• EDITORIAL / COMMITMENTS...................................................................................................................p°1

• OUR JOBS...........................................................................................................................................................p°3

• KEY NUMBERS 2012 / ACTIVITIES.........................................................................................................p°5

• OUR ORIGINS...................................................................................................................................................p°6

• SHAREHOLDERS (EMPLOYEES)...............................................................................................................p°9

• INTERNATIONAL PRESENCE.....................................................................................................................p°10

• DIALOGUE WITH STAKEHOLDERS............................................................................................................p°11

• HIGHLIGHTS 2012.........................................................................................................................................p°13

• SETTING UP A NEW ERP..............................................................................................................................p°16

• DEVELOPMENT OF NEW PRODUCTS.................................................................................................p°17

• ENVIRONMENTAL IMPACT / SME..........................................................................................................p°21

• LOCAL COMMITMENTS.............................................................................................................................p°24

• GROUP CODE OF ETHICS.......................................................................................................................p°27

• DIVERSITY.............................................................................................................................................................p°29

• SAFETY...................................................................................................................................................................p°31

• HUMAN RESOURCES......................................................................................................................................p°34

• FOCUS ON THE COMPANY’S HUMAN CAPITAL.........................................................................p°36

• INTERNAL / EXTERNAL COMMUNICATION....................................................................................p°38

• EVALUATION of the PERFORMANCE / INDICATORS (figures)..............................................p°40

SUmmary

Since 2010, the Macopharma Group has been committed to the Sustainable Development approach in a much stronger manner

than previously. In adopting this commitment, we were not merely meeting social and societal expectations. We were absolutely persuaded that it will result in better economic performance which will enable us to be even more competitive. Today there is no doubt that the company’s approach, which resulted in an action plan up to 2014 leading to ISO 14001 certification, meets our three-fold objective : social, societal and economic.

Up to now, everything has gone according to plan. But there are still many steps to take, and you may be sure that Management will fulfill

its commitments to reach the objectives which have been set.

Ronald De Lagrange ChancelCEO

1

STRATEGY

To contribute innovative solutions, high quality

products which optimise therapeutic practices and

keep them safe.

EdITOrIaL / COmmITmENTS

SUSTAINABLE DEVELOPMENT: Macopharma, a sustainable service for the client

Macopharma’s recent interest in sustainable development did not result from Management’s suddenly becoming alarmed over where our planet is headed in 2050 and deciding to act as a concerned corporate citizen.

No, the driver has been material and economic conditions:

. increasing number of tenders where clients take into account our policy regarding sustainable development, . savings on our energy costs which have been becoming ever greater, . savings on our packaging, which is ever more sophisticated, . integration of the criteria of sustainable development into creation of all our products.

At the same time, fairness :

. fairness as regards salaries and responsibilities between men and women, . fairness in sharing value creation between shareholders and all the staff of Macopharma.

The cherry on the cake is that the actions we decided upon will enable us to improve respect for the environment and thus to satisfy the 3 spheres which characterise sustainable development:

• the economic sphere, • the social/societal sphere, • the environment.

I am committed to sustainable development being a high priority at Macopharma, so that it may be a high performance company and one that is recognised as such by its clients for the long term.

15th of July 2010.

Ronald De Lagrange Chancel CEO

2

3

TransfusionMacopharma designs and produces devices intended for collection and preparation of safe blood products. Macopharma is one

of the biggest suppliers of blood bags and leucocyte-depletion filters. Macopharma also offers innovative systems which make it possible to inactivate pathogenic agents present in the blood, as well as various machines facilitating the work of our clients.

BioTHEraPYIn view of the evolution in transfusion medicine towards new cell therapies, Macopharma has sought to diversify into biotherapies and has developed a wide range of products to serve clients in the domains of cell and tissue therapy, regenerative medicine and transplants. Consequently, Macopharma offers solutions for each stage of the process of cell therapy, from collection to treatment and transplanting cells or organs in the patients:

• Collection: A system making it possible to remove cord blood and bone marrow.• Freezing: medical devices intended for the transport and storage of cells and tissues at low temperatures.• Cell culture: innovative systems for expanding stem cells for clinical applications.• Cell treatment: extracorporeal photochemotherapy treatment.• Transplantation: solutions and medical devices to optimise collection of tissue, its preservation and transplantation

OUr jObS

MasKsThrough its expertise in non-woven fabrics, Macopharma offers protective respiratory masks of the FFP type and surgical masks which satisfy the most stringent requirements.

HosPiTaLWithin its Hospital Division, Macopharma has developed a very wide range of injectable intravenous solutions. These solutions for drip, ready to use, are packed in flexible bags of various kinds according to whether they are administered alone or in combination with other products. Along with injectable solutions, Macopharma offers innovative systems which help facilitate and render safe practices of reconstitution and administration of medicines.

All of the products in the Hospital range fall into 2 major groups :

• Containers: flexible bags made from polyolefins or PVC, equipped with connectors and devices which render safe operations of reconstitution and administration of molecules which are sometimes very sensitive (chemotherapy, antibiotherapy).

• Solutions : glucose, electrolytic, polyionic glucose solutions, antalgics, antibiotics, antifungals, antiparasitics.

Innovative medical devices now round out the product range of Hospital Macopharma. These include devices which safely collect biological liquids.

The Macopharma Hospital Division at its French site in Mouvaux brings together all the R&D, Pharmaceutical, Industrial, Logistical, Marketing and Sales teams. The physical proximity of the teams confers on the Hospital activities a unique capability to mobilise, respond and innovate.

All these innovations meet the needs for quality and safety expressed by our clients, the health care professionals who place orders. They have been Designed for Life© of the patients.

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KEy NUmbErS FOr 2012 / aCTIVITIES

• Total sales turnover in 2012: €170,464,000

• More than 2 100 employees worldwide.

• 2,55% of Turnover is devoted to Research, Innovation and Development.

• Sales and marketing presence in close to 70 countries around the world.

5

108 419 K€ (% RD : 2,71%)

T/OTransfusion

6 742 K€ (% RD 6,87%)

T/O Biotherapy

55 288 K€ (%RD : 1,60%)

T/O Hospital

14 K€

T/OMasks

6

The history of Macopharma is a story of successful industrial diversification. At the start of the 1970s, when the textile industry

was challenged by new competition in North Africa and Asia, the wool products group Vandeputte - Marchant, based in Tourcoing, decided to diversify its activities. At first, the Group went into electronics together with the VELEC SEFAT Group.

At this time, a revolution was taking place in blood transfusions. The plastic blood bag created by Walter and Murphy in 1952 was adopted by the French health authorities in the 1970s as a replacement for glass flasks.

Mr. Marchant brought together the expertise of Lucien Martinache, who until then was director of the Plasma CRTS Department; Norbert Colabro, director of Medicoplast; and Francis Goudaliez, pharmacist. This is how Macopharma –MartinachecOlabro PHARMAceutique – was born in 1977.

1977 – the birth of Macopharma, a company specialised in the production of blood bags.

After a long period of preparatory work, in 1977 Macopharma delivered its first blood bag to the Avicenne de Bobigny Hospital, which was then called the French-Muslim hospital. The company grew very quickly. In 1978, it obtained the status of a Pharmaceutical Institution. In 1981, the company had 50 salaried employees, some of whom had come from the textile industry. The goal was to create jobs for the children of those who had worked in the textile field.

