Pf Magazine January 2020

State of Affairs “ 2 020 will be another year in which industry can play a major role in supporting the NHS through a period of rapid structural change” Page 20

JANUARY 2020

The UK access environment Tech & real-time data Innovation in the NHS PHARMAFIELD.CO.UK

CO M I N G U P I N TH E N E X T

PF MAG A Z I N E S PECIAL E D ITI O N:

DIGITAL HEALTH How is digital health innovation transforming healthcare?

The digitally enabled representative • Artificial intelligence & Virtual reality Putting the patient in control • E-prescribing • Wearable technology • And more...

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Our Pf Magazine Special Editions cover the issues at the heart of the pharmaceutical sales and marketing environment, including expert intelligence, comment and analysis from industry insiders.

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If you would like to contribute an article or expert comment, contact amy@pharmafield.co.uk or call 01462 226128.

H

Hello.

HEAD OF CONTENT

Emma Morriss emma.morriss@pharmafield.co.uk

appy New Year! As we wave goodbye to 2019 and ring in 2020, what’s ahead for pharma and the NHS? After yet more political turmoil and uncertainty for industry and for the future of the health service, we now know that we have five more years of Tory rule and that a Brexit leave date of 31 January 2020 is certain “no ifs, no buts”.

The election result may be decided, but the future is still far from certain. In many industries however, there is one thing that remains – as CHASE’s Alan Kidd (page 30) says: “What can the UK pharmaceutical and healthcare industry look forward to in 2020 and beyond? In a word, unpredictability!”

When the Conservative Party launched its manifesto, The Association of the British Pharmaceutical Industry welcomed their pledges, with Chief Executive Mike Thompson calling it an “ambitious agenda to strengthen our position and make sure NHS patients can get breakthrough medicines faster”.

Conservatives pledges include: • Increase public research spending to meet a target of 2.4% of GDP being spent on R&D • Set up a £500m Innovative Medicines Fund • Make the UK the leading global hub for life sciences • Continue to collaborate internationally and with the EU on scientific research.

Meanwhile, challenges remain, and they are ones that we’ve seen before and will continue to for a while to come. In this issue, our experts predict what 2020 holds for pharma and the NHS. As the NHS landscape continues to evolve, Wilmington Healthcare’s Oli Hudson says that pharma needs to be “thinking more widely about how its products can deliver cost savings across whole integrated care pathways” (page 20). Several key publications due to be published in 2020 will affect the access environment, including the final publication of the NHS England Commercial Framework which is expected to clarify the role that NHS England plays within the UK access environment (page 16). And in a world awash with data, it’s the representatives who can “interpret and summarise information and communicate it in an unbiased, balanced and impactful way” who will succeed in being heard (page 8).

High quality care for patients is what drives this industry, and the question is whether our imminent exit from the EU will disrupt patient access to medicines.

But change brings opportunity, and as one of the most innovative industries in the world, pharma will surely rise to the challenge.

Enjoy this Special Edition, and as ever, let us know your thoughts at hello@pharmafield.co.uk.

SPECIAL EDITIONS EDITOR

Amy Schofield amy@pharmafield.co.uk CREATIVE DIRECTOR

Emma Warfield emma@pharmafield.co.uk GRAPHIC DESIGNER

Olivia Cummins olivia@pharmafield.co.uk COMMERCIAL DIRECTOR

Hazel Lodge hazel@pharmafield.co.uk SALES & MARKETING

Emma Hedges emma.hedges@pharmafield.co.uk NEWS DESK

Hannah Alderton newsdesk@pharmafield.co.uk FINANCIAL CONTROLLER

Fiona Beard finance@e4h.co.uk Pf AWARDS

Melanie Hamer melanie@e4h.co.uk PUBLISHER

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M AG A ZI N E S P EC I A L ED I T I O N | JA N UA RY 2020 | 1

January HAVE YOUR SAY: If you’d like to share an idea for a feature or collaborate with us on a captivating advertorial, please get in touch.

GET IN TOUCH: hello@pharmafield.co.uk

Contributors

@pharmafield

FRITS STULP

Frits is Managing Director of Iperion Life Sciences Consultancy, and a prominent mover in IDMP circles. He was Program Manager of the first completed IDMP implementation program and is a member of the EMA ISO IDMP Task Force.

A critical year, page 10.

@pharmajobsuk

Pf Magazine

CRAIG BRADLEY

MARCELO CRUZ

RAMESH JASSAL

Craig is Commercial Lead Rare GI at Takeda, PM Society Chair, and PM Society Market Access Interest Group Lead. He has worked for Takeda, through the 2019 acquisition of Shire Pharmaceuticals, since July 2006 within a variety of sales, marketing and market access roles. Access all areas, page 16.

Marcelo is Head of Marketing and Business Development at Tjoapack. He is an experienced executive leader with over 15 years of driving global strategic sales, marketing, business and product development.

Chain of efficiency, page 28.

Ramesh is a Director and Head of International Healthcare at Clearwater International and has completed numerous highprofile deals across the healthcare industry including the pharmaceutical and biotech sectors, as well as health and social care and medical equipment and supplies.

Strategic partners, page 26.

OLI HUDSON RUTH BURNS

Ruth is Director of Corporate Communications & Stakeholder Relations at Thornton & Ross. She is a highly experienced strategic leader with experience in a diverse range of markets including reimbursement, sales, marketing and business development. Ruth successfully balances her strategic perspective alongside an in-depth knowledge of the healthcare and pharmaceutical industry.

Healthy future, page 14.

Oli is Content Director for Wilmington Healthcare. He oversees material for training and education, consultancy services, network meetings, thought leadership, events and webinars. In previous roles at the company, he has worked with the NHS and industry on a wide range of training, access, collaboration and partnership projects.

2020: What does it hold for the NHS? Page 20.

ALAN KIDD

Alan is Business Development Manager at CHASE. Alan previously worked at GSK. At CHASE he is responsible for extending the group’s contract sales and services offering into the UK pharmaceutical and healthcare sectors.

Flex for success, page 30.

In this issue

RICH QUELCH

Rich is Global Head of Marketing at Origin. He is an experienced global marketer within the healthcare and pharmaceutical sector and has led the development of the Origin brand.

The whole package, page 4.

MARK QUICK

Mark is Vice President – Corporate Development at Recipharm. He is responsible for leading Recipharm’s merger and acquisition activities and also leads Recipharm’s external and internal communications activities. The three Cs, page 12.

JAMES ROACH

James is an experienced NHS director who has held roles in hospitals, clinical commissioning groups and in joint roles with social care. He runs Conclusio Limited, developing innovative solutions in health and care systems in UK and China.

Innovation in the NHS, page 22.

JOHNNY SKILLICORN-ASTON

Johnny is Engagement and Communications Director at Conclusio Limited. He has nearly a quarter of a century of experience of developing and delivering communication strategies within the public and private sectors and within civil society organisations.

Innovation in the NHS, page 22.

DAVID BARWICK

David is Director of Client Solutions at global consultancy Amplity Health. They work from molecule to commercialisation and specialise in consultancy, capability development and outsourced services. Being human in a digital world, page 8.

INTELLIGENCE

INSIGHT

The three Cs: Consolidation, capabilities and customer demand

The whole package: Pharma packaging & supply chain management

MARK QUICK

RICH QUELCH

12

16

Graeme is Head of Virtual R&D at Medicines Discovery Catapult. He has a wealth of experience in drug discovery, leading projects across a variety of therapeutic areas.

Boosting the biotech sector, page 6.

