systems’ goals on environmental protection. 3.	Be active in supporting national healthcare systems’ goals on environmental protection. 2.	Be active in supporting national healthcare systems’ goals on environmental protection. 1.	Be active in supporting national healthcare systems’ goals on environmental protection. Not relevant to our organisation.	Be active in supporting national healthcare systems’ goals on environmental protection. Do not know.
Reduce the company’s environmental impact—from research, through to clinical trials, manufacture, and distribution.	Reduce the company’s environmental impact—from research, through to clinical trials, manufacture, and distribution. 5.	Reduce the company’s environmental impact—from research, through to clinical trials, manufacture, and distribution. 4.	Reduce the company’s environmental impact—from research, through to clinical trials, manufacture, and distribution. 3.	Reduce the company’s environmental impact—from research, through to clinical trials, manufacture, and distribution. 2.	Reduce the company’s environmental impact—from research, through to clinical trials, manufacture, and distribution. 1.	Reduce the company’s environmental impact—from research, through to clinical trials, manufacture, and distribution. Not relevant to our organisation.	Reduce the company’s environmental impact—from research, through to clinical trials, manufacture, and distribution. Do not know.

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* SOCIETY

On a scale of 1 to 5, where 5 = “Very important”, and 1 = “Not important” …

	5.	4.	3.	2.	1.	Not relevant to our organisation.	Do not know.
Make clear efforts to ensure the financial sustainability of national healthcare systems.	Make clear efforts to ensure the financial sustainability of national healthcare systems. 5.	Make clear efforts to ensure the financial sustainability of national healthcare systems. 4.	Make clear efforts to ensure the financial sustainability of national healthcare systems. 3.	Make clear efforts to ensure the financial sustainability of national healthcare systems. 2.	Make clear efforts to ensure the financial sustainability of national healthcare systems. 1.	Make clear efforts to ensure the financial sustainability of national healthcare systems. Not relevant to our organisation.	Make clear efforts to ensure the financial sustainability of national healthcare systems. Do not know.
Engage with diverse patient populations worldwide, to help improve innovation, and/or health equity.	Engage with diverse patient populations worldwide, to help improve innovation, and/or health equity. 5.	Engage with diverse patient populations worldwide, to help improve innovation, and/or health equity. 4.	Engage with diverse patient populations worldwide, to help improve innovation, and/or health equity. 3.	Engage with diverse patient populations worldwide, to help improve innovation, and/or health equity. 2.	Engage with diverse patient populations worldwide, to help improve innovation, and/or health equity. 1.	Engage with diverse patient populations worldwide, to help improve innovation, and/or health equity. Not relevant to our organisation.	Engage with diverse patient populations worldwide, to help improve innovation, and/or health equity. Do not know.
Support all aspects of patient lives’ (such as access to diagnosis; health literacy; patient advocacy, etc).	Support all aspects of patient lives’ (such as access to diagnosis; health literacy; patient advocacy, etc). 5.	Support all aspects of patient lives’ (such as access to diagnosis; health literacy; patient advocacy, etc). 4.	Support all aspects of patient lives’ (such as access to diagnosis; health literacy; patient advocacy, etc). 3.	Support all aspects of patient lives’ (such as access to diagnosis; health literacy; patient advocacy, etc). 2.	Support all aspects of patient lives’ (such as access to diagnosis; health literacy; patient advocacy, etc). 1.	Support all aspects of patient lives’ (such as access to diagnosis; health literacy; patient advocacy, etc). Not relevant to our organisation.	Support all aspects of patient lives’ (such as access to diagnosis; health literacy; patient advocacy, etc). Do not know.
Improve patient access to company medicines (for instance, through flexible pricing strategies; patient-access programmes; supporting healthcare infrastructure development, etc).	Improve patient access to company medicines (for instance, through flexible pricing strategies; patient-access programmes; supporting healthcare infrastructure development, etc). 5.	Improve patient access to company medicines (for instance, through flexible pricing strategies; patient-access programmes; supporting healthcare infrastructure development, etc). 4.	Improve patient access to company medicines (for instance, through flexible pricing strategies; patient-access programmes; supporting healthcare infrastructure development, etc). 3.	Improve patient access to company medicines (for instance, through flexible pricing strategies; patient-access programmes; supporting healthcare infrastructure development, etc). 2.	Improve patient access to company medicines (for instance, through flexible pricing strategies; patient-access programmes; supporting healthcare infrastructure development, etc). 1.	Improve patient access to company medicines (for instance, through flexible pricing strategies; patient-access programmes; supporting healthcare infrastructure development, etc). Not relevant to our organisation.	Improve patient access to company medicines (for instance, through flexible pricing strategies; patient-access programmes; supporting healthcare infrastructure development, etc). Do not know.