At the time, blood bags were considered a medication and that is why Macopharma obtained its status of pharmaceutical institution in order to sell its products. Later on, blood bags became just a medical device, as they are still viewed today.

grew very quickly. In 1978, it obtained the status of a Pharmaceutical

OUr OrIGINS, THE TEXTILE INdUSTry...

THE 1980s – MACOPHARMA INNOVATEs AND DIVERsIFIEs The beginning of the 1980s was marked by the emergence of AIDS. The company was faced with a big drop in its activities. Whereas 4 million blood collections were carried out before the arrival of the HIV virus, the figure declined to less than 2 million afterwards. To meet this challenge, Macopharma innovated by perfecting leucocyte-depletion filters. The first commercial samples were produced in 1982.The company very quickly witnessed sustained growth. The Tourcoing site, where the mother company now sits, was built in 1984, near the original factory of Vandeputte-Marchant.

In parallel, Macopharma diversified further by creating its perfusion line in 1984/1985. In 1986, the company was producing its first bag of infusion solutions at the Tourcoing site, rue du Pont Rompu, which was inaugurated in the same year. In year one, 620,000 bags left the plant, which was recognised as a pharmaceutical institution. The first AMM was obtained in 1986. At present we produce 300,000 bags a day at Mouvaux.

1989 - 2005– MACOPHARMA sHIFTs INTO HIGH GEARIn 1989, the company exported its first blood bags to Europe, precisely to Germany, then to Great Britain the next year. Macopharma thus opened real prospects for itself in the international arena, though investments were necessary to support its presence abroad, to reinforce its production capacity and to grow its R&D activities.

In 1995, Macopharma was bought by Gérard, Patrick and Philippe Mulliez. As from the following year, office branches were created in Europe. In order to support the company’s expansion, additional entities opened their doors in 2000. Starting in 1999, industrial output was stepped up with the expansion of the site in Tourcoing dedicated to transfusion activities.

Two years later, the Mouvaux plant dedicated to the production of bags for infusion solutions was inaugurated, and this was followed in 2003 by the opening of a plant in Wroclaw, Poland, specialised in the production of blood bags and in 2005 of an assembly plant based in Tunis. In parallel, Macopharma invested in R&D and overhauled its quality policy. In 1996, Macopharma obtained ISO 9001 TÜV (version 1994) certification and the right to use the CE mark on its ‘blood bag’ products.

In 2000, ISO 9001 TÜV (version 2000) certification was awarded. In 2003, the company received FDA approval for the Leucolab LCG2 device, thereby opening doors in the United States. In the same year, in France, Affsaps authorised the use of blood bags treated with methylene blue solution developed by Macopharma and the first kidney and liver transplants using SCOT solution supplied by Macopharma for preservation were carried out.

7

2005 - 2012 – MACOPHARMA ENLARGEs ITs RANGEIn 2005, when the WHO issued its alert regarding the bird flu pandemic, Macopharma, with its knowledge of high volume production, launched a new area of activity: the production of respiratory masks. For this purpose, the Neuville en Ferrain site was born, in 2006. In 2009, following the announcement of type A flu, the production of masks inten-sified, going from 90,000 to 4 million units per week. At the same time, Macopharma developed in the domain of biotechnologies.

In 2012, a new production unit in Tunisia was inaugurated, intended to supply blood bags to clients in the Mediterranean basin.

KEY DAtES1977 – founding of the company; 1978 – status of a Pharmaceutican Institution, 1st production of blood bags; 1982 – development of leucocyte-depletion filters; 1984 – construction of the MACO site in Tourcoing; 1986 – construction of the MACO I site in Tourcoing, the Status of Pharmaceutical Institution is obtained and first authorisations to bring to market bags with perfusion solutions; 1989 – first export plans to Germany, then to Great Britain in 1990; 1994 – AFM becomes the shareowner, creation of European subsidiaries as well as ISO 9001 TÜV certification and right to use the EC mark on ‘blood bags’ products; 1999 – 1st client for Methylene blue solution in Spain.

1977

Creation of the company

1980

First blood bags production

1995

First european subsidiaries

1996

ISO 9001 Certification and

CE marking

2000

Internationalsubsidiaries

2002

New manufactoring site in Poland

ISO 9001

8

2005

New manufactoring site in Tunisia for

sub-assemblies

2012

New Biotherapy production area(Aseptic filling)& ISO 14001

New transfusion plant in Tunisia

2003

FDA clearance for the filters Leucolab, LCG2 and

Leucoreduction system

2008

Vertical integration start up in Poland

1980

New transfusion plant in Tunisia

Shareholding is one of our fundamental values. At present, the shares held by em-ployees represent nearly 2 million euros.

In 2012, the company celebrated its 35th anniversary. On that occasion, to mark the spirit of belonging and to motivate investors, a window for voluntary payments was opened, with the allocation of an additional 35%! International employees who chose to become shareholders in the company this year also have witnessed our determination to extend the system to the entire Group.

A new profit-sharing scheme valid until 30 June 2015 was also signedAs in the previous agreement, the calculation is based on economic criteria : the amount of the progress bonus distributed corresponds to a third of the advance in the Company’s operating profits from one year to another

The year 2012 was also a time for electing members of the Supervisory Board of the Macodynamisme fund. It consists of 16 employees who own shares. Eight are chosen by the Works Council, and the 8 others, by the Company Management. They are elected for 5 years. This Board has the task, inter alia, of advising the employees on shareholding, looking after the good management of the fund and keeping alive shareholding in the company... It met for the first time to approve the 2012 accounts of the joint investment fund.

LOGO GAME COMPETITION… In December 2012, many employees participated in a logo game competition for Maco shareholders. Following a vote in plenary session, two proposals were approved :

For the logo:Florence Trépantof Regulatory AffairsMaco3

For the mascotSophie Deruyterfrom the Payments DepartmentMaco3

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SHarEHOLdErS (employees)

10

Worldwide expansion is proceeding constantly At present, the Macopharma Group is represented in more than 70 countries. It has 4 production sites (2 in France, 1 in Poland and 1 in Tunisia), 12 sales subsidiaries and 2 branch offices (Scandinavia, Holland, Australia, Canada, USA, Italy, Poland, Spain, Germany, Benelux, UK, Switzerland, Dubai, Russia).And it intends to continue its development in areas of rapid growth.

The international expansion of the MACOPHARMA Group began in the 1990s. The objective of the Group in the years to come is to strengthen its activities and remain open to industrial and commercial opportunities which its growth to continue.