06

Access all areas: The shape of the UK access environment in 2020

Boosting the biotech sector: Best-in-class drug discovery solutions & virtual R&D

CRAIG BRADLEY

GRAEME WILKINSON

26

10

Strategic partners: Pricing pressure and patent expiries

A critical year: IDMP data standards & the delivery of patient benefits

RAMESH JASSAL

FRITS STULP

Using digital technologies based on realtime data, people will become ill less frequently

30

Flex for success: Increasing flexibility across commercial teams ALAN KIDD

DIGITAL

08

Being human in a digital world: How to make yourself heard DAVID BARWICK

Ruth Burns, page 14

NHS

20

2020: What does it hold for the NHS? What it means for pharma OLI HUDSON

GRAEME WILKINSON

04

22

Innovation in the NHS: The AAC’s role in the modern NHS JAMES ROACH & JOHNNY SKILLICORN-ASTON

14

Healthy future: The impact of tech advances on the future of medicine RUTH BURNS

28

Chain of efficiency: Digitisation & the pharmaceutical supply chain MARCELO CRUZ

32 Directory

C

onsidered by many as a fresh start, the New Year – and in this case a new decade – brings the promise of opportunity, innovation and growth.

However, in 2020 and for many more years to come, the pharmaceutical industry will continue to face the challenges of the past decade, particularly the globalisation of drug supply, delivering new product types, meeting demand from emerging countries, the rise of chronic lifestyle conditions such as obesity and diabetes, and the growing threat of counterfeit and falsified medicine.

Many of these forces are also impacting how pharmaceuticals are packaged and delivered to patients. So, in the face of such disruption, what does the pharma packaging and supply chain management sector have in store for 2020?

SMARTER SUPPLY CHAINS

WORDS BY Rich Quelch

THE WHOLE

PACKAGE

As the pharma industry becomes increasingly globalised and demand grows for new product types with shorter life cycles such as biological and genomic medicine, supply chains need to become smarter.

For too long the supply chain has been overlooked, despite linking the laboratory to the marketplace, with investment instead being prioritised for the discovery, development and marketing of products.

In 2020 and beyond, a greater focus will be placed on evolving manufacturing and distribution systems in line with the new frontier of drug innovation and a growing patient base from emerging markets like Brazil, India, Russia and China.

Data-driven emerging technologies such as artificial intelligence, machine learning and the Internet of Things will hold the key to creating compliant and demand-driven pharma supply chains, increasing profitability across the sector and improving health outcomes.

We expect many more pharma companies to shift their operations from enterprise resource planning to the cloud, creating a virtual supply chain. This will facilitate end-to-end visibility, allow for realtime analytics and predictive forecasting to reduce drug shortages, and aid the identification of falsified medicines much more quickly than is possible today.

Advanced tracking systems, built into packaging, is also an exciting innovation. By managing and recording activity in the supply chain, tracking chips can log events or raise queries that occur across a product’s lifespan remotely. Smart packaging technologies such as this will soon become the new industry standard.

WEARABLE TECH

What can we expect from pharma packaging and supply chain management in 2020?

4 | P H A R M A FI EL D.CO.U K

In everyday life, wearable technology has become a lifestyle staple, helping people monitor their activity levels, sleep patterns and general health. In fact, today, more than 80% of people are willing to wear wearable tech.

However, there are tremendous and largely untapped opportunities to use these devices in a healthcare setting.

In the coming year, as efforts increase to move treatment out of the hospital and into the home to reduce the pressure on over-burdened healthcare systems, on-body delivery devices, or ‘wearable injectors’, will become more popular and widely available.

In 2020, more patients will take an active role in their healthcare and the administration of injectable medicines. The next generation of pre-filled syringes will offer patients stress-free and safe subcutaneous drug delivery without the need for clinical monitoring.

The benefits of large-volume wearable injectors also include reducing the number of expensive intravenous infusions,

INSIGHT

increasing adherence, facilitating larger dose delivery and lessening the risk of degradation.

Wearable devices are also disrupting the way that clinical trials are managed. Worn on the wrist of the user during a trial, the device acts as a personal assistant to the user, monitoring their health status and alerting them about abnormal conditions, medication reminders and medication tracking. It also feeds back this data to trial managers.

CHILD-RESISTANT PACKAGING

Every year, child-resistant primary (CRP) and secondary pharmaceutical packaging is becoming smarter and more commercially viable.

The CRP market will continue to evolve in 2020 as competing brands look to provide the safest and most efficient solution. One major driver of recent growth is the expanding market of cannabis-based medicinal products.

As a sector, the global cannabis extract market is expected to be worth USD 23.7 billion by 2025, helping to spur a new round of development efforts.

Ziplock bags and pouches are becoming an increasing popular way to ensure safe and compliant secondary packaging, and the focus is also now heavily on providing that first barrier of defence. Child-resistant vials pose fewer challenges to manufacturers and the market is moving towards opaque, plastic designs with standard pinch-and-twist caps to provide a child-resistant barrier.

The focus is shifting towards non-reclosable designs. Non-re-closable products provide the peace of mind of offering a higher level of protection to the medicine, plus providing a longer shelf-life.

Expectations are also increasing when it comes to child protection; acceptable extraction levels for solid dose medication are being challenged and rightly so.

SUSTAINABLE BUT SAFE

Packaging is a key area where pharmaceutical waste can be reduced, however going green doesn’t come without its challenges.

When it comes to pharmaceuticals, the safety of patients has – and will always be – top priority. However, the industry is experiencing rising pressure to cut its carbon footprint.

In a bid to eliminate non-biodegradable and single-use plastics from the supply chain, more research is taking place around biobased PET. It’s made from ethylene derived from sugarcane which, when cultivated, utilises carbon dioxide and releases oxygen meaning it has a negative carbon footprint.

In 2020 and for many more years to come, the pharmaceutical industry will continue to face the challenges of the past decade

Top 5

Takeaways

1

More emphasis on evolving manufacturing and distribution systems in line with a growing patient base from emerging markets.

Based on successful pilots, researchers are now testing pioneering new technology on an industrial scale which converts PET waste back into virgin grade material to be used again.

We’re also seeing cutting edge manufacturing methods become commonplace, particularly in the research and development stages of pharma packaging design.

In 2020, more manufacturing facilities will utilise 3D visualisation and printing techniques, which eliminate the need for multiple prototype designs and reduce wastage.

According to the UN, the release of antibiotics into the environment is accelerating the emergence of more resistant strains. The environmental impact of antibiotic pollution will continue to dominate global discussions in 2020.

As pharmaceutical waste includes degraded and contaminated products, pharma packaging can play an important role. In response to this growing problem, we’re likely to see the mass adoption of Quality by Design (QbD) to help ensure antibiotics are delivered and administered to patients as intended.

The underlying principle of QbD is that quality is built into a product from the outset.

Knowledge-based design has a key role to play in establishing ‘the rulebook’ about how a multitude of factors impact safety, efficacy and patient experience.

Rich Quelch is Global Head of Marketing at Origin. Go to www. originltd.com

2

Virtual supply chains will shift operations from enterprise resource planning to the cloud.

3

Smart packaging technologies will become industry standard.

4

‘Wearable injectors’ will become more popular and widely available.

5

3D visualisation & printing techniques will be used more to reduce waste.

M AG A ZI N E S P EC I A L ED I T I O N | JA N UA RY 2020 | 5

Boosting the biotech sector How can the UK harness academic excellence to create the high quality assets which will bolster the biotech sector and drug discovery on a global scale?

D

rug discovery is complex, costly and multi-skilled.

The industry has moved from a fully integrated model to one which is performed through an increasingly ‘virtual’, or outsourced, approach. It is also increasingly reliant on small and medium sized enterprises (SMEs) as a source of innovation. However, a large proportion of biotech SMEs have few employees and accessing the very best scientific expertise and technology can prove challenging 1.

The UK has a wealth of private and public sector assets to support modern medicines R&D through the drug discovery process. This includes a vibrant, dynamic network of R&D companies developing new therapeutics and providing essential services, as well as research organisations, the NHS, world-class institutes and universities.

The State of the Discovery Nation 20192 report showed that 1200 service and supply companies account for 80% of SMEs in the UK medicines discovery community.

COMPETING GLOBALLY

The importance of service and supply companies should not be underestimated.

They include: contract research organisations (CROs), advisory services and consultants as well as organisations that provide access to state-of-the-art technologies and laboratory capabilities.

Improvements in this sector directly improve the productivity of the national and international R&D projects they serve.

