2024 Annual Report – Business report
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closely monitor developments in this field, stakeholder expectations and interests, and legislation to ensure timely and
appropriate responses. We pay particular attention to environmental matters, especially climate change adaptation and
mitigation, as well as section S4, which relates to consumers and end-users of our products – an area where our social
impact is the most significant.
Based on the currently available information, estimates, forecasts and other data, the Krka Group has not identified any
material current financial impacts and opportunities that would materially impact its financial position, financial
performance, cash flows and material risks and opportunities where there is a considerable likelihood that they will cause
substantial adjustments in the book values of assets and liabilities as reported in the related financial statement during the
next reporting period. This assessment is based on Krka’s development strategy, our current business model, the nature
of our primary activity – pharmaceutical production – and the related business activities in our operations and in connection
with the risks and opportunities arising from the value chain. We assess that the measures and activities we are
undertaking, along with the established metrics and objectives, are appropriate, and do not present a material risk for now.
The reliability of these assessments is tied to the reliability of information, estimates, and forecasts. In future periods, we
will monitor changes in the business environment and prepare a more detailed analysis of current and expected financial
impacts related to material sustainability impacts, risks and opportunities.
The Management Board of the company assessed that the Krka Group, due to its vertical integration business model and
the implementation of its strategy, is resilient and capable of appropriately addressing material impacts and risks while
seizing opportunities. Key strategic and current activities are focused on identified material sustainability areas where our
largest impacts, risks and opportunities arise or could arise. We have not yet conducted specific resilience analyses but
plan to study individual areas in more detail through climate scenario analysis and similar methods. We will monitor their
development so we can more precisely and promptly identify any need to update our strategy and business model,
particularly in the medium- and long-term periods.
In 2024, we conducted our first double materiality assessment in line with the EFRAG standards and EFRAG guidelines.
IRO-1 – Description of the processes to identify and assess material impacts, risks and opportunities
In 2021 and 2022, Krka conducted a process to identify and assess the materiality of sustainability topics in accordance
with GRI standards. This process was upgraded, and in 2024, it was adapted to meet the requirements of ESRS and the
EFRAG guidelines. The definition of material impacts, risks and opportunities was carried out for our own operations as
well as the upstream and downstream value chains. This included activities of direct stakeholders (customers, suppliers,
other direct stakeholders) and indirect partners (N-tier customers and suppliers and their employees). The organisational
structure of the Krka Group is characterised by the fact that the controlling company fully directs and supervises the
operations of its subsidiaries and representative offices. The ‘function for function’ principle gives representatives of various
functions in the controlling company a thorough understanding of the situation in subsidiaries and representative offices.
Additionally, the Krka Group is recognised for its business model with a high level of vertical integration, meaning it fully
controls activities related to the development of active ingredients, pharmaceutical development, manufacturing process,
quality management, marketing authorisations, clinical studies, marketing, sales and distribution. Due to these
characteristics, it has been assessed that the impacts, risks and opportunities in the value chain outside Krka’s own
operations are largely the same or very similar to those within its own operations, except in certain specific cases primarily
related to geographical location. Going forward, we plan to further improve the entire IRO assessment process in line with
this approach. In assessing the value chain, we relied on all available information held by Krka’s experts across various
business areas derived from regular business interactions with stakeholders. We did not directly involve representatives
from the value chain, nor did we obtain data from them directly. As part of GRI-based reporting in previous years, we
engaged certain stakeholder groups to verify the materiality of specific sustainability topics from the perspective of their
impact on stakeholders. The research included representatives of key stakeholder groups, such as investors, analysts,
doctors, pharmacists, employees, representatives of local communities, distributors, the chamber of pharmacy, trade
unions, universities, the chamber of commerce, as well as institutes and professional associations. The main topics of
discussion always include the most important sustainability matters, so we are well aware of their expectations. Based on
regular communication with all key stakeholder groups, we assessed at the beginning of the year that their expectations –
particularly regarding the areas most important to each stakeholder group – had not changed. As a result, we did not
conduct a new stakeholder engagement process through surveys and interviews in 2024. However, we will undoubtedly
do so in the future as this area continues to evolve. Krka operates in the highly regulated pharmaceutical production and