INTErNaTIONaL PrESENCE

Distributeurs

Filiales

Sites de production

Distributeurs

Filiales

Sites de production

Distributors

Subsidiaries

Production site

StAKEhOLDERS AND thEIR EXPEctAtIONS MODE OF COMMuNICATION AND DIALOGuE

INtERNAL PARtNERS

Collaborators and social partners. Training. Career Management. Management practices. Conditions of Work and Safety. Equitable redistribution, compensation, social benefits. Personal / professional life balance. Information on the life of the Group. Communication and Cooperation

. Intranet website, website

. Information meeting

. Safety actions

. Exchanges and negotiations with representatives of personnel.. Management meeting. Training sessions. Annual interviews. Sustainability Report

Shareholders. Value creation and economic performance. Growth Strategy. Validation of activities and evolution of Governance. Information on the public events and the Group activities. Investment selection

. Intranet website, website

. Information meeting

. Supervisory Board and support committee

. Sustainability Report

BuSINESS PARTNERS

Customers. Satisfaction. Products and services quality demand. Timeliness of answers. Principles of RSE. Availability

. Audits

. Questionnaires

. Site visits

. Contracts

. Website

. Sustainability Report

Suppliers. Equal treatment. Exchange meetings / evaluation. Transparency in the purchasing conditions. Trusting relationships

. Contracts and Conditions of Purchase

. Website

. Sustainability Report

. Audits

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dIaLOGUE with STaKEHOLdErS

A Stakeholder, as defined by the ISO 26000 standard, is an individual or a group having an interest in the decisions or activities of an organisation. The Macopharma Group

has identified the major families of Stakeholders and their expectations in order to better understand and to adapt its mode of dialogue or communication.

StAKEhOLDERS AND thEIR EXPEctAtIONS MODE OF COMMuNICATION AND DIALOGuE

JOB SuPPORT

Industrial partner, scientific. Decision and management of projects. Transparency. Management of financial and technical aid. Participation in training. Expertise

. Information exchange

. Training modules

. Meetings, seminars, conferences

. Website

. Scientific Committee

. Partnerships with research centers

Banks and financial institutions. Economic and Financial Performance . Presentations, exchange of information

OthERS

Associations. Transparency. Information. Respect for living environment. Respect for Regulations. Joint work on current topics

. Work groups

. Information transmission

Media. Receive information . Press Relations

. Articles

. Website

PuBLIC PARTNERSMunicipalities. Industrial safety. Respect for living environment. Local economic benefits

. Visits

. Information on investment

Authorities, Institutions, Administrations .... Respect for regulations. Transparency. Anticipation of regulations. Conformity. Self-monitoring (continuous monitoring). Local economic benefits

. Inspections

. Negociations

. Information meeting

. Website

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2012 HIGHLIGHTS

TRANSFuSION

Start-up of our new Tunisian production unit at the beginning of April : assembly of the first kits going to Turkey.

Arab Spring: 7 days of strike in our Tunisian plant.

Start-up of injection activities in France.

ISO 14001 certification of the production site in Tourcoing.

Development of a new platelet filter.

Launch of our new Maco Press Smart Revo (with open automatic circuit).

Submission to the FDA of a new filter for the American market.

Start-up of works to bring our Polish production site into conformity for FDA certification.

We celebrate the 10th anniversary of our Polish production site.

In November 2012, Macopharma and Diagast sign a development partnership contract for distribution of Diagast products. Initially for tests during 2013 in Poland and in Germany.

Launch of Macogenic B2.

Maco becomes the leader in France on the filter market.

MASKS

A new machine for producing surgical masks (with straps and with elastic) is put into service in order to enlarge our range of protection masks.

Launch of our new Maco Press Smart Revo (with open automatic

13

14

hOSPItAL

After winning a tender on paracetamol by UniHa (5 M units), there were start-up difficulties at our new automated production lines and purchase of 400k units from competition.

Start-up of the lines 12 and 11 for paracetamol.

Though these difficulties never led to breakdown, they prompted UniHa to reopen the tender, leading to a loss of 3.5 M units over pricing issues beginning on 1/6/2013.

Gain of 5 M units in the UK and Ireland in mass perfusion.

Modification of the Senior Management of Production Planning at the start of the year, resulting in the second part of the year in near absence of breakdowns and an improvement in productivity.

Changes to the organisation of working in teams (3 times 8 hours). Implementation of planning meetings and setting certain time frames for carrying out preventive maintenance of the machines. Bringing our workshops into conformity regarding ANSM (ex Afssaps) – new changing rooms, toilets and corridor with racks.

15

BIOthERAPY

Implementation of a strategic review of all the product ranges of the division.

Presentation of the 5-year Plan to the Executive Board, to the Supervisory Board and to the teams.

Generalisation of the project modes and validation of the roadmaps.

Opening of the new area of production (ZAC) Biotherapy dedicated to Solutions for conservation of organs and to culture media (doubling of the production capacity).

Obtain CE marking and Launch of the new exchange transfusion line (discharge line) for recovery of bodily fluids during collection of organs.

Launch of Platelet Lysate Preparation Kits, including devices for freezing, centrifuging, filtration and separation.

Creation of the department of Permanent Improvement to Methodology.

Creation of the Regulatory Affairs department.

Integration of the marketing, sales and distribution activities of the Transplant (SCOT) ranges, activities which were managed by the Hospital teams in 2010 and 2011.

TRANSPLANTATION

STEM CELL COLLECTION PHOTOPHERESIS

EX VIVOEXPANSION

CRYOPRESERVATION

SCO

C

C

TRANSPLAN

IS

Mesenchymal Stem Cell

Platelet Lysate

CELL CULTURE

IMPLEMENTATION OF A NEW ERP

The year 2012 and the start of 2013 have witnessed the completion of our ERP project.MACO chose an ERP from JD Edwards to manage all of its management and production flows, in particular: - Procurement - Sales - Logistics / Distribution - Stock management - Management of technical data (nomenclature, ranges,… ) - Management of production orders and production statements - Release of products and traceability - Finance

MACO opted to implement an ERP in order to meet inhouse management needs, the needs of its clients and to manage its relations with other third parties while conforming to pharmaceutical regulations. In this context, the internal, MACO part of the JDE solution was installed by a team consisting of the following staff members: - Operational experts: an international team of key users covering all functional domains and the whole operational scope of the project. Their role was both to formulate the needs and approve the choices during the design phase, then to test the functionalities approved during the phases of acceptance and to train all users prior to start-up. - Managers of domains, belonging to the IT department and specialised in the various functional domains within the scope of the project. Their role was primarily to support their key user team and to referee all decisions relating to their domain. They took part in setting the system parameters and became experts in the system. - A representative of quality assurance and pharmacists to ensure the coherence of the system being built with pharmaceutical regulations and to implement at all stages the various phases of pharmaceutical validation.

In the context of preparing for the start-up, a detailed training plan was written up and implemented for all users. Generally, anyone requiring access to the system is trained prior to using the system.

Thus, no user can receive a login and password to access the system until they have been trained.

16

In 2012, Macopharma devoted more than 2.55% of its sales revenues to research and development. The R & D work is carried out in its laboratory at Tourcoing as regards Transfusion and Biotherapy activities, at Mouvaux for Hospital and in the plant at Neuville en Ferrain for the masks. There are more than 40 employees who take part in the R & D activities.

DEVELOPMENT OF THE TRANSFuSION DIVISIONThe developments of this division are oriented towards the safety of users and rendering safe blood products administered as transfusions in patients. These various developments are managed inhouse but most are made in partnership with, for example, the German Red Cross, universities (Strasbourg, Louvain, Lille, Bucarest) and manufacturers (PolymerExpert, Prometic…).