6 | P H A R M A FI EL D.CO.U K

This increases investment into UK biotech and attracts foreign direct investment.

This flow of capital is key to maintaining the UK’s global competitiveness in a sector that’s critical for UK plc.

The complex, distributed service and supply sector can be difficult to navigate, particularly for SMEs, translational academics and charities. This can limit innovators’ access to current, industryquality advice and the services which are fundamental to their success. Ensuring innovators have ready access to the enabling tools, advice and expertise they need will, overtime, allow academia to translate more of its high quality research.

As part of delivering that strategy and to ensure UK drug discovery projects have wider access to best-in-class UK service companies, Medicines Discovery Catapult (MDC) has forged a network of high-quality providers, establishing the Discovery Services platform.

The Discovery Services platform combines full-service and specialist, private sector CROs and expert labs which provide expertise, services, and state- of-the-art assays.

The Discovery Services platform is managed and used by the MDC’s Virtual R&D team. They help drug discovery innovators in SMEs and academia engage the skills and expertise required to ensure critical, value-based experiments are performed, data is captured, and IP is secured. It enables leaner development teams to be effective and to access drug discovery knowhow from a wider cohort of experts, irrespective of their location.

WORDS BY Graeme Wilkinson

The UK has a wealth of private and public sector assets to support modern medicines R&D through the drug discovery process

ADDING VALUE

In conjunction with its partners in Discovery Services, MDC's Virtual R&D can be called upon to analyse drug discovery projects, identify key questions and opportunities.

A path involving the appropriate expert service and supply organisations, through the platform network, can also be recommended in order to reach clear outcomes.

Drug discovery will increasingly be performed through externalised networks of enabling service providers and by accessing knowledge and expertise from multiple sources. MDC is well-positioned to help innovators navigate this environment, address key questions, and add confidence and value to their drug discovery assets.

Through the capabilities of the CROs in the Discovery Services platform, drug discovery SMEs are enabled to develop therapeutics through outsourcing and the UK’s thriving service and supply sector is used to best effect to develop into new markets. Graeme Wilkinson is Head of Virtual R&D at Medicines Discovery Catapult. Go to md.catapult.org.uk

INSIGHT

TOP 5 TAKEAWAYS

1 1200 SERVICE AND SUPPLY COMPANIES ACCOUNT FOR 80% OF SMES IN THE UK MEDICINES DISCOVERY COMMUNITY.

MARKET ANALYSIS Market analysis has been produced through a review of public and private data.

• Approximately 21,000 people work in 1500 medicines discovery SMEs in the UK • 2500 people work in 300 companies that are developing their own drug assets ('Core' companies) • 1200 service companies employ 18,500 people • The most common type of service company is 'Advisory', which is also the company type with the fewest average number of employees • The largest employer company type is 'Outsourcing', supporting 8000 jobs, approximately 40% of the total workforce

90% of staff is in service and supply

100 Service and Supply Other

90

2

80 70 Percentage %

INNOVATORS NEED ACCESS TO CURRENT, INDUSTRY-QUALITY ADVICE AND SERVICES.

20% of companies are actively focused on therapeutic product development

Materials Supply

60 50 40 30

3

Outsource

20

Advisory

10

Core

0

THERE IS AN OPPORTUNITY TO CONVERT EXCELLENCE INTO HIGH QUALITY UK ASSETS.

SMEs

SME staff

Companies focused in hubs around the country

4

Further clusters around the North-West of England and Lowland Scotland

DRUG DISCOVERY WILL INCREASINGLY BE PERFORMED THROUGH EXTERNALISED NETWORKS.

55% of companies are in the triangle of London, Oxford and Cambridge

5 SMES, TRANSLATIONAL ACADEMICS AND CHARITIES NEED SUPPORT TO ACCESS CURRENT, INDUSTRYQUALITY ADVICE.



Estimates have been rounded to reflect the volatility in company numbers

Source: MDC’s State of Discovery Nation 2019 key insights report References 1 HM Government, Strength and Opportunity 2015, The landscape of the medical technology and biopharmaceutical sectors in the UK | 2 Medicines Discovery Catapult & BioIndustry Association, State of Discovery Nation 2019

M AG A ZI N E S P EC I A L ED I T I O N | JA N UA RY 2020 | 7

BEING HUMAN IN A DIGITAL WORLD In an ocean of data, how can you make sure that your voice is heard when communicating with HCPs? WORDS BY David Barwick

T

he world, and the way we interact with it, is changing at pace. For example, the amount of data we are currently generating and consuming is astronomical. According to one often-quoted article on Forbes.com1, some 90% of the data in the world was generated over the past two years alone.

In many respects, today’s world is defined by data, which has an ever-increasing reach as we embrace the Internet of Things.

What does this mean to those of us who work in the healthcare environment? None of us has a crystal ball, but with some thought we can begin to visualise what an evolving future landscape might look like.

DIGITAL HEALTH REVOLUTION

Digital health is changing the way that healthcare is delivered and changing the lives of patients. This ‘digital health revolution’ enables the increased use of technology to create better outcomes for patients and to power value creation across the healthcare ecosystem.

We need to have clear strategies of engagement in this brave new world.

Longer term, advances in bioscience and digital technology have the potential to add value to the system in multiple ways: by transforming the R&D process; by ensuring better health outcomes for patients; by bringing forward new treatments more quickly; and by providing opportunities for physicians to advance patient care.

If we buy into this future landscape, then it becomes obvious that data will be present

8 | P H A R M A FI EL D.CO.U K

at the core of the changes. As the experts in their data, it is clear that pharmaceutical industry professionals will be at the forefront of this transformation and have a huge responsibility to ensure their data is accessed and interpreted in the right way.

To unearth exactly what that responsibility might look like, it’s worth considering the ‘share of voice’, commercially-led models historically used within the industry. The ‘share of voice’ model involved each company having several representatives vying to see the same healthcare professional (HCP) to discuss their product, and one of its underpinning philosophies was to create as much ‘noise’ in the marketplace as possible.

This was done using the communication options that were available at that time; people, mailings, and so on.

HCPs were often overwhelmed by the number of industry representatives competing for their time. Over time, they became fatigued and more selective about what and how much they consumed.

As we strategise today, with the benefit of hindsight, it’s important for the industry not to repeat the mistakes of the past.

DATA FATIGUE

The latest statistics suggest that around 2.5 quintillion bytes of data are created by technology every day. That’s a mindboggling number, so not surprisingly thought leaders in the health and wellbeing sector are already beginning to talk about concepts such as ‘data fatigue’.

How do we ensure that people don’t become fatigued by our data when they interact with so much different data every day?

In a world where artificial intelligence will undoubtedly be the curator of choice to process the huge volumes of data, humans will still have a critical role to play. The organisations and individuals who rely on data alone to tell their story will fail.

That is why more and more organisations are seeking to improve the way that they make their data accessible via the multiple options that exist in today’s world. This in turn presents a conundrum for the industry; do we place more or less emphasis on improving our people’s ability to interpret and communicate data, given the likely decreasing future role of people as communicators in the overall mix?

If we buy in to a vision of the future that contains more data, delivered more quickly and through multiple formats, then we might be inclined to conclude that a decreasing role means we require less emphasis on these core communication skills.

Part of the answer lies in the industry’s ‘share of voice’ past. When HCPs were overwhelmed by the number of industry representatives who wanted their time, those who stood out were the best communicators.

Today, HCPs have multiple data sources to consider as part of their daily routine, with data such as latest clinical studies forming just a small part of that mix. This issue will only be exacerbated in a future where our HCPs are overwhelmed by the sheer amount of accessible data available to them.

Communication skills remain at a premium, their importance magnified in a future where we are so data rich and time poor. In this world, where there are many data dishes on the menu, how can we be sure that people choose to consume ours?

1

The organisations and individuals who rely on data alone to tell their story will fail

D I G I TA L

90% of the world’s data was generated over the past two years alone.

2 3

We need to combat ‘data fatigue’.