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* GOVERNANCE

On a scale of 1 to 5, where 5 = “Very important”, and 1 = “Not important” …

	5.	4.	3.	2.	1.	Not relevant to our organisation.	Do not know.
Transparency of the company’s actual performance at ESG strategies (in every country where its products are available)—reported against the goals set by the company.	Transparency of the company’s actual performance at ESG strategies (in every country where its products are available)—reported against the goals set by the company. 5.	Transparency of the company’s actual performance at ESG strategies (in every country where its products are available)—reported against the goals set by the company. 4.	Transparency of the company’s actual performance at ESG strategies (in every country where its products are available)—reported against the goals set by the company. 3.	Transparency of the company’s actual performance at ESG strategies (in every country where its products are available)—reported against the goals set by the company. 2.	Transparency of the company’s actual performance at ESG strategies (in every country where its products are available)—reported against the goals set by the company. 1.	Transparency of the company’s actual performance at ESG strategies (in every country where its products are available)—reported against the goals set by the company. Not relevant to our organisation.	Transparency of the company’s actual performance at ESG strategies (in every country where its products are available)—reported against the goals set by the company. Do not know.
Protect patients’ personal data.	Protect patients’ personal data. 5.	Protect patients’ personal data. 4.	Protect patients’ personal data. 3.	Protect patients’ personal data. 2.	Protect patients’ personal data. 1.	Protect patients’ personal data. Not relevant to our organisation.	Protect patients’ personal data. Do not know.
Enforce the company’s ESG standards among third-party (outsourced) suppliers.	Enforce the company’s ESG standards among third-party (outsourced) suppliers. 5.	Enforce the company’s ESG standards among third-party (outsourced) suppliers. 4.	Enforce the company’s ESG standards among third-party (outsourced) suppliers. 3.	Enforce the company’s ESG standards among third-party (outsourced) suppliers. 2.	Enforce the company’s ESG standards among third-party (outsourced) suppliers. 1.	Enforce the company’s ESG standards among third-party (outsourced) suppliers. Not relevant to our organisation.	Enforce the company’s ESG standards among third-party (outsourced) suppliers. Do not know.

Other?

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* Finally, question 10 of 10.
WHAT would your organisation MOST LIKE TO SEE pharmaceutical companies DEFINITELY INCLUDE in their E, their S, and their G strategies?

Regarding ‘E’: protection of the environment?

Regarding ‘S’: addressing social/society-wide issues?

Regarding ‘G’: ensuring effective corporate governance?

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* THANK YOU for sharing your opinions in this survey on the ESG goals and strategies of pharmaceutical companies.

As a patient-group representative responding to this study, you are entitled to receive a FREE COPY OF THE SURVEY RESULTS upon publication in October 2023, if you wish.
To receive your free copy, please complete the following four questions about your contact details, below (these details will remain anonymous).

a. What is the name of your organisation?

b. What is your name?

c. What is your title/position in the organisation?

d. To which email address should PatientView send the link to the published report?

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* Would you like YOUR ORGANISATION to be attributed as one of the participants to the survey, and listed in the published report on the survey’s results (October 2023)?

Yes.

No.

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* If “Yes”, please note your organisation’s NAME here (unless you have mentioned it above).

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Thank you for sharing your opinions.

That concludes this July/August 2023 to October 2023 survey on patient-groups’ opinions about pharma’s impact on the environment and society. The survey results will be published in late-October 2023.

If you have any queries about the survey, please feel free to email Dr Alexandra Wyke, CEO of PatientView, at: alexwyke @ patient-view.com

End of survey.

Please click “SUBMIT”, below, to save your responses.
After you have clicked “Submit”, you will be taken to a page on the PatientView website that explains a little more about this ESG survey.

About this survey

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* Would you like to comment on your answer?