Leucocyte-depletion filters

Development of the leucocyte-depletion filters is a high priority. It is moving in several directions:- Improvement or development of leucocyte-depletion filters for red blood cells or for whole blood with the objective of expanding use in terms of time between collection and filtration, where the filtration temperature is between 4°C and 30°C.- Development of a leucocyte-depletion filter (CGP) for concentration of red blood cells adapted to the North American market.- Development of a leucocyte-depletion filter for concentrates of blood platelets.For each of its developments, the environmental impact is evaluated.

17

dEVELOPmENT of new products

18

Inactivation of pathogens in blood platelets

Bacterial contamination is the main risk associated with platelet transfusions.THERAFLEX UV-Platelets is the latest technology designed by MacoPharma in partnership with the German Red Cross to inactivate pathogens in the platelet concentrations.The procedure does not use any photosensitive molecules. It is based on a very brief exposure to ultraviolet light (UV-C) and an agitation procedure with specific amplitude and frequency.This procedure is also effective to reduce parasites. Clinical evaluations are underway. The launch of this procedure is scheduled for the start of 2015.

New plasticiser

Important work has been carried out to offer an alternative to phthalate (plasticiser with a reprotoxic risk identified in animals) in flexible plastic material. A PVC without phthalates has been approved for storing red blood cells and blood plasma.

Equipment

In order to round out the range of equipment for preparation of blood products made from whole blood, Macopharma is developing in partnership with AFI a centrifuge capable of handling 12 sets of quintuple bags with filters. This centrifuge is equipped with self-balancing technology. Vibrations are brought under control in order to restrict the cells’ return to suspension. The launch of this machine is scheduled for 2013.

DEVELOPMENT OF THE BIOTHERAPY DIVISION

The developments of this Division are oriented towards the domains of regenerative medicine, and in particular towards the domains of cell therapy, cryoconservation and biobanking of cells and tissues, as well as organ transplants. These various developments are managed in-house. They are developed partly in-house and in partnership with outside research centres (INSERM, EFS, some centres of cell therapy, hospital centres, some universities, in France but also in Europe). For each of the newly planned developments, the environmental impact is assessed, starting with the design of the product to be developed. The various projects underway can be broken down schematically as follows:

• Development projects for cell culture devicesEx vivo manipulation of cells requires the use of culture equipment. This means single-use containers which make it possible to maintain the sterility of the cultures and, as required, to assist the expansion or differentiation of the cells. These devices may or may not be linked to automated devices.

• Development of bags of cell cultures which either adhere or do not adhereThese developments essentially are aimed at simplifying, optimising and rendering safe the therapeutic practices associated with expanding products of cell therapy. And in particular with modifying the practices of culture (often in open systems by using several flasks of the culture), through use of bags (closed and secure) that are more or less permeable to gas, having the characteristics of materials which may or may not facilitate the adhesion of the cells in the culture. Bags which allow for a co-culture (presence of various cell types) are also under development. Thus, a development with a view to carrying the CE mark (scheduled for the end of 2013) allows for co-cultivating cells, in particular in the context of generation of Tumor-Infiltrating Lymphocytes (TILs) that are able to fight against certain cancers such as melanomas.

• Development of an automated system for storing pancreatic islets This innovative and especially ambitious groundbreaking project is aimed at developing an integrated and automated single-use system for storing human Langerhans islets for clinical use. This system must allow for safekeeping and packaging of the Langerhans islets (cells secreting insulin and transplanted in diabetic patients) in suspension for 72 hours according to the BPF while monitoring and guiding the continuous changes in the preservation medium. This project consists in developing three distinct products: 1) a culture medium of clinical grade, xeno-free and defined, dedicated to the preservation of the pancreatic islets that have just been connected to 2) a medical device consisting of a bag specifically developed for the storage of the islets; the whole arrangement being connected to 3) a system of continuous medium perfusion making it possible to ensure optimal preservation of the islets until they are transplanted in diabetic patients. The market launch of this new and innovative technology is scheduled for the end of 2013.

• Clinical grade cell culture media This path is devoted to development of clinical grade cell culture media for expansion of cell therapy products. These culture media, stripped of animal origin products and having a completely defined formulation are called upon to make the cell expansion practices safe (absence of animal origin products) while providing formulations particularly suited to the metabolism of different cell populations of interest, such as stem cells and hematopoietic progenitors, mesenchymal stem cells, endothelial progenitors, and for the differentiated cells such as the Langerhans islets (see above).

• Collection, treatment and cryopreservation of cord blood and stem cellsWith the growing interest of the international community in cell therapy, collecting, isolating, characterising and biobanking the various types of stem cells now constitute one of the main issues in the field of regenerative medicine. Among the cells identified as therapeutic, stem cells collected in umbilical cord blood have considerable therapeutic potential.

Ex vivo manipulation of cells requires the use of culture equipment. This means single-use containers which make it

19

• Validation of MacoPress Smart for reducing the volume of cord bloodFor the purpose of storing units of cord blood in banks, the units collected undergo a stage of reduction in volume. This stage consists in recovering solely the fraction which contains the stem cells of interest, called the leuco-platelet layer. The MacoPress Smart (MPS) is a new machine for reducing volume which was initially developed and approved for separation of blood products coming from voluminous collections of peripheral blood. For the purpose of providing an automated system to reduce volume dedicated to the treatment of units of placenta blood, we are seeking approval of this machine for the processing of cord blood. We are also developing a new miniaturised device associated with the MacoPress Smart and adapted specifically for cord blood.

• Bags of cryoconservation with integrated system of sterilisation of the preservation solutionThe development of a new medical device for cryo-conservation of cord blood cells was initiated for the sake of offering a closed and sterile solution for transferring cells, sampling and injection of a cryo-protector without using a laminar flow cabinet. The new device includes in particular a 0.2 µm filter to ensure sterilisation of the cryo-conservation solution.

• Protocol and equipment for preserving placenta blood up to 3 daysEspecially innovative studies (breakthrough innovation) are underway to increase the preservation time of stem cells and progenitor cells contained in umbilical cord blood and thus to optimise the quality and logistics of handling units of placenta blood. The principle rests on the addition of a specific volume of medium for preserving the cells after collection of the cord blood.

• Bags of cryoconservation of cord blood stem cellsThis project aims at developing a new primary bag for collecting cord blood and associated envelope of protection dedicated specifically to cryo-conservation of placenta blood stem cells. These two devices are thermoformed and divided into 2 compartments in order to optimise the volumes and to permit an easy over-packaging on top of the primary bags. In 2012, we completed the development of the primary envelope and the market launch of the protection envelope is scheduled for 2013.

• Design and development of a new collection kit devoted to the American marketFor the purpose of offering a system of cord blood collection which conforms to American norms, a new device is under development with various modifications made compared to collection kits presently on the market. This new device includes a greater amount of anticoagulant in order to permit a more voluminous collection and an aluminium top packaging, thereby minimising evaporation of this solution and increasing the allowable time period.

Cord Blood

20

Our development strategy and the continuity of our activities are constantly accompanied by improvements to our environmental

performance, which is a pillar of our approach to sustainable development.