References 1 Bernard Marr, “How Much Data Do We Create Every Day? The Mind-Blowing Stats Everyone Should Read,” Forbes, May 21, 2018 | 2 ‘Aligning the organization for its Digital Future’ MITSloan Research Report

TOP 5

The industry professionals who can interpret and summarise information and communicate it in an unbiased, balanced and impactful way will ensure that their data has a place in the decision making of HCPs in this brave new world.

9 out of 10 organisations surveyed by MIT and Deloitte2 anticipate their industries will be totally disrupted by digital trends. Many of these organisations realise that we must embrace what is coming, and to do that we just need to become better at being human.

David Barwick is Director of Client Solutions at Amplity Health. Go to www.amplity.com

TAKEAWAYS

Human communication skills are still of the greatest importance.

4 5

The best communicators are the ones who stand out.

9 out of 10 organisations predict their industries will be totally disrupted by digital trends.

M AG A ZI N E S P EC I A L ED I T I O N | JA N UA RY 2020 | 9

A critical year Will veterinary regulations disrupt progress on human medicinal product standards in 2020, and in the meantime, who’s speaking up for patients?

WORDS BY Frits Stulp

A

fter positive progress towards EU Identification of Medicinal Products (IDMP) data standards implementation in 2019, certainly from a substances perspective, there is now a need for greater focus on delivering patient benefits and greater cross-industry cooperation. This will ensure that momentum is maintained in 2020, which will be a pivotal year for international medicinal data standards.

One of the important IDMP-related developments in 2019 has been the demonstration of the impact shared definitions of substances can have internationally, via a proof-of-concept project led by the Dutch regulator (Medicines Evaluation Board) on behalf of the European regulatory network.

This considered the benefits of data continuity in a substances context, from a scientific point of view. Specifically it explored how agreed descriptions/coding

TOP 5

TAKEAWAYS

for complex molecules would help in cross-border medicines management – for instance in scenarios where a patient loses their medication on holiday, or needs a new prescription, and a healthcare provider needs to check the active ingredients, and identify any contraindications or allergy implications.

The proof-of-concept study is currently demonstrating that describing molecules in a consistent, agreed way, with common mapping, would provide significant support for data and process interoperability. Instead of individual professionals having to sift through dossiers to confirm the constituent ingredients of equivalent products, they could simply exchange the agreed identifier – much as people use their social security number to identify themselves as individuals to different government organisations. Here, the primary benefit is reduced risk of wrong medicines being issued (though the efficiency gains for all stakeholders, and the accelerated speed of decision-making, are clear sub-benefits).

1

January 2022 is the hard deadline for compliance with standardised identifiers.

10 | P H A R M A FI EL D.CO.U K

2

The target go-live date for human medicines/ IDMP compliance is 2023.

This is just one of up to 20 use cases making up the business case for IDMP – that is, for having a common method of identifying medicines.

MAINTAINING MOMENTUM

IDMP developments in relation to substances are not yet being matched by developments around product-level descriptions. And there have been some concerns that momentum might once again be lost here in relation to human medicines, as measures to address veterinary medicine data come into central focus: January 2022 has now been designated as a hard deadline for compliance with standardised identifiers.

Yet there is no reason why the two streams of work should not happen in parallel.

Indeed, they could both feed off and help drive the other, as there will be considerable commonality between most of the process requirements – and one of the big points of IDMP is to foster greater efficiency/replication of proven success. Parallel planning will allow the respective work parties to learn from each other and accelerate overall progress.

3

Parallel planning between human and veterinary work parties will accelerate overall progress.

INSIGHT

The target go-live date for human medicines/ IDMP compliance is 2023, and it is in everyone’s interests that we keep to this deadline. So if we can harmonise the process, rather than create two sets of definitions, vocabularies and so on, so much the better for everyone concerned. With a concerted effort, I believe we can all hit our deadlines, and in 2020 it would be immensely encouraging to see all industry stakeholders – regulator, industry and technology vendors – come together to drive progress against SPOR data standards, whichever angle they are coming from.

ACCESSIBLE PATIENT INFORMATION

Something else we very much need to see in 2020, in the context of human medicines, is greater and more prominent representation of the patient voice in discussions and developments. It is ironic that, despite the public being the ultimate intended beneficiaries of IDMP medicinal data standards, this important stakeholder group currently has no seat at the table.

We all accept that very few patients read the lengthy advice leaflets included with drugs. To address this, in future patients will be given access to more audiencefriendly ‘instructions for use’ (IFU) content, with alternative formats including audio instructions, video explanations and pictograms, delivered via websites or mobile platforms. But this won’t happen until the various IDMP stakeholders collectively prioritise these developments, and set deadlines for first iterations.

A common set of definitions is critical to all of this, allowing both the pharmaceutical industry and the regulator to have an agreed understanding of the product, in whatever communication may follow.

4

The patient voice needs a seat at the table.

WORKING TOGETHER

2020 needs to be a year of closer collaboration and more decisive action.

Stakeholders from across the life sciences industry should look at the encouraging progress and development of use cases for substance data, and accept veterinary medicine data developments as additional blocks they can build on for human medicines data developments under IDMP, rather than a new cause for delay.

Driving the patient agenda, meanwhile, requires more concerted multi-stakeholder effort towards common definitions and process flow, so that a standardised European approach to electronic patient information can take shape – and a deadline for adherence can be set. People pay their taxes for this kind of thing: it’s time the industry delivered. Frits Stulp is Managing Director of Iperion Life Sciences Consultancy.

Go to www.iperion.nl

2020 needs to be a year of closer collaboration and more decisive action

5

A common set of definitions is critical.

M AG A ZI N E | JA N UA RY 2020 | 11

Specialists in Recruitment, Contract Sales Teams and Outsourcing

SALES

MARKETING

PHARMACISTS

The three Cs Consolidation, capabilities and customer demand.

A

s we head into 2020, we expect to see a lot of the trends we witnessed in 2019 continue. The landscape for contract development and manufacturing organisations (CDMOs) saw a surge in consolidation as contract service providers looked to expand, strengthen and diversify their capabilities in order to meet the evolving needs of customers.

Over the last decade a number of pressures have impacted the development landscape for new pharmaceutical products, for example, the ageing population, patent expirations, an increase in disease prevalence and costly breakthrough therapies. While

these trends significantly impact pharmaceutical companies themselves, CDMOs are also challenged with high R&D costs and an expectation to invest in advanced capabilities to have capacity for the development and commercialisation of complex products. These pressures are expected to increase the worth of the pharmaceutical industry to $1.5 trillion by 20211.

CONSOLIDATION

Ernst and Young report that merger and acquisition (M&A) activity has increased by up to 12% each year since 2012. Throughout 2019, the industry has seen large-scale M&A transactions with contract research organisations (CROs) acting as a key source of consolidation activity; this is something we expect to continue into 20202 .

HEALTH ECONOMICS

CLINICAL RESEARCH & DEVELOPMENT 0113 457 0777 recruitment@evolvecouk.com www.evolvecouk.com 1 2 | P H A R M A FI EL D.CO.U K

TOP 5 TAKEAWAYS

INTELLIGENCE

While the industry remains severely fragmented, the rise in consolidation over the next few years is expected to resolve this issue. Consolidation has been a prominent trend in the CDMO sector throughout 2019, primarily driven by the desire to diversify product portfolios and expand geographical reach.

To this end, M&A strategies have played a key role in the success of CDMOs and their comprehensive end-to-end drug development and manufacturing services in recent years.

M&A transactions have also facilitated access to innovative technologies and specialised equipment, which has allowed CDMOs to provide capabilities outside their core offering to meet evolving customer demands. Industry consolidation has therefore been a key contributor to the increased interest in the outsourcing of development and manufacturing services to gain access to these resources. Through M&A activity, CDMOs have also been able to gain the capacity required to cater for the increase in the outsourcing of manufacturing services.

