At TAPI, advancing health from the core also means protecting the environment at the core of everything we do. Across our Teva Tech site, we’ve launched a bold initiative to transform sustainability from a checklist into a culture, embedding greener practices into every aspect of manufacturing. 

From Program to Culture 

In the past, sustainability lived mainly in the domain of EHS&S. Today, it’s a cross-departmental mission, driven by a dedicated site-wide sustainability team. By bringing together expertise from engineering, operations, production, and beyond, we’ve sparked new levels of engagement, creativity, and ownership. Every employee has the opportunity to contribute—and every idea matters. 

The goal? To be sustainable in sustainability—making continuous improvement an everyday mindset. 

Innovation Meets Responsibility 

Our cross-functional approach has already led to tangible improvements: 

• Energy efficiency: Installing variable frequency drives (VFDs), optimizing compressors, and upgrading chillers. 

• Leak detection with next-gen tools: Using thermal, 360°, and sound cameras to spot and eliminate hidden leaks in nitrogen, air, and steam systems. 

• Green electricity: Since April 2024, Teva Tech has been powered exclusively by renewable energy, with IREC certification in progress. 

• Zero-liquid discharge mindset: Real-time monitoring of emissions, advanced wastewater treatment, and solvent recovery built into every new product. 

• Paperless production: Piloting electronic batch records to eliminate paper use and streamline compliance. 

• Smarter waste management: Campaigns for separation and recycling of plastics, metals, batteries, and more. 

These projects are designed not only to reduce energy, water, nitrogen, and steam consumption by 5–15% per year, but also to ensure measurable reductions in Scope 1 & 2 GHG emissions. 

A Win for Customers and Communities 

For our customers, sustainability is a shared priority. By reducing GHG emissions in all our sites in TAPI, we are helping our partners to achieve their ESG targets. At the same time, our initiatives strengthen supply reliability, reduce costs, and ensure compliance with local and global regulations. Beyond numbers, this program is shaping how our people think, act, and innovate. Every new project now runs through the lens of sustainability, making greener operations our standard way of working. 

Looking Ahead 

We see this as just the beginning. From exploring on-site energy storage to scaling AI-enabled monitoring systems, the journey to a greener future is ongoing. Most importantly, sustainability at TAPI is no longer just a department, it’s a shared responsibility and a source of pride. 

As a provider, partner, and pioneer, we are setting a new benchmark for green API manufacturing — one that benefits our industry, our customers, and the communities we live in. 

At TAPI, advancing health from the core doesn’t only apply to the products we manufacture, it also shapes how we operate. Safety is a fundamental ingredient in our processes, and continuously improving how we identify and manage risk is key to that mission. As part of our evolving Process Safety Management (PSM) program, we recently delivered an in-depth training series focused on the new global guideline for Hazard and Operability Studies (HAZOP). 

This new HAZOP procedure—GDE-05-513.01—is a critical tool to strengthen risk awareness, hazard identification, and cross-functional alignment. The training was designed not only to reinforce the new methodology, but also to embed it effectively across TAPI’s operational, technical, and safety communities. 

A Tiered Training for Targeted Impact 

The program was structured into two distinct training paths to meet the needs of different stakeholder groups: 

• Core 2-Day Training (8 hours each day): This deep-dive track was delivered to EHS managers and specialists, HAZOP facilitators, process safety managers, and project engineers—those responsible for initiating, leading, and guiding HAZOPs in high-impact scenarios. The sessions covered all elements of the updated procedure, including facilitation techniques, risk ranking using TAPI’s proprietary matrix, and documentation best practices. 

• 3-Hour Awareness Session: Aimed at regular HAZOP participants from our sites, including MS&T, operations, maintenance, and instrumentation teams. This session introduced the methodology, roles and expectations, and the rationale behind the updated approach, ensuring stronger participation and understanding during future studies. 

Both sessions focused on creating a consistent, compliant, and collaborative risk review culture across TAPI. 