ROLL-OUT OF ISO 14 001 AT ALL OF OUR SITES

On our production site in Tourcoing, the system of environmental management has been ISO 14 001 certified since March 2012. The field covered by this certification corresponds to all the design and production activities of the Transfusion and Biotherapy divisions. In the end, the roll-out of ISO 14 001 in all our sites is scheduled for Q2 2014. That will enable us to ensure, with a good degree of confidence, that we have taken the organisational and management measures necessary

to respect the environment, to be in conformity with regulations, as well as to prevent pollution. The introduction of ISO 14 001 in our sites is part of our environmental commitments.

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ENVIrONmENTaL ImPaCT / SmE

On our production site in Tourcoing, the system of environmental management has been ISO 14 001 certified since March 2012. The field covered by this certification corresponds to all the design and production activities of the Transfusion and Biotherapy divisions. In the end, the roll-out of ISO 14 001 in all our sites is scheduled for Q2 2014. That will enable us to ensure, with a good degree of confidence, that we have taken the organisational and management measures necessary

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ENVIRONMENTAL COMMITMENTS

• TO RESPECT THE REGULATIONSOur production sites are Classified for the Protection of the Environment. Thus, we respect the environmental regulations in force, in particular by permanently monitoring the regulations.

• TO INTEGRATE ENVIRONMENTAL CRITERIA INTO DEVELOPMENT OF NEW PRODUCTSOur Research & Development departments seek to take into account environmental issues and optimise the product in order to reduce our environmental impact in the company and among our clients.

• TO MANAGE AND REDUCE OUR CONSUMPTIONConsumption of resources (water, energy, raw materials) is monitored with a view to taking action to reduce it.

• TO PREVENT ACCIDENTAL POLLUTIONPrevention of accidental pollution allows us to reduce damage to the environment.

• TO TRAIN OUR STAFF IN GOOD ENVIRONMENTAL REFLEXESAll the sectors of the company have environmental impact, and so all the staff is trained in good reflexes (sorting waste, reducing water consumption, etc.) to adopt with regard to the environment.

• TO COMMUNICATE ABOUT OUR APPROACH BOTH INTERNALLY AND EXTERNALLY

THE INVOLVEMENT AND COMMITMENT OF EACH OF OUR EMPLOYEES ENABLE US TO IMPROVE THE ENVIRONMENTAL MANAGEMENT OF

OUR PRODUCTION SITES DAY AFTER DAY.

MACO MDNEW MACOPHARMA FACTORY LOCATED IN TuNISIA

In order to cope with the growth in its volumes as well as with its growing geographic reach, MACOPHARMA undertook in January 2011, in the midst of the Jasmine Revolution, to build its new site in Tunisia to produce transfusion kits, assembled, sterilised and shipped to nearby markets in the Maghreb and the Middle East. After fifteen months of work and an investment of 8 million euros, the Maco MD site began production on 5 April 2012. Maco MD now employs more

than 300 staff members in Tunisia and produces 140,000 transfusion assemblies and 15,000 kits each day. The site has been ISO 9001-13485 certified and also received BPF certification from the Tunisian Ministry of Public Health. The investment also shows the determination of MACOPHARMA to adopt an approach of sustainable development right from the start of construction on the site by taking into account and mastering the environmental issues. MACOPHARMA has chosen, for example, to install energy saving equipment.

• Cistern of condensates for the boiler allowing us to save 1358500 Kcal/h

• Speed variators for electric motors providing a savings of nearly 35% on energy consumption by the electric motors

• Centralised controls and technical management of the CTA providing a gain of 2% in energy consumed by the CTA, i.e. 58000 KWH/year

• Heat saving device for the furnace providing a gain of 1699.2 Mwh/year

• Insulation of the roof using a multi-layer solution with rock wool insulation ; exterior walls with a double partition and insulation of the cleanroom with MO class sandwich panels providing a total savings of 359.13 MWH/year

Maco MD is continuously improving its organisation so as to optimise its environmental performance. With the participation of all its employees, Maco MD is beginning to put in place a system of environmental management in keeping with ISO14001 and aims to achieve certification in April 2014. The objective of Maco MD is to reduce its consumption of electricity, gas, water and materials; to reduce or eliminate waste generated by its various activities; to prevent pollution of the ground, the air and water by better controlling water and atmospheric discharges and by respecting the regulatory requirements.

In order to cope with the growth in its volumes as well as with its growing geographic reach, MACOPHARMA undertook in January 2011, in the midst of the Jasmine Revolution, to build its new site in Tunisia to produce transfusion kits, assembled, sterilised and shipped to nearby markets in the Maghreb and the Middle East. After fifteen months of work and an investment of 8 million euros, the Maco MD site began production on 5 April 2012. Maco MD now employs more

• Speed variators for electric motors providing a savings of nearly 35% on energy

• Centralised controls and technical management of the CTA providing a gain of 2% in • Centralised controls and technical management of the CTA providing a gain of 2% in energy consumed by the CTA, i.e. 58000 KWH/year

with a double partition and insulation of the cleanroom with MO class sandwich panels providing a total savings of 359.13 MWH/year

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PARTNERSHIP / RESEARCH CENTRES

BIOTHERAPY

• CTSA - Army Transfusion Centre • SFGM-TC - French Bone Marrow Society• EFS - Atlantic Centre – Decentralised Institution of Tours• EFS - Pyrénées Méditerranée –Decentralised Institution of Toulouse• EFS - Aquitaine Limousin - Decentralised Institution of Bordeaux• Laboratory of Cardiovascular Bio-Engineering, INSERM U 698 - University of Paris 7University of Paris 13 - CHU X. Bichat, Paris• INSERM U927, University of Poitiers, School of Medicine and Pharmacy, Poitiers, France • • School of Medicine, Pitie-Salpetriere University Pierre and Marie Curie, Laboratory of Cell and Tissue Immunology, INSERM U543, Paris, France.• Urology Department, Hôpital Pitié-Salpêtrière, Paris, France.• Cell and Gene Therapy Unit (UTCG): CIC biotherapy INSERM 0503 Hôtel-Dieu University Hospital, Nantes• INSERM U847 - Institute of Research in Biotherapy - CHU St-Eloi, Montpellier.• INSERM U790 - Laboratory of Cell Therap - CHU de la Pitié Salpêtrière, APHP, Paris• INSERM U859 -Laboratory of Cell Therapy of Diabetes - CHRU de Lille ;• INRA UMR 703 - National School of Veterinary Science, Food Processing and Nutrition, Nantes- Atlantique (ONIRIS), Nantes.• Nephrology Department, CHU, Poitiers • Immunology Laboratory, Pitié-Salpêtrière Paris• Institute of Cardiology, Pitié Salpêtrière Paris• Institute for the Development of Tele-Medicine and Medical Technologies, Strasbourg.• Institute Pasteur of Lille: toxicity, mutagenicity, biocompatibility.• Department of Hepatobiliar and Digestive Surgery, CHU, Ponchaillou, • HEMARINA company.

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LOCaL COmmITmENTS

25

PARTNERSHIP / SCHOOLS

In 2009, we decided to create a catalogue to bring together the various proposals of internships in the company and to send this to a certain number of schools. A list was prepared in advance with the operational staff and managers but also depending on the history of our internees and on the schools which seemed to us to be interesting in terms of training for our various departments. The objective of this catalogue was to increase awareness of Macopharma among students and to highlight the dynamism of the company’s projects.