In acquiring new technologies, contract service providers can bolster their capabilities and streamline the process of bringing a drug to market. For example, Recipharm acquired Sanofi’s former inhalation product manufacturing facility in 2018. The acquisition of this site in Holmes Chapel gave us access to specialist technologies designed to cater for metered dose inhalers (MDIs) and nasal

1

M&A activity has increased by up to 12% each year since 2012.

2

sprays, as well as other processes for the development and manufacture of inhalation products. These new assets and technologies can now be applied to customer projects.

Gaining access to such technologies allows CDMOs to leverage their position as the go-to provider, as well as improve market penetration and market share.

CUSTOMER DEMAND

Industry consolidation has the added benefit of expanding a CDMO’s global presence to allow them to reach new markets.

Pharmaceutical companies therefore opt to segment by location. For example, one emerging market that is growing in popularity is India. This is because India gives contract service providers the ability to deliver cost-effective services and access a skilled workforce.

Emerging markets are also supporting increased demand in the outsourcing sector due to the significant improvement in healthcare access across the globe. As a result, CDMOs are striving to advance their service offering through acquisition to serve larger volumes. This is otherwise referred to as ‘capacity consolidation’.

CONCLUSION

During 2019, the industry has seen a significant increase in demand for outsourcing. M&A activity continues to be a dominant activity across the sector, allowing CDMOs to enhance their capabilities, reach new markets and cater for evolving customer demands in a very

CROs will continue to act as a key source of consolidation activity.

3

Acquiring new technologies allows CDMOs to improve market penetration and market share.

M&A activity continues to be a dominant activity across the sector, allowing CDMOs to enhance their capabilities

WORDS BY

Mark Quick

competitive outsourcing landscape.

As such, the three Cs (consolidation, capabilities and customer demand) will continue to be a prominent focus for the CDMO industry as we head into 2020.

Mark Quick is VP Corporate Development at Recipharm. Go to www.recipharm.com References 1 IMAA Institute – United States – M&A Statistics https://imaa-institute.org/m-and-a-us-united-states/ 2 www.ey.com/Publication/vwLUAssets/ey-studyopportunities-in-the-consolidating-cdmo-industry/$File/eystudy-opportunities-in-the-consolidating-cdmo-industry.pdf

4

India is an increasingly popular emerging market.

5

The three Cs will continue to be a significant focus for the CDMO industry.

M AG A ZI N E S P EC I A L ED I T I O N | JA N UA RY 2020 | 13

HEALTHY FUTURE

What impact could tech advances have on the future of medicine?

Using digital technologies based on real-time data, people will become ill less frequently

WORDS BY Ruth Burns

M

ore than half of the European population is optimistic about the future of health and is willing to use healthcare related technology – but some still have serious concerns about technological developments and the impact they’ll have on the future of medicine.

The UK, for example, is split down the middle on whether they would be happy to be treated by a doctor via webcam for a minor illness. The findings of a report into the future of health indicate that older people are more likely to accept treatment via a webcam than younger people, stating time saving and convenience as the main reasons.

These are among the key findings of the STADA Health Report on the topic ‘Future of Your Health’, a major study into attitudes to healthcare, both now and in the years to come. The survey was conducted by market research institute Kantar Health on behalf of the pharmaceutical company STADA Arzneimittel AG.

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The UK results were revealed in October at the headquarters of STADA’s Yorkshirebased affiliate Thornton & Ross.

Commenting on the results, Executive Vice President of Thornton & Ross, Roger Scarlett-Smith said: “The findings of this study demonstrate that we have every reason to feel optimistic regarding the future of health in the UK. Aside from the occasional spell of apprehension towards more invasive and digital advancements in medicine, the British, alongside the rest of Europe, generally keep an open mind on healthrelated matters of the future.”

DATA AND DIGITAL TECH

As part of the report, 2000 people aged between 18 and 99 in the UK and a further 16,000 respondents from eight other European countries shared their opinions on health-related matters of the future.

Although it states that one in seven Europeans has lost faith in classical medicine, Futurologist and Director of 2b AHEAD Think Tank in Germany, Sven Gábor Jánszky, believes that this figure will increase in the future alongside the global trend of individualisation:

“Classical healthcare most often follows the one-fits-all approach: the same diagnosis for similar symptoms, the same medicine for the same diagnosis. But people are becoming increasingly aware of the fact that human bodies are different: different in genome, in biochemistry, in gut bacteria, etc.”

Jánszky’s ultimate focus is to create markets and business models of the future by constructing the environments in which people in Europe will live, work and do business a decade from now. He says the promise of new healthcare technologies is individual, and data driven, with its impact categorised in three core principles: “Digitalisation makes body data measurable in real-time, as well as emotions, brainwaves and other indicators we hitherto considered immeasurable. It also means that everything that can be measured can be predicted, and everything that can be predicted can be optimised,” says Jánszky. “Using digital technologies based on real-time data, people will become ill less frequently. But what happens if the health rtificial intelligence on your mobile phone predicts you to be 23% ill by tonight?

What will you do? You will probably ask the AI

TOP 5 TAKEAWAYS

D I G I TA L

1

MORE THAN HALF OF THE EUROPEAN POPULATION IS WILLING TO USE HEALTHCARE RELATED TECHNOLOGY.

2

ONE IN SEVEN EUROPEANS HAS LOST FAITH IN CLASSICAL MEDICINE.

3

HEALTHCARE OF THE FUTURE IS “PREDICTIVE AND ADAPTIVE”.

4

HALF OF RESPONDENTS WOULD BE WILLING TO HAVE A ROBOT INVOLVED IN SURGERY.

5

THE FUTURE OF HEALTH REVOLVES AROUND SUSTAINING WELLBEING.

what to do. And it might tell you to mix a certain bacteria cocktail in your food today, followed by a certain number of vitamins.

Then you go to your 3D food printer in your kitchen, connect your mobile and have it print exactly the yogurt you need in that particular moment. Individually and situationally! The key term here is ‘adaptive’.

That is what the future of healthcare will look like: predictive and adaptive.”

British respondents were also similarly divided over the use of robots in surgery, with half of the population saying they’d be willing to have a robot involved in surgery, if supervised by a doctor, but 23% said they would never put their life in the hands of a machine.

“At some point in the future, robots will operate way more accurately and precisely than average humans. Patients

Ashfield

will trust them more. It’s important to understand that comparison is not about the top human surgeons on their best days; they probably work on a similar level to robots. But we are talking about the performance of average surgeons on average days. Elimination of human failure and an increase in the average standard is the most likely result of digital technology,” says Roger ScarlettSmith. “Digital transformation enabled by real-time measurement means that we are in a better position than ever to positively impact our health. Rather than responding to illness, we believe the future is likely to resolve around sustaining wellbeing.”

Ruth Burns is Director of Corporate Communications & Stakeholder Relations at Thornton & Ross. Go to www.thorntonross.com M AG A ZI N E S P EC I A L ED I T I O N | JA N UA RY 2020 | 15 Column banner for Pf Magazine (1).indd 1

20/08/2019 12:37

I Which key publications are due for 2020 and how will these impact the UK access environment?

t really doesn’t seem like it’s been 12 months since I wrote my 2019 forward look, focusing on patient engagement and the empowered patient, however time does seem to fly in this ever-evolving industry. In looking forward to 2020 the major discussion points from my perspective are likely to be access focused – with several potentially pivotal publications due during the year.

Two of the new publications follow on from the Voluntary Scheme for Branded Medicines Pricing and Access document and voluntary access pricing scheme (VPAS)1 scheme which commenced in January 2019, a collaborative piece from the Department of Health and Social Care (DHSC) and the Association of the British Pharmaceutical Industry (ABPI). That agreement is seen as a commitment by the Government, the NHS and the industry to work together to support innovation for the benefit of patients.

PUBLICATIONS

The first one for 2020 is the final publication of the NHS England Commercial Framework 2 in the early part of the year, following a consultation period. The Framework is anticipated to clarify the increasingly important role NHS England (NHSE) plays within the UK access environment for the foreseeable future, so really this is important news for anyone in pharma working on new product launches and innovative treatments for patients.