What’s New in the HAZOP Standard 

HAZOP is a structured team-based method to systematically evaluate deviations from intended process conditions and identify risks before they materialize. The new standard outlines a detailed, step-by-step methodology that brings several enhancements to our previous approach: 

1. Stronger Team Composition & Roles 

The updated guideline defines clear competency-based roles for each participant, including the HAZOP Facilitator, Scribe, Process and Instrumentation Engineers, EHS professionals, Operators, MS&T specialists, and even vendor representatives. The training emphasized how each of these voices brings critical insights to ensure a comprehensive evaluation. 

2. Defined Risk Assessment Criteria 

Participants were trained on TAPI’s risk matrix methodology, which combines likelihood and severity to generate a quantifiable risk score. The matrix includes specific thresholds for “Acceptable,” “Tolerable (ALARP),” and “Unacceptable” risks, helping teams prioritize follow-up actions and investments. 

3. Barriers, Safeguards, and the ALARP Principle 

The new training also clarified how to assess the validity of safeguards, known as barriers. To be considered valid, a barrier must be effective, independent, and auditable. For example, operator actions can only be considered safeguards under strict timing and training conditions. Additionally, the ALARP (As Low As Reasonably Practicable) concept was explored in detail for medium-risk scenarios—providing a defensible framework for when additional controls may no longer be justified. 

4. Documentation and Closeout 

An important part of the new guideline is ensuring clear, traceable documentation. Participants were guided through the new HAZOP Worksheet template, which captures deviations, causes, consequences, safeguards, and recommendations. The follow-up process—including assigning action owners, using tracking tools, and reporting progress to site leadership—was also emphasized. 

Online Access via Process Safety (PS) Academy 

To support long-term learning and implementation, the content from this training will soon be available as digital learning modules on the PS Academy platform. This enables easy access for onboarding new team members, refreshing knowledge, and fostering a consistent global safety culture. 

Why It Matters 

A well-executed HAZOP doesn’t just meet compliance—it actively prevents incidents. It is one of the most powerful tools we have to protect people, products, and the planet. By investing in deeper training and applying a standardized global methodology, we’re reinforcing our commitment to excellence in every facet of operations. 

At TAPI, safety is a shared responsibility. This training equips our teams to uphold that responsibility, bringing science, rigor, and teamwork to the forefront of every process. 

Teva has been awarded a 2024 EcoVadis score of 73/100, in recognition of our sustainability efforts. This score is even higher than last year, placing us in the top 4% of all pharmaceutical companies rated by EcoVadis. Receiving such a high score is not only a huge honor for Teva and Teva api, but also confirmation that we are meeting our ambitious ESG performance goals. 

For the full scorecard, download now from our customer portal, Teva api Connect. 

This score reflects responsible conduct in environment, labor and human rights practices, ethics, and sustainable procurement – and places us in the 96th percentile of all pharmaceutical companies rated by EcoVadis. 

Highlights from the report include: 

• • Outstanding rating of 90/100 for sustainable procurement 
  • Advanced rating of 80/100 for ethics 
  • Advanced rating for 70/100 for labor & human rights  

EcoVadis is the world’s most trusted provider of business sustainability ratings for global supply chains, with its famous scorecards providing invaluable, detailed insight into environmental, social, and ethical factors.  

As the leading international supplier of quality active pharmaceutical ingredients, we support 75% of the top 50 global pharmaceutical companies via 13 manufacturing plants, six R&D centers, and seven regional offices. Serving nearly 1,250 customers in more than 75 countries, we are profoundly aware of our deep responsibility to not only comply with all applicable laws and regulations, but also actively work to exert a positive impact on the world around us. 

Want a copy of the EcoVadis scorecard? Log in to Connect or register here to download it. 

Last year, Teva api’s R&D leadership team got together to brainstorm about what could be done on a departmental level to make a substantial environmental impact. As a result of this meeting, a new “community” was formed called the R&D Green Community, and over the last year it has established many initiatives.  

The mission of the community is to identify and propose actions, technologies, and initiatives – within both the global and local sphere – aimed at reducing the environmental impact of activities performed in the Teva api R&D department. It also aims to promote a green culture within the department and create value out of green initiatives.  

Four distinct groups were created as part of the community, to tackle four different areas: 

      1.Energy  

The energy group aims to improve energy efficiency in the labs and pilot plants. It maps how the energy is being used and finds opportunities where the team can decrease energy consumption and where older technologies can be changed with newer, more modern technologies.  