Within this population, the company is in fact rather little known. So the task is to develop our image. This is also a way to recruit students for very precise assignments and sometimes even to discern real talents who might fit into the company after their internship.

For the past three years we have been pursuing this activity in order to develop a real partnership with the schools and to continue to present Macopharma and its projects so as to attract the most motivated and competent students.

The results of these years are as follows:

• Integration of 36 interns for the academic year 2009-2010• Integration of 55 interns for the academic year 2010-2011• Integration of 47 interns for the academic year 2011-2012

The activities pursued:

- Implementation of a partnership with the School of Mines, HEI, the School of Pharmacy of Lille and the School of Mines and Lycée Ozanam through visits to the sites and presentations of our activities to the students in their schools.

- Participation in forums organised by the schools, in particular by the School of Pharmacy of Lille, the IAE, ISEFAC and the University of Sciences and Technologies, Lille

- Regular submission of our proposals of internships to the partner schools and others for the purpose of energising our recruitments and so as to be proactive in detection of interns

- Elaboration of a new intern remuneration schedule aligned with the level of studies (above the legally mandated indemnity) in order to be able to meet expectations and to be more competitive.

PARTNERSHIPS / ASSOCIATIONS

TRANSFUSION• The Federation of Volunteer Blood Donors, (FFDSB)• The Union of Blood Donors –la Poste France Télécom• The Association of Blood Donors of Tourcoing • The Association of Blood Donors of the Pyrénées Med for their Rotary collection

HOSPITAL • Association of Pharmacists of Picardy• Pharmacists of the Ile de France• Pharmacists of the South-West• Pharmacists of the Centre• Pharmacists of the South-East Region• Pharmacists of the Burgundy Region

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YOuR TALENT BRINGS OuR VALuES TO LIFE

Macopharma has been built upon strong human values which led to its success today. Motivation, professionalism, performance and solidarity between the men and women who work there rely on the common skills which we bring to life on a daily basis.

PROFESSIONALISM

Feel for the client : Always seeking to meet at best the needs of internal and/or external clients by delivering the best services (quality, responsiveness, expertise, knowledge and skills, courtesy, fairness, results ...). Establishing and

maintaining a strong and long-lasting relationship with internal and/or external clients.

A sense of responsibility: Feeling responsible for the company’s results. Not to look for excuses when the goal has not been reached or put the blame on others, on another department or on the system. Accepting the consequences of one’s decisions and of one’s actions. Daring to speak out and issue an alert in case of need to help the company move ahead.

PERFORMANCE

Results oriented : Setting ambitious objectives for oneself and doing everything possible to reach them. Finding solutions by being pragmatic and factual and by takinginspiration from already existing processes which have proved themselves. Going straight to the essential points without making things complicated. Always acting in the best interests of the company and feeling concerned and responsible for the results obtained.

Engine of change / capacity to adapt: Having a passion for innovation, questionning things and looking for solutions. Generating new and creative ideas and knowing how to transform them into concrete products and/or services. Going beyond what is obvious and not being content with the first answers. Adapting to change, perceiving the interest in getting different opinions and adjusting one’s positions and strategies to new approaches. Recommending and carrying out the changes necessary for the company to succeed.

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GrOUP COdE OF ETHICS

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SOLIDARItY

Communication / exchange :Expressing oneself clearly and effectively both orally and in writing, even when one is dealing with complex information. Encouraging free circulation of information in the organisation and sharing essential information in advance. Clarifying what others are saying to be sure that you understand them well. Adapting one’s message depending on the interlocutors and cultures to be sure you are understood.

Team spirit :Considering that success comes with organisation. Developing the vertical and horizontal effectiveness of one’s team. Taking into consideration all the members of one’s team whatever their position. Helping other people and teams, and sharing one’s resources freely. Inspiring a good team spirit by establishing joint and motivating objectives. Promoting the free circulation of information by sharing victories and successes. Encouraging dialogue. Trying to provide a constructive feedback and factual advice. Having confidence in others and establishing relationships based on mutual respect.

MOTIVATION

Enthusiasm: While being realistic, adopting a positive attitude in one’s daily life. Considering one’s assignment within the company and one’s daily activities

as a means of self realisation. Believing in the company and in its plans. Highlighting positive events and encouraging them. Inspiring a constructive spirit in the company. Projecting a positive image of the company both inside and outside. Being involved and committed.

DISABILITY MISSION : A long-term commitment, still striving to reach new objectives day after day...

The 16 members of the Disability Commission are in charge of promoting the Macopharma policy regarding disabilities and reaching the objectives of the 2nd agreement, 2009/2012. The agreement is directed by the coordinator and the project executive: coordination of the activities, organisation of commissions and follow-up of all the ‘disability awareness’ actions.

Our actions fit within 4 plans defined since the 2010 diagnostics and which are still up-do-date:

• Recruiting plan: Macopharma systematically makes use of known disabled workers either directly or via CAP EMPLOI. Recruitment managers take part in forums on employing disabled people.

• Plan for training, communicating and raising awareness of the various actors in the company:- training managers with respect to disabilities in general and to the role of tutor,- communicating via articles in the Group’s internal newspaper,- raising awareness through specific events (disability awareness week) or ad hoc events.

• Plan for maintaining in employment and anticipating incapacities. The Medical Committee (HR and Medical Services) is in charge of detecting maintenance problems and contributes to maintaining employment of disabled people in difficulty over their post. Some reclassification solutions may emerge - moving positions may be studied and put in place quickly. • Development of partnerships plan, with ESAT (Institution and Service for Assistance through Work) structures (protected milieu) and with the Entreprises Adaptées (ordinary milieu) for goods and services or subcontracting. The goal is to maintain one part of our obligation to provide employment by having recourse to this external manpower. We have thus provided works of painting, green spaces, operations of collage for our account…

A long-term commitment, still striving to reach new

29

dIVErSITy

30

SOME HIGHLIGHTS OF 2012 :

- the LEGAL RATE of 6% reached at the end of 2011 was maintained all through 2012 thanks to actions carried out on all the plans.

- our roll-out of training for Tutors when receiving and integrating disabled people ; this training became a real fad among managers, who feel better prepared to welcome disabled people in their team.

- the Disability Awareness Week : the Disability Awareness Week is always a time for raising awareness and disseminating information. This event is part of the national week dedicated to employment of disabled people.This 3rd annual event offered :. Sensory Workshops on Seeing and Touching, plus a new workshop on the sense of taste. The point is to recognise the taste of foodstuffs without seeing them. The tidbits were prepared by mentally disabled persons working in ESAT.. Handisports: the employees were offered to discover and try several handisports, but also to get to know the leisure activities offered to disabled people in the region.. Les Trésors de Léonce: sale of products prepared and sold by disabled people (candles, soaps,etc.). Slide show on TV screens in 3 sites : • Informations about Macopharma’s Disability Mission. • Film about dance and disability. • Photos of the paralympic games

These days were organised around a ‘HANDI RALLY’. The employees were invited to come to the various entertainment stands and to have their card stamped. All the employees who filled out their card were given a gift. The gift, a stationery kit, was also prepared in an ESAT (Institution and Service for Assistance through Work) by mentally disabled people.