The Framework itself sets out how NHSE will implement additional commercial flexibility than has previously been available, while reiterating that a simple Patient Access Scheme (PAS) (straight discount) remains the preferred option between companies and NHSE for new treatments attempting to enter the market. One major element not considered in the Framework is the assessment methodology for new products undergoing health technology assessment (HTA), as this is the responsibility of National Institute for Health and Care Excellence’s (NICE) assessment process, which will be covered in the second key publication of 2020; the NICE Methods Review 3 .

ACCESS ALL AREAS WORDS BY Craig Bradley

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INSIGHT

Top 5 takeaways The purpose of this Review is to optimise NICE’s evaluation methods to support the ambition of the NHS to provide high quality care that offers good value to patients and to the NHS. The scope of the Review includes current hot topics such as cell and gene therapies, as well as what is included in the highly specialised technology (HST) programme. It will be interesting to see whether this is evolution or revolution in 2020. This piece of work is due for consultation in the summer of 2020, before its final publication at a later date.

One further update for 2020 that could impact on the landscape of UK pharma is the Conservative Party proposal 4 on a £500 million fund to give patients quicker access to the most cutting-edge medicines for both cancer and other diseases. This ‘Innovative Medicines Fund’ will be a ring-fenced fund within the medicines budget set aside to support access to more innovative medicines.

The real question for 2020 is whether anything in practice will actually change with the aforementioned developments – will the speed of market access for novel treatments be positively impacted upon for UK patients? VPAS highlighted the need for engagement in the access process, so it will be fascinating to see whether this comes to fruition in 2020. Will we see strategic engagement between NHSE, NICE and industry in order for innovative new treatments to be appraised and made available for the benefit of patients?

Once the Framework and Review are both in action the other interesting piece will be to see whether new treatments that fall somewhere between not being quite specialist enough for the HST criteria but also not really being appropriate for single technology appraisal route will benefit. Will the flexibility lead to all stakeholders working together to find the most appropriate route for technology evaluation and commercial discussions for the treatment in order to benefit patients?

TRENDS

In addition to the anticipated access landscape changes the other trends that should come to the fore in 2020 are Brexit and how this might impact upon the UK pharma/ healthcare landscape; further advancement with innovative treatments such as cell and gene therapies, and a new wave of technology driven innovations through increased

The real question for 2020 is whether anything in practice will actually change

1 The final publication of the NHS England Commercial Framework is due in early 2020.

2 collaboration between the industry, the NHS and technology companies. It should be an interesting year ahead.

In order to keep up with the environmental updates at the PM Society we have a range of Interest Groups, run by experts in their field, related to the current key issues in pharma/healthcare communications aiming to advance knowledge, share best practice, and recognise excellence in the industry – including Digital, Market Access, Patient Engagement and the newest one focused on Industry/Agency Relations. PM Society PriMe Training also offers a variety of flexible workshops to support learning on the key issues in the pharmaceutical industry, check out the PM Society website and social media feeds to get involved and join the conversation yourself. Craig Bradley is Commercial Lead Rare GI at Takeda, PM Society Chair & PM Society Market Access Interest Group Lead. Go to www. pmsociety.org.uk

References: 1. Department of Health and Social Care. Voluntary scheme for branded medicines pricing and access. https://www.gov.uk/government/publications/voluntaryscheme-for-branded-medicines-pricing-and-access [accessed on 15 November 2019] | 2. NHS England.

Commercial framework: working in partnership with the pharmaceutical industry for the benefit of patients.

Available at: https://www.england.nhs.uk/blog/ commercial-framework-working-in-partnership-withthe-pharmaceutical-industry-for-the-benefit-of-patients/ [accessed on 15 November 2019] | 3. NICE. NICE announces details of health technology evaluation methods review.

Available at: https://www.nice.org.uk/news/article/ nice-announces-details-of-health-technology-evaluationmethods-review [accessed on 15 November 2019] 4. ABPI. ABPI welcomes Innovative Medicines Fund pledge. https://www.abpi.org.uk/media-centre/news/2019/ november/abpi-welcomes-innovative-medicines-fundpledge/ [accessed on 24 November 2019].

The Framework will clarify the role NHSE plays within the UK access environment.

3 The NICE Methods Review is due for consultation in summer 2020.

4

The scope of the Review includes cell and gene therapies and details of the HST programme.

5 Technology driven innovations are possible through collaboration in 2020.

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2020:

WHAT DOES IT HOLD FOR THE NHS? A look at the year ahead for the NHS and what it means for pharma.

WORDS BY Oli Hudson

P

lace-based care – which requires organisations to work together to improve health and care for a geographically defined population and manage common resources – will become increasingly widespread in 2020.

A third of the country is already covered by an Integrated Care System (ICS) and a further two ICSs – Cornwall and the Isles of Scilly; and Humber, Coast and Vale – are expected to form early in 2020.

It is also anticipated that a third of clinical commissioning groups (CCGs) will merge by April 2020. This is being driven by ICS borders and the need to achieve a 20% operational cost reduction.

NEW CONTRACTS

Aligned Incentive Contracts (AICs), which require commissioners and providers to work towards the same key performance indicators (KPIs) are set to become increasingly prevalent in 2020. We also expect to see more Risk Share contracts, which encourage partners to work collaboratively across organisational boundaries and collectively manage risk across the system.

These types of contracts provide a clear indication that integration is happening swiftly and successfully.

INTEGRATED CARE ORGANISATIONS

Integrated Care Providers and Partnerships (ICPs) have been springing up across the country to aid collaborative working. An ICP standard contract was launched in 2019 by NHS England and we expect this to be widely used between CCGs and ICPs in 2020.

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Meanwhile, it is clear that Primary Care Networks (PCNs) will be very pertinent to industry in 2020. In addition to providing core GP services, PCNs have been tasked with delivering a number of new services that are all linked to NHS Long Term Plan priorities.

Five of the new services will start by April 2020, namely: structured medication reviews, enhanced health in care homes, anticipatory care (with community services), personalised care, and supporting early cancer diagnosis.

MEDICINES UNDER SCRUTINY

With regards to structured medications reviews and optimisation, Network Contract Directed Enhanced Service (DES) Guidance for 2019/20 says that PCN members will support ‘direct tackling of the over-medication of patients’. This will include looking at inappropriate use of antibiotics, withdrawing medicines that are no longer needed and supporting medicines optimisation more widely. There will also be a focus on particular types of patients, with asthma and COPD patients; the frail elderly and care home residents listed among other priority groups.

These reviews are aligned with the new enhanced health in care homes service, where the NHS wants to help to reduce avoidable emergency admissions and ambulance conveyances, as well as tackle sub-optimal medication regimes. To achieve this, GPs and nurses will be brought into care homes by PCNs to assist with work that was previously the responsibility of social services.

To deliver on anticipatory care, PCNs must also be proactive about identifying and managing high risk patients generally to try to prevent conditions from worsening and keep people out of hospital. GPs will be required to look at big data that stratifies high risk patients, so they can take a population health management approach to allocating resources and budgets.

This kind of insight and proactivity is central to how PCNs operate and how they are going to be incentivised. Indeed, additional funding will be available to PCNs that go further and faster on delivering the national service specifications.

EARLY CANCER DIAGNOSIS

Early cancer diagnosis is a key tenet of the Long Term Plan, and we expect to see multidisciplinary teams working within PCNs to deliver cancer services. Screening and diagnostic services will also be increasingly provided in the community.

Personalised care is among the new service specifications for PCNs and it is particularly relevant to cancer care, where the NHS wants to use personalised and risk stratified screening and begin to test family members of cancer patients if they have an increased risk of the disease. It is likely that PCNs will be tasked with quizzing patients about their family history in order to gather data that will support this proactive approach.

NHS

TOP 5

TAKEAWAYS

1 Place-based care will become more common.

2 1/3 of CCGs will merge by April 2020.