For example, optimization of HVAC systems, conversion of Diesel based generators into dual mode with 70 % Piped Natural Gas and 30 % High Speed Diesel (HSD), reviewing the possibility of changing florescent lights to LED ones, replacing old refrigerators and freezers & replacement of R22 refrigerant, changing fume hoods that aren’t well-regulated, and working out how to utilize excess energy elsewhere.  

        2.Technology 

The technology group evaluates existing technologies, and suggests new technologies, solvents and catalysts. Examples of this in action are the use of continuous manufacturing in chemical processes and the successful implementation at GMP scale.  

The group also looks at water usage in the department and evaluates how to minimize or replace water. Their work has led to the installation of a centrally cooled glycol circuit (-15 to -8°C) for cooling small laboratory equipment such as evaporator coolers and EasyMax’s reactors to replace use of water-cooled thermostats.  

The below image illustrates the benefit of applying a technology where the products are manufactured in a continuous manner without isolation, thus reducing the effluent load on environment. The upper image shows traditional round flasks producing high effluent load which causes environmental issues. The lower image shows a continuous tube where, without isolation and without creating an effluent burden on the environment, production can occur.   

        3. Metrics  

This group has developed a computational tool for sustainability evaluation. The tool quantitively assesses the greenness and sustainability of a chemical process and gives a sustainability score between 1 and 100. 

Below shows what the scores reflect. 

The score considers multiple elements, including PMI, solvent selection, energy consumption, toxicity of materials, safety, atom economy, and process risks. 

Its aim is to enable chemists to make greener choices and to design chemical processes with improved efficiency and a lower environmental impact.   

Here is an example of a sustainability score evaluation for the amide formation reaction: 

        4.Value and Proposition  

This group works on networking, sustainability initiatives, and finding collaborations in and out of the organization.  

One such initiative is the Greeny award, a new annual award that encourages sustainability in the research and development facilities of Teva api R&D. The award is given to those who minimize or eliminate the environmental impact of processes in the R&D department, while also promoting a culture of greenness. It’s a celebration of innovation and creativity. 

Well done Teva api R&D team on this meaningful initiative! We hope you continue to make a significant environmental impact going forward into 2024.  

During COVID-19, the shortage of basic drugs in key EU countries led to growing calls to push local drug manufacturing to ensure a smooth supply and to minimize shortages. Following the pandemic, the war in Ukraine, and the Russian gas supply issue, several countries have called for bringing back pharma production (including finished dosages and active pharmaceutical ingredients) to locations within national borders to mitigate costs, supply issues, and concerns regarding bilateral relations. This is also known as onshoring or reshoring.  

The Critical Medicine’s Act 

A group of 19 EU countries, including Italy, Spain, France, and Germany — representing 90% of the EU population — recently proposed the creation of a “Critical Medicines Act” to encourage the production of critical medicines, pharmaceutical ingredients and basic chemical inputs within Europe, reducing dependence on countries outside of the EU. 

Their proposal suggests the creation of a voluntary EU solidarity mechanism to exchange stocks of medicines during shortages, and a European list of critical medicines for special monitoring.  

The proposal does not mention any specific funding details. However, it’s possible that future funding for the “Critical Medicines Act” could come from existing EU budgets or from new funding streams. Additionally, the EU may encourage private investment in pharmaceutical manufacturing by offering incentives such as tax breaks or subsidies. 

France as a use case 

If we use France as an example, we can already see what the authorities have in mind. While there is no set, solid plan yet, the country is not only open and willing to “reshore” but also making solid steps to actualize this ambition.  

President Macron recently made some public statements together with the Ministry of Health about 7 sites they will support for the relocation of both finished dosage and API industries in France. They issued two lists – first a list of approximately 40 critical products, and then a further list of around 250 products – that are important to the French health system.  

The government plans to offer subsidies and special grants to companies that are able and willing to reshore the manufacturing of these products to French soil. Teams from within the government that have been set up specifically to address this issue have been having conversations with many companies, including Teva, about if and how to partner together to support the state and its patients, but in a way that aligns with company strategy.  

The manufacturing of APIs 

While the debate primarily deals with the location of the inventory of finished dosages and where they are manufactured, hot on the heels of this is also the debate about the manufacturing of active pharmaceutical ingredients.  