2013 : END OF THE AGREEMENT.

The end of the agreement on the 1st of January 2013 changes nothing in the overall policy on disabilities. The various action plans are maintained and Macopharma is continuing to act on its commitment devoted particularly to inclusion and maintenance in employment, as well as the further development of its partnerships with ESAT/EA.

SAFETY AND THE ENVIRONMENT : a global and responsible culture

For several years now, Macopharma has implemented a system of in-house management suited to its activities and developed on the basis of OHSAS 18001, ISRS, ISO 14001… Safety and the environment are fundamental for the company to maintain sustainable performance. In 2012, we established golden rules on safety and the environment for the Macopharma Group.

These golden rules of safety and the environment are intended to be reflected in all activities of Macopharma as we ensure that each of us understands and respects them. They are addressed to those who organise the activities, to those who carry them out and those who monitor them. They support the systematic approaches to identifying, analysing and managing risks. They are part of a policy of sustainable prevention.

No priority can work to the detriment of the safety of people, goods and the environment.

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SaFETy

1/ Behaviour:I look after my own safety and that of the persons who work

with me. I keep my work area clean and orderly.

2/ Taking action :I do not work with equipment that is not returnable (absence of energy and supplies). I respect the safety rules applicable to the assignments assumed by external companies (prevention plan).

3/ Individual Protection Gear : I wear IPG and have others do so in the areas so designated

and in a specific manner for certain assignments.

4/ Safety equipment : I systematically return covers and protective gear after maintenance or cleaning. I make sure that protection equipment and gear is properly positioned and I test safety

material before restarting.

5/ Incidents – Accidents : I always report incidents/accidents in accordance with internal procedures. I act and issue alerts about the

dangerous situations and actions that I see.

6/ Traffic/Travel : I respect traffic signs, alarms and the applicable rules of the road. If I am a fork-lift truck operator, I respect the rules of the CACES.

7/ Gestures/Postures :

I systematically use the handling equipment put at my disposal. I apply proper body positions when manually working with heavy objects.

8/ Managing change and modifications: I do not make modifications (in techniques or organisation) without performing analyses and obtaining authorisations in advance. I must be trained for these modifications.

9/ Working at heights :I do not perform work at heights without having individual or group protection equipment and materials. I use equipment

and materials suited to the tasks to be performed.

10/ Environment :I follow the rules on selective sorting of waste and the specific rules at each site. I participate in managing the important environmental issues.

Safety is the concern of each and every one of us…

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Safety Results, 2012:

Below the results by division.

In 2012, for the Transfusion, Biotherapy and Masks divisions, the numbers of AAA (accidents resulting in work stoppages) and the frequency rate remained constant compared to 2011.

Maco MD, where the activities on the new production site commenced in April 2012, was able to achieve 1 year without AAA.

More specifically, on the site in Tourcoing, the situation deteriorated in October 2012 with 5 AAA, of which 4 for the UAP of semi-finished. Out of the 2012 AAA, 25% of them are abusive use of work stoppage.

Nonetheless, an excellent performance was obtained by the teams of the assembly workshop, which at the end of August 2012 achieved 1 year without AAA. On this occasion, in October, a breakfast and snack were offered to the morning and afternoon teams.

Concerning the Hospital Division, the number of AAA rose significantly due to the functioning in degraded mode during the

2nd and 3rd quarters of the year (leak of solution and of water on the automatic machines, dysfunctions in the equipment...) with falls as a consequence. To these difficulties one must add as well the work stoppages for ‘convenience’ at a level of around 20% of the AAA and the same percentage due to failure to respect the existing safety instructions.

DIVISION lost-time accidents 2012 tF1 (rate frequency of lost-time accidents)

Transfusion (Maco 1, MacoPolond, Maco MD)

14 6.2

Hospital (Maco 3) 23 20.5

Biotherapy 0 0

Masks 0 0

Total MACOPHARMA 37 10.9

Nonetheless, an excellent performance was obtained by the teams of the assembly

For 2013, in all divisions, these actions should aim to:

• Ensure changes in behaviour• Continue to reduce risks of accidents at the source• Continue the improvement in ergonomics and organisation of the work stations to reduce TMS• No longer allow staff to work in degraded mode with risks to safety that are out of control• Impose penalties if the safety instructions are not followed• With the help of a specialised company that we have chosen, activate the approach of taking into account the reserves issued by Social Security (legal, medical and financial action).

The Group results since 2007 for TF1* :

2007 2008 2009 2010 2011 201218.03 10.84 8.63 8.26 10.11 10.9

* Rate of incidence of accidents with stoppages

Management of emergency situations: operational and trained teams… For operational management of emergency situations, the personnel of the technical services at each site in all the work shifts are ‘Team Members of Fire Safety’ (ESI). At the end of the year, the E.S.I. of the sites in France were trained in use of fire extinguishing materials on real fires by a specialised company. This training was carried out in a mobile unit consisting of a specially equipped lorry-trailer. The training targeted fire extinguishing practices in a smoky atmosphere and facing fires of various origins (electrical, gas, hydrocarbons, solid combustibles…).

The ESI were able to put their training to work on a real fire while honouring the principle of not putting themselves in harm’s way while putting out a fire.

All the participants reexamined the principles of creating active prevention of fire risk, namely:

• Maintaining our prevention requirements,• Managing the alarms of the fire protection devices (sprinklers, smoke detectors, automatic extinguishing by inert gases…),• Acting directly in case a containable fire breaks out,• Organising calls and management of suitable outside emergency services.

This same approach is taken according to the same principles on our industrial sites outside of France. Organising people and having fire extinguishing equipment suitable for controlling fire risks are unavoidable elements in contingency planning for continuity of operations.

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2007 2008 2009 2010 2011 201218.03 10.84 8.63 8.26 10.11 10.9

2012 : MACOPHARMA ACCELERATES DEVELOPMENT OF ITS IMAGE AS A GOOD EMPLOYER

We have continued the work that we started several years ago on developing our image as a good employer, particularly among students. In fact, we know that Macopharma is still little known even among scientific institutions such as Pharmacy or the School of Engineers.This is why we have accelerated our policy of communication to convince motivated and competent students to join us. For us, this is a chance to bring in students by assisting them in their study projects while entrusting assignments to them, and sometimes we discern real talent which could fit well in the company at the end of their internships. For the students, it is a good means of investing in concrete and ambitious projects serving a company. This collaboration with schools aims to enhance the visibility of Macopharma, making it possible to put real partnerships in place. For that purpose, we have participated in various forums devoted to students at the School of Pharmacy, IAE of Lille and the University of Sciences and Technologies in Lille. We have also carried on partnerships with schools (see p°25) via visits to our production sites, presentations of our activities and R&D projects which we have entrusted to them.