ROLE FOR PHARMA

As we start 2020, the direction of travel for the NHS is much clearer than when the Long Term Plan was first published. Integrated care is happening, underpinned by new style contracts, with providers and commissioners working together.

But progress towards integrated care is varied, even within ICSs; hence pharma needs to take a tailored approach to customer engagement that is built on a clear understanding of the individual needs of NHS England’s diverse health economies.

Evidence-based propositions will be essential to prove why a particular drug should be used for a particular patient cohort. Pharma also needs to be thinking more widely about how its products can deliver cost savings across whole integrated care pathways, particularly with regards to reducing demand on hospital beds and outpatients’ services.

In essence, there are golden opportunities for pharma to help deliver integrated care and, led by insights from data, 2020 will be another year in which industry can play a major role in supporting the NHS through a period of rapid structural change. Oli Hudson is Content Director at Wilmington Healthcare.

Go to www.wilmingtonhealthcare.com

3

Pharma needs to take a tailored approach to customer engagement that is built on a clear understanding of the individual needs of NHS England’s diverse health economies

Primary Care Networks will be significant to industry in 2020.

4 Do your products deliver cost savings across whole integrated care pathways?

5 Evidence-based propositions will be essential.

M AG A ZI N E S P EC I A L ED I T I O N | JA N UA RY 2020 | 21

Innovation in the NHS

WORDS BY

James Roach & Johnny Skillicorn-Aston

The role of the Accelerated Access Collaborative is driving innovation in a modern NHS. What is pharma’s role and what does it mean for patients?

22 | P H A R M A FI EL D.CO.U K

I

nnovation in the NHS sometimes takes two steps forward and one back. The one back is often a result of reduced traction in mobilisation and delivery which can constrain positive change and reduce the rate of transformation.

Published in 2016, the Accelerated Access Review set out a multi-faceted outlook to speed up access to innovative drugs, devices and diagnostics for NHS patients along with digital products.

These areas are to be vehicles to deliver better patient outcomes and increase the profile of the UK among the international life science community.

NHS

Faster access to treatments that could improve up to 500,000 lives

UNLOCKING POTENTIAL

PHARMA’S ROLE

ACCELERATED ACCESS COLLABORATIVE

The result of the Review was the establishment of the Accelerated Access Collaborative (AAC) to drive the uptake and adoption of innovation in the NHS. Under the leadership of Dr Sam Roberts, the AAC is the overarching agency for health innovation, supporting innovators and setting strategy. He has been clear about the challenges faced by the AAC; custom and practice, and ownership of innovation being prime.

The funding dynamics must include how to incentivise innovators, position the right encouragements and inducements; not just for innovators but also for providers and commissioners alike.

Custom and practice also require groundbreaking change to healthcare roles, procurement and clinical settings. However, ownership needs to be the core responsibility so that good innovation can be identified and spread. This is the role of the Academic Health Science Networks (AHSN).

ACADEMIC HEALTH SCIENCE NETWORKS

The AHSNs are a bridge between research, life sciences industry and healthcare.

Relicensed in 2018 as the key NHS transformation arm, in the past they’ve been criticised for being loosely defined in their role and short-termist in their outlook.

However, now central to the ambitions of the NHS Long Term Plan (LTP), AHSNs can be pivotal in bringing together formal (top down) pathways to innovation and uptake, and informal (bottom up) pathways.

Perhaps the greatest challenge for both the AAC and AHSNs is how local dynamics influence what happens at a centralised and national level. Without this being hardwired into the process, attempts to innovate and transform will lack meaning.

Converting life science developments and innovations into life-changing outcomes is a central objective for the LTP and the prime agency in this is the AAC. Through supporting the rapid uptake of seven highpotential technology areas, it aims to give patients faster access to treatments that could improve up to 500,000 lives and bring £30m in savings to the NHS. What happens in the pharmaceutical space will be profoundly important in showing achievement against these ambitious plans.

It will be the repository of experience and real-world evidence that will increase the rate of innovation, develop and finesse further transformation, deliver better outcomes and reduce health inequalities.

Localising the value of this work is critical and medicines represent a great opportunity to do this.

While we have a multi-faceted outlook in play, for some time innovation in the NHS has been viewed only through the twin lens of ‘device’ and ‘procedure’. Some would argue that this has resulted in medicines becoming the poorer relation.

NHS Chief Executive Simon Stevens recently confirmed: “Preparations are under way to make sure the NHS can adopt the next generation of treatments.”

With an advisory note around price, the opportunity is clear within pharma; a space burgeoning for medicines innovation and optimisation that will contribute to the transformation and savings the NHS wants to achieve as part of its LTP. Establishing a strong position for biosimilars in the medicines supply chain is a prime opportunity. Key to this are the ambitions and designs of NHS England’s Commercial Medicines Directorate.

It seeks to derive maximum value within the increasing spend on medicines, which will be £300m per year by 2021.

Biosimilars represent the chance to make significant savings that can be reinvested in frontline services.

The key to unlocking this potential is the strength of local system relationships and engagement with patients at local level.

In other words, using data drawn from the experience of health professionals, managers and patients to develop a cutting-edge population health model which draws out the clinical, financial and social benefits of delivering transformation.

Unfortunately, the local picture can be as disparate as the national one. To put this right and get the right positive alignment has brought about the merging of NHS England and NHS Improvement at a national level, and locally, moves to establish integrated care systems continue.

However, creating a commonwealth of organisations is currently elusive, as demonstrated by the relatively weak connectivity between the NHS, academic organisations, local authorities, the third sector and industry, which is being addressed by the AHSNs. AHSN NETWORK

The AHSN network is an ideal vehicle for socialising and localising the aims of the AAC within health systems. Its ‘small organisation’ model makes it responsive to identifying and adapting to emerging opportunities and challenges. Operating across a regional network, it can bring both human and system resources together quickly and support innovation that improves patient outcomes, returns value into the NHS and promotes economic and market growth.

The AAC aims to identify future innovations that will bring the maximum benefit to the NHS and its patients. It also acts as a signalling-post of national NHS priorities, drumming up interest and collaboration among researchers and innovators. The AHSN supports at local level and its national reach and link between NHS, academia and industry can drive both innovation and service improvements.

A test-bed approach is a positive basis for innovation, and this is critical for pharma. Understanding the value of new medicines, not just through the clinical impacts for the patient but also through increased wellbeing, social and economic capital, is important in a changing NHS.

M AG A ZI N E S P EC I A L ED I T I O N | JA N UA RY 2020 | 2 3

NHS

A test-bed approach is a positive basis for innovation, and this is critical for pharma

PATIENT ENGAGEMENT

Working with local data provides an opportunity to analyse from the bottom-up and identify impact where it is felt most – in patient gains. Engaging with patients around where this might steer future innovation at a local level commits commissioners, providers and patients to a shared enterprise. This helps to translate the grand strategy of innovation into a universally intelligible language of benefits and improvement. Evidencing cure; the rate at which morbidity and disability is reduced or constrained, and the longevity of impact requires a joint approach at local level around case-finding and how we manage patients.

While the NHS is multi-factorial, patients largely view it as a single entity – after all, it’s what we have been peddling for years. Patients expect and deserve optimal care, but we can’t deliver this without understanding what represents sub-optimal care.

Despite developments in co-design of care pathways, we still need to up the rate at which we operate in partnership.

Operating across academia, industry and NHS, and enshrining the free movement of ideas, opportunity and science, means building a new transformational landscape with innovation superhighways. This also needs to be instituted at a local level as patients deserve to be consulted the moment that pathway redesign or reconfiguration enters the head of a local commissioner.

A quick scan of who is out there reveals, at representative level, Healthwatch, patient groups and voluntary organisations.

At individual level, it’s patient participation groups and networks. It is within this space that we can drill down into the felt experience and compare and contrast with what the activity and outcome data tell us. In doing so, we move closer to the patient and place them centrally to our plans and schemes. For pharma, it represents an opportunity to distil what is done at scale into an essence of what is experienced. James Roach is Managing Director and Johnny Skillicorn-Aston is Communications and Engagement Director at Conclusio.