In the case of another pandemic arising, and the world coming to another standstill, it would be little use if the finished drug was being manufactured in say, France, if there would be problems accessing and getting hold of the API. However, if we work on reshoring also the active ingredient, the supply will automatically become a lot safer and more secure.  

The case of Teva api & Europe 

In the case of Teva api, 50% of our APIs are already being manufactured in our sites across Europe. We’ve established state of the art manufacturing sites and centers of excellence in producing APIs across the continent, including Croatia, Hungary, Italy, and the Czech Republic. 

We are consistent with both our manufacturing and operations, and our resilience during Covid-19 proved this. Our global network enabled us to be able to move goods across Europe despite borders being congested and ports being shut down. Together with our Governmental Affairs department and our forwarders, we implemented the European guidelines for transportation of medicines and APIs.  

We also monitored daily, and even sometimes hourly, the waiting time of our trucks at different borders or changing to a longer route to avoid border congestion. We did our utmost to ensure business continuity.  

Teva api’s commitment to ESG – a must for Europe 

Having our manufacturing in Europe also has the added positive impact of having to be compliant with European laws on the environment.  

Teva recently published the 2022 ESG Progress report, detailing many of the company’s environmental, social and governance (ESG) achievements over the past year. Of course, Teva api’s efforts in these areas significantly contributed to these achievements. 

For example, targets include reducing scope 1 and 2 greenhouse gas (GHG) emissions by 46% by 2030 (vs. 2019) and reducing absolute scope 3 GHG emissions by 25% by 2030 (vs. 2020). To achieve these targets, Teva established a decarbonization plan, which is overseen by the Sustainability Taskforce and includes efforts related to energy and process efficiencies, renewable electricity generation and sourcing and network optimization.  

In 2023, Teva Global Operations sites plan to develop actionable roadmaps for implementation, with a detailed cost and feasibility analysis. For our scope 3 target, Teva is engaging suppliers to reduce GHG emissions through various initiatives, including supporting them in procuring renewable electricity.  

While global interdependence will never disappear, at Teva api we’re safe in the knowledge that our stronghold is in Europe and we, and our customers, can rely on the safety and security this provides us. 

Thousands of local projects help move the needle when it comes to our Environment, Social and Governance (ESG) targets. To get to the next level, and be bold at ESG, we need to think bigger and build on current successes. Pascal Michoux, Vice President, Environmental, Health, Safety & Sustainability (EHS&S) and Linda Caramichael, Head, Environment & Sustainability, explain. 

With the annual Environment, Social and Governance (ESG) Report published on May 9, we checked in with Teva Global Operations (TGO) leaders Pascal Michoux, Vice President, Environmental, Health, Safety & Sustainability (EHS&S) and Linda Caramichael, Head, Environment & Sustainability to learn of TGO’s contributions our ESG efforts, what are the current focus areas and how we plan to achieve the next big target. 

Linda: “Each TGO segment and site now has ESG targets and is preparing operating plans to reduce GHG emissions. They bring their own ideas to the table, next to the global initiatives such as Go Green Together and Energy Saving Contract (ESCO).” 

Pascal: “We want to create a safe and sustainable future together. In the past, we mainly tried to prevent environmental issues and now, thanks to the great work that was done, we can shift to green initiatives that improve our lives, such as reduction of Greenhouse Gas (GHG). 

What is TGO’s contribution? 

Linda: “Our focus is mitigating our environmental impact, and we are making good progress. We have thousands of small ESG initiatives in TGO that make a real difference. We are over-achieving some of our global targets, such as energy efficiency, water reduction and assessing wastewater discharges from antimicrobial production. The global TGO Sustainability Task Force, part of the Gross Margin Improvement (GMI) program, is partnering with the segments and sites to identify opportunities to reduce GHG emissions, save energy, and be more efficient.” 

Pascal: “The 2025 target for GHG emissions is a 25% reduction. To get to our 2030 target of 46%, we must put together much bigger projects, not only specific for a segment or a site, but for all TGO and Teva.”  