HUmaN rESOUrCES : 2012 HIGHLIGHTS

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IN 2012, 42 INTERNS CAME TO OUR COMPANY

As regards ‘classic’ recruitment, Macopharma participates in many forums each year: in APEC, for example, but also in specialised forums for recruitment of personnel from among disabled workers or new graduates. In order to allow future candidates to remember our exchanges and to keep a dynamic image of our company, we have put in place flyers, a stand, leaflets … including the charter of our values and a presentation of our professions. All these tools were developed in phase with our HR charter. A page entitled ‘Careers’ has been added to our new website ; we invite you to look it over. Our next aim will be to become accessible on the social networks.

2012 : MACOPHARMA HARMONISES ITS HR POLICY AND TOOLS FOR ALL ITS MANAGERS

The year 2012 was also a time for implementation of harmonised tools for all the managers in our Group. An HR Timing was created and communicated so that each manager could keep in mind the key meetings of the year with his teams, in particular for the various face to face chats, talent reviews, etc. The face to face meetings on activities have been re-cast to be more objective, more fact-based, for example.

2012 : THE TRAINING PROGRAMMES IN FIGURES

This year more than 90% of the Managers underwent some training and more than 75% of all staff (14,500 hours of training were held in France this year ; 14,100 in Poland and 1,100 in Tunisia).

This year, in connection with the information above, training for management was a strategic priority for Macopharma. We also invested a great deal in languages, IT and safety training, all of which is indispensable given our activities. In 2013, training and development of skills will be one of the HR priorities for the company in view of the organisational changes to come.

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Macopharma has developed a certain number of tools which are available for professional mobility.

Prioritised internal mobility

Recognition of performance and behavioural skills

Individual support by the management and training programmes

EACH EMPLOYEE ACTIVELY TAKES PARTOR THEIR PROFESSIONAL DEVELOPMENT

PROFESSIONAL DEVELOPMENT

AT MACOPHARMA cONcERNS thE

FOLLOWING FOuNDATIONS:

«

«

CLEARLY DEFINED ASSIGNMENTSMacopharma makes available to its staff descriptions of all the professions of management, thus allowing the employees to be fully aware of the challenges and assignments each profession may expect so as to be able to make plans depending on their skills and career plan.

PROSPEctSThe company lets one see the crossovers between the various professions by underlining the level of difficulty and specifying the developments to be put in place to move from one position to another.

ANNuAL ‘TALENT REVIEWS’The managers and the HR department identify the potential of each employee and, with a view to changes in the organisation, they approve a talent pool and a succession plan which make it possible to anticipate the skill needs of tomorrow.

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FOCUS on the COmPaNy’S HUmaN CaPITaL

37

FACE TO FACE ACTIVITY REVIEWSThe principles of professional development cannot be made operational in a pertinent and effective manner without regular evaluations that are objective and a source of progress for each employee. The face to face activity reviews are thus at the heart of the whole mechanism. It allows evaluation of the contributions and skills of the employees and should prioritise:. A constructive exchange, simple, transparent and of high quality. A fact-based evaluation which is objective and shared. Work paths ahead and clear objectives for improvement

A CLEAR RECRuITMENT PROCESSJob notices are systematically internally disseminated ; the decisions on recruitment are made based on objective criteria and are communicated to the candidates.

A POLICY ON TRAININGImplementing the HR policy and the company policy (by activity); integrating the newcomers; helping with changes of position and anticipating the changes ahead in organisation.

Implementing the HR policy and the company policy by activity In connection with the challenges facing the company, some training is given to certain groups of employees : training to be part of the review of activity for managers ; BPF training for our production organisations, etc.

Two stages of integration for each new employee in the company : At arrival (common presentation of the company, its products, its processes, the good practices of manufacturing....) and training at the work station (a programme personalised according to the given position).

Assisting employees with their in-house mobility: each move in the company is accompanied by an individual development plan to ensure success in meeting the new professional challenge.

Assisting with changes in the organisations : Macopharma is a responsive organisation and must anticipate its skill needs of tomorrow. Plans for training linked to our talents are therefore put in place.

During 2010, Macopharma unveiled a new logo, a new image, a new Baseline. In 2011, the Macopharma Group took over this new image and shifted its communication in

this direction.

In external communication, the objectives are to develop the overall renown of MACO across all its target audiences and to build an image based on the signature ‘Designed for life’.

How to promote the image of Macopharma?

• By our presence at exhibitions: Macopharma participates in some thirty events a year throughout the world.• By using promotional tools which are appropriate to the application and professional : videos, abstract books with publications, scientific symposium posters, product/division catalogues, etc.• By building a new website which presents the company and the products of our 4 areas of activity (Transfusion, Hospital, Biotherapy and Masks) which was put on line in 2012.• By getting scientific support through our scientific committee.• By developing an approach to press relations which was launched in 2011 and continued to be put in place in 2012.

Graphics, contents, functionalities, the Macopharma website will be completely overhauled!

More than just an institutional site for presenting the company, this ‘new’ website is a veritable portal of information and of resources : www.macopharma.com. Besides the advance in graphics, it is the tree

view of the site which has been redesigned to render the contents more accessible. The site has been reorganised around major headings : Transfusion Division, Hospital, Biotherapy and Masks, News, Customer Testimonials, About Maco (history, key numbers,…), Careers and Maco in the World…Under each of these headings, the information is optimised and arranged in hierarchical order in order to better meet the needs of the various audiences – potential clients, existing clients, future hires, the general public, researchers, health professionals – who are seeking complete and precise information about Macopharma and

its products. Thus, each visitor is assisted all along his way. In addition to contents, the site has gained new functionalities : a search engine, dedicated spaces, a simplified and secure form...You will soon discover all the specifics of this new site.Thematic files will regularly be offered on topical subjects such as advances in Research, publications, participation in conferences...

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Internal/external COmmUNICaTIONS

39

In internal communication, the objectives are to acquaint staff with Macopharma, its professions, its development, and to build loyalty and confidence among the staff.

For several years now, Macopharma has communicated with its teams by using various tools, such as the Group’s internal newspaper, the intranet, newsletters and the TV screens in the break rooms. .Macopharma wishes to promote verbal communications from the managers, by arranging meetings (the workers gather every 2 to 3 months to talk about their work environment, to have an exchange with their respective team leader). Management also meets in small groups every quarter, and this helps the top management to support the managers in their positions, to give them corporate MACO information: the economic situation, plans, products … One of the objectives is to unify the company and for this purpose we have provided an in-house system of innovation via EUREKA. We have also reviewed the contents of our General Meeting as it touches upon the situation of the company, its health, its prospects and form by giving our staff the chance to speak (worker-shareholder). Macopharma is involved with the Disability Awareness Week, where we organise various internal workshops. It is important for Macopharma to continue its development of both internal and external communications. Macopharma remains a human-sized company which pays attention to its employees and to its clients.

o Integration rate for staff identified as Disabled Workers

o Energy consumptions - CO2 Rejection

o Frequency rate of lost-time accidents

0

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City water - Consumption (m3/months)

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é ne r gé t ique s (e n tonne s /m ois )

3,5% 3,6%

4,83%

6,84%6,36%

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2008 2009 2010 2011 2012

Taux de personnel handicapé en % (objectif = 6%)

10,84

8,63 8,2610,11

18,03

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2007 2008 2009 2010 2011

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40

EVaLUaTION ot the PErFOrmaNCE / INdICaTOrS (figures)