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* b.) In which COUNTRY is your organisation based or headquartered?(If you are a patient group with international scope, please respond on behalf of the country in which you, as a respondent, reside.)Please select your country from the menu below.

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* c.) What is the GEOGRAPHIC REACH of your organisation?

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* d.) Does your organisation ADVOCATE for GREATER INCLUSION OF PATIENT GROUPS in any efforts by pharmaceutical companies to improve their ESG strategies?

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* Question 1 of 10.How FAMILIAR is your organisation with the GENERAL CONCEPT of pharmaceutical-company ‘ESG’ strategies?

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* Question 2 of 10.How IMPORTANT to YOUR PATIENT ORGANISATION are the following?

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* Question 3 of 10.How IMPORTANT to the PATIENTS YOUR ORGANISATION REPRESENTS are those same factors?

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* Question 4 of 10.When DECIDING with which pharmaceutical company you would like your organisation to FORM A RELATIONSHIP, do you take into consideration any of the following?A company’s efforts to …

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* Question 5 of 10.How EFFECTIVE are pharmaceutical companies at COMMUNICATING their ESG activities to YOUR PATIENT ORGANISATION (beyond just publishing ESG reports on their company website)?

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* Question 6 of 10.How EASY is it for your organisation to FIND USEFUL INFORMATION on the ESG goals—and company performance at these goals—of MOST pharmaceutical companies?

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* Question 7 of 10.From YOUR ORGANISATION’S PERSPECTIVE, which of the following statements do you believe are TRUE?Please tick the most-relevant option for your organisation.

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* Question 8 of 10.Can you suggest how PATIENTS COULD BE INVOLVED to inform the ESG strategies of pharmaceutical companies?(If, that is, your organisation believes that patients should be involved.)

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* SOCIETYOn a scale of 1 to 5, where 5 = “Very important”, and 1 = “Not important” …

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* GOVERNANCEOn a scale of 1 to 5, where 5 = “Very important”, and 1 = “Not important” …

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* Finally, question 10 of 10.WHAT would your organisation MOST LIKE TO SEE pharmaceutical companies DEFINITELY INCLUDE in their E, their S, and their G strategies?

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* Would you like YOUR ORGANISATION to be attributed as one of the participants to the survey, and listed in the published report on the survey’s results (October 2023)?

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* If “Yes”, please note your organisation’s NAME here (unless you have mentioned it above).

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* b.) In which COUNTRY is your organisation based or headquartered?

(If you are a patient group with international scope, please respond on behalf of the country in which you, as a respondent, reside.)

Please select your country from the menu below.

* Question 1 of 10.
How FAMILIAR is your organisation with the GENERAL CONCEPT of pharmaceutical-company ‘ESG’ strategies?

* Question 2 of 10.
How IMPORTANT to YOUR PATIENT ORGANISATION are the following?

* Question 3 of 10.
How IMPORTANT to the PATIENTS YOUR ORGANISATION REPRESENTS are those same factors?

* Question 4 of 10.
When DECIDING with which pharmaceutical company you would like your organisation to FORM A RELATIONSHIP, do you take into consideration any of the following?

A company’s efforts to …

* Question 5 of 10.
How EFFECTIVE are pharmaceutical companies at COMMUNICATING their ESG activities to YOUR PATIENT ORGANISATION (beyond just publishing ESG reports on their company website)?

* Question 6 of 10.
How EASY is it for your organisation to FIND USEFUL INFORMATION on the ESG goals—and company performance at these goals—of MOST pharmaceutical companies?

* Question 7 of 10.
From YOUR ORGANISATION’S PERSPECTIVE, which of the following statements do you believe are TRUE?

Please tick the most-relevant option for your organisation.

* Question 8 of 10.
Can you suggest how PATIENTS COULD BE INVOLVED to inform the ESG strategies of pharmaceutical companies?

(If, that is, your organisation believes that patients should be involved.)

* SOCIETY

On a scale of 1 to 5, where 5 = “Very important”, and 1 = “Not important” …

* GOVERNANCE

On a scale of 1 to 5, where 5 = “Very important”, and 1 = “Not important” …

* Finally, question 10 of 10.
WHAT would your organisation MOST LIKE TO SEE pharmaceutical companies DEFINITELY INCLUDE in their E, their S, and their G strategies?