ESG as part of the TGO Operating Model 

Linda: “To achieve this, we will transfer from the GMI program to the recently launched TGO Operating Model, where Bold at ESG is one of the seven Core Competencies. As part of the model, we will take a more holistic approach towards ESG and develop the roadmap to get to the 2030 target.” 

Pascal: “At the end of the day, there are three components to our long-term plan.  

1) Maintain the awareness and build on the good work that’s already being done.  

2) Put together that top-down approach that will lead the big ESG projects.  

3) Think of our critical challenges and the enablers that can help each of the other Core Competencies of the Operating Model to succeed.  

ESG in TGO doesn’t stop with Bold at ESG. It affects supply chain, launches and many other fields. They all rely on our success, so we must make sure our people have the right capabilities.” 

Click here to read the 2022 ESG Progress report.  

We are proud to share that, as of December 15^th, 2022, the village of Daranagar in Amroha, which is in the district of Uttar Pradesh in India, has electricity for the first time ever. This village is 20km from Teva api’s Gajarula site, and, as part of Teva’s Corporate Social Responsibility commitment to support local communities, a Solar Micro-Grid (50KV) has been dedicated to the local community there.

The Solar Micro-Grid is providing renewable and sustainable solar electricity to 210 households, and over 1000 people are benefitting from it.

Daranagar has historically been unable to receive such provisions due to its remote location on the floodplain of the river Ganges, which causes severe flooding into the village for many months of the year. The accomplishment of successfully installing a solar micro-grid really comes close to so many peoples’ hearts as it has had the immediate effect of providing comfort and easier living to the lives of so many.

All households, community buildings and streetlights are now being provided with sustainable electricity. This will facilitate the education of children, higher levels of cleanliness due to better lighting at home, a safer environment for people to walk around freely at night due to lit streets, an easier workload in the home due to the use of electrical appliances rather than manual solutions. It will also enable sustainable social and economic development for the village as villagers can invest in small enterprises such as flour and spice milling, water pumps, and internet kiosks in the future.

The inauguration of the Solar Micro-Grid Project took place on 15th December, 2022 in Daranagar. Teva’s management, together with the local administration, and NGO partner — Transforming Rural India Foundation (TRIF) — were all there to inaugurate and celebrate this momentous milestone.

Mr. Aunjaneya Kumar Singh, Commissioner – Moradabad graced the function as the Chief Guest, along with Mr. Bal Krishna Tripathi, District Magistrate of Amroha and Mr. Aditya Lange, Superintendent of Police of Amroha.

Mr. Sudhir Banerjee – Head of India and Global GBS, Mr. Nishank Bhargava – Regional Finance Director India and China, Mr. Vinod Shetty – Head of India HR & Communication, and Mr. Munishwar Singh – Site General Manager Gajraula, represented Teva at the event.

The senior government dignitaries expressed their gratitude to Teva for supporting such a project that provides access to opportunities and looks out for future generations, especially in communities that have not previously had access to such development. The residents of Daranagar personally expressed their gratitude for the life-altering contribution by Teva to their village, enabling them to experience comforts which are often take for granted. Local media also positively covered and praised the project.

Teva is a partner for the Solar Micro-Grid Project with the NGO, TRIF. The project was kicked off by Ms. Amalia Adler-Waxman, SVP Head of ESG and GC&B IM BP, Brand and David Blumberg, VP Compliance during their India visit in August 2022.

At Teva api, we are dedicated to leveraging our corporate resources and expertise to promote healthy communities all over the world. Our ambitious, wide-ranging Environment, Social and Governance (ESG) activities and our commitment to sustainability has just resulted in a 2023 EcoVadis overall score of 62/100 — our highest score ever — reflecting Teva’s ongoing efforts to cultivate responsible business practices and positive social initiatives.

For the full scorecard, download right from our customer portal, Teva api Connect.

This score reflects responsible conduct in environment, labor and human rights practices, ethics and sustainable procurement– and places us in the top 9% of all pharmaceutical companies rated by EcoVadis.

Highlights from the report include:

• Our overall score was 62/100
• We received an advanced rating of 70/100 for labor, ethics & human rights and ethics.
• We received an advanced rating of 70/100 for sustainable procurement.

EcoVadis is the world’s most trusted provider of business sustainability ratings for global supply chains, with its famous scorecards providing invaluable, detailed insight into environmental, social, and ethical factors. Receiving such a high score is not only a huge honor for Teva and Teva api, but also confirmation that we are meeting our ambitious ESG performance goals.

As the leading international supplier of quality active pharmaceutical ingredients, we support 75% of the top 50 global pharmaceutical companies via 14 manufacturing plants, six R&D centers, and seven regional offices. Serving nearly 1,250 customers in more than 75 countries, we are profoundly aware of our deep responsibility to not only comply with all applicable laws and regulations, but also actively work to exert a positive impact on the world around us.

Want a copy of the EcoVadis scorecard? Log in to Connect to download, or, just ask Connie the chatbot for the scorecard.

Our recent webinar, Sustainability by Design — Implementing Safe Solutions to Reduce Risks, was all about how the Teva api sustainability team ensures safe solutions are implemented from the earliest stages of API development all the way through to the commercial stage.

Speakers included Franjo Yovich, Principal Pilot Engineer at the PLIVA site in Croatia; Gaash Bar Tal, Director of Sustainable Operations and Green Technologies in Teva’s Global Manufacturing Tech Support Group; and Moshe Turgeman, Associate Director of Process Safety at Teva api.

The webinar covered multiple topics, including:

• What sustainability in the labs actually means
• How to identify highly-hazardous materials
• Why flow chemistry is a hot new technology
• How to judge if a product is safe or needs to be ‘let go’
• What equipment is needed to discover risky situations

Franjo spoke about the safety aspects of process development. He explained how to know whether our processes are safe or not, and what information we need to provide to our colleagues in production to keep things safe.

He showcased some recent terrible disasters in the news, where factory explosions caused many casualties in Slovenia, Bosnia and Lebanon, and described the equipment Teva api uses to detect unsafe processes.

Gaash explained what process sustainability is, why we need it, and how Teva api embeds it into the product lifecycle. He explained how sustainability is a combination of the economic aspects, environmental aspects and social aspects.

With pharma, which is such a resource-intensive industry, the API part is actually the biggest contributor to the sustainability of the pharmaceutical industry. We are producing 150kg of waste per 1kg of API we are producing, 90% of the total mass of API production is coming from solvents and water, and 80% of the environmental footprint of API production is related to solvent and energy management.

So focusing on process sustainability as part of the product lifecycle management in API production is crucial.

Moshe described how Teva api implements solutions to reduce risks. The answer is three-fold: safer material selection, better wastewater treatment, and safer work processes.

He talked about the standards and guidelines that Teva developed, as well as design principles as part of the engineering process. These were distributed across all Teva sites and employees were fully trained on how to reduce risks.

At the end, the speakers answered 3 questions from listeners.

1. 
   

   Do you have a system to evaluate product sustainability?

   
   

Gaash talked about the internal tool Teva api developed called the ‘eco-efficiency tool’ to evaluate product sustainability. In the evaluation, they score different aspects of the process, like temperature, yield, volume, solvent selection. Each aspect gets a score and the entire product gets an aggregated score of up to 100. The more sustainable, the higher the score. Once you have the score, you can analyze and act upon it and know exactly where your place your efforts in the lifecycle management.

2. 
   

   Is there a system that helps to exclude an unsafe process? Are all processes in Teva api safe?

   
   

Franjo answered that emphasis should be put onto the understanding, putting all the knowledge together and deliver it to production. Teva api adopted a system from scientist, Francis Shtesel in the late 2000s in which all processes are put into a criticality class based on temperatures. The ratio of different temperatures will tell us which kind of criticality class we have. Criticality class 1 means a safe process and we can go further and criticality class 5 means unsafe and needs to be reworked. Using this approach, we can determine what is safe and what is not.

3. 
   

   Could you provide an example of implementation of inherent safety in design with a passive element?

   
   

Moshe said that once we know the criticality of a reaction, we go through designing of an emergency relief system. For this, you need data from the early stages of development, and we also use external world acceptable software. We plug in all the elements of the chemical reactor, including volume, size and quantity, and then design the proper vent sizing in case of emergency. This way, we implement our development data into our engineering.

If you’d like any more information on sustainability, reach out here or watch the full webinar below.