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TOP 5 TAKEAWAYS 1

Medicines innovation and optimisation will contribute to the transformation and savings the NHS wants as part of its LTP.

2

Biosimilars represent the chance to make significant savings that are then reinvested in frontline services.

3

Creating a ‘commonwealth of organisations’ is currently elusive.

4

A test-bed approach is a positive basis for innovation.

5

Working with local data provides an opportunity to analyse from the bottom-up.

A DV ERTO R I A L

TEARING DOWN SILOS: INTEGRATED COMMERCIAL DEPLOYMENT Life science leaders aren’t launching with siloed field teams; they’re integrating through new models.

LOOKING FOR NEW LAUNCH TEAMS TO INCLUDE:

Value access

Medical science liaisons (MSLs)

H

ealthcare complexity is changing the future of field teams and reshaping the very nature of those teams.

It’s not too much to say that practices and physicians need our support more than they ever have – support to sort through the complexities of both coverage and systems, support to create great experiences for patients and their care networks, support to advocate for them with critical stakeholders in healthcare systems and payer organisations.

Those customers need new support from the field force too. Their organisations are changing rapidly to adopt different metrics, work in unfamiliar ways, and onboard or upskill entirely new data-driven decisionmakers. In those systems, field partners play critical roles in medical education, system connectivity, and fuelling a feedback loop from their customer base.

To best support them, our industry is quickly moving away from the traditional healthcare promotional model that relied heavily on repeated knocks on doors and geographic specificity. Today, they’re combining nimble, cross-functional field teams with omnichannel support. In 2020, we’ll see new thinking about how to leverage the right data to swiftly make those tailored-mix decisions.

For the field force, that means a new lineup.

One that can work seamlessly together across geographies and specialties while expertly leveraging technology to deliver a great customer experience whether they happen to be sitting across the desk from a healthcare professional or across the country.

Tearing Down Silos is one of fifteen trends outlined in the Syneos Health 2020 Health Trends which outlines critical shifts that are changing how life sciences leaders will develop and commercialise novel new therapies and innovations in the year ahead. The report suggests tangible ways for responding to these powerful dynamics so that, working together, we can stay the course toward realising innovation’s full potential. Download the eBook to read all fifteen trends and gain access to worksheets that provide clear takeaways and edifying interactive experiences at trends.health.

Health Trends 2020 represents the knowledge and experience of hundreds of leaders and experts who work on the front lines of healthcare as well as original research with industry, patients, payers and providers. Through research, interviews and workshops, we’re able to triangulate a future-facing look at the challenges and opportunities ahead.

To download the report go to trends.health

FIELD ENGAGEMENT TODAY:

Sales teams

Access to physicians Ability of a physician to drive treatment choice Speed to reimbursement

Hybrid roles

Contact centres

Medication

ALL TIME HIGH

Nurse educators

ALL TIME LOW

Healthcare complexity is reshaping field teams at their cores. This speaks to the newly challenging environments in which those teams are working to succeed.

Scientific and patient selection complexity System hurdles and requirements for those doctors Patient expectations

SHIFTING FROM:

SHIFTING TO:

Selling as asset

Educating on process

Establishing only clinical differentiation Demonstrating service differentiation Talking to one gatekeeper Engaging everyone involved in complex decision making Single type of field representative Integrated team with unique specialities and diverse access points M AG A ZI N E S P EC I A L ED I T I O N | JA N UA RY 2020 | 2 5

Strategic partners Pricing pressure and patent expiries will continue to drive strong growth in the global outsourced pharma services market in 2020.

WORDS BY Ramesh Jassal

I

ncreasing research and development costs and continued pressure on pharma companies’ operating margins have, in recent years, encouraged leading players to outsource many of their non-core operations and rationalise their fixed-cost bases.

Such operations are being outsourced to four broad types of organisations: • Contract research • Contract development and manufacturing • Contract packaging • Contract commercialisation/ Contract sales.

These outsourcing specialists have become key commercial partners and integral parts of pharma company teams.

However, this fast-growing and emerging global outsourced pharma services market remains highly diversified. Thousands of companies provide a wide variety of services across the entire pharma life cycle, from early stage drug discovery through to clinical trials, advertising and PR services.

Although many of the larger pharma services companies do now offer a broad suite of associated services, most players are small and offer specific expertise in niche services.

CONSOLIDATION

Against this backdrop the outsourcing market is consolidating as companies seek to add scale, broaden geographical presence, and achieve synergies to gain a competitive advantage. Companies in this market are also expanding their service offerings in order to become full-service providers, thereby simplifying their customers’ operations.

As such, the market has proved to be fertile ground for mergers and acquisitions (M&A) activity in recent years.

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Looking ahead, I expect to see continued strong private equity interest in 2020 and beyond

The contract research organisations (CRO) market is a particularly good example of these trends, with large CROs turning to acquisitions to expand their portfolios, seeking to become strategic partners of choice to their customers.

They have also begun moving into adjacent pharmaceutical services fields, including communications, consulting, and other commercialisation services, which have traditionally been provided by healthcare marketing and publication agencies.

A notable recent deal in the CRO market was Charles River’s acquisition of Citoxlab.

CCO/CSO deals include Huntsworth’s acquisition of Kyne Communications and UDG buying Putnam Associates.

As well as trade buyers, private equity has also been particularly attracted to the pharma services market and is responsible for much of the consolidation of the industry. 2019 was notable for a string of private equity-backed transactions. For instance, Permira acquired Quotient in the CRO sector, and Altamont Capital bought Publicis Healthcare Solutions, rebranded as Amplity Health, in a CCO deal.

TRENDS

INVESTMENT

Other sections of the outsourcing market have also attracted considerable investment. For instance, in the contract development and manufacturing organisations (CDMO) sector we have seen a number of recent landmark deals such as Recipharm’s pending acquisition of Consort Medical, and Catalent buying gene therapy leader Paragon Bioservices.

Likewise, there has been significant deal activity across the contract packaging organisations (CPO) and contract commercialisation organisations (CCO)/ contract sales organisations (CSO) markets.

Recent CPO deals include UK player Essentra acquiring Spanish firm Nekicesa, and Amcor’s acquisition of Bemis. Recent

Looking ahead, I expect to see continued strong private equity interest in 2020 and beyond, not least because the pharma services market is forecast to outstrip both GDP growth and pharma sector growth in the medium term. This growth, supported by the attractive underlying fundamentals of the market, will continue to attract investors and encourage strategic M&As across the sector.

Talking of 2020, what other key trends might we see in this market? Well, the growing impact of data, which is revolutionising the market and playing an increasing role across the pharma services sector, is certainly one trend, with the early adoption of innovative technologies becoming an increasingly key differentiator in the market.

INTELLIGENCE

TOP 5 TAKEAWAYS

1 Large CROs are turning to acquisitions to expand their portfolios.

2

compe titive value is…

Strong private equity interest will continue in 2020 and beyond.

3 Data is playing an increasing role across the pharma services sector.

4 Industry is increasing its digitalisation of data in the supply chain.

5 The use and wastage of plastic across the pharma supply chain continues to be reduced.

As a result of serialisation legislation, the industry is also increasing its digitalisation of data in the supply chain which, in turn, provides scope to implement more automated processes. The legislation has resulted in the introduction of mandatory barcodes on pharma packaging and the transfer of large volumes of data in the supply of medicines. The use of big data in trials is also growing rapidly and has improved the quality of data collection, allowing improved analysis of large data sets.

The continued reduction in the use and wastage of plastic across the pharma supply chain in favour of more eco-friendly and biodegradable packaging solutions will be another key trend.

For example, in pharma packaging we are already seeing the increased use of recyclable polyethene terephthalate (PET) which can be broken down to molecular level and converted back into PET. Broader operational improvements across the pharma supply chain will also not only improve profit margins but reduce wastage and the environmental impact of the industry as a whole. Ramesh Jassal is Director and International Head of Healthcare at Clearwater International. Go to www.clearwaterinternational.com

…making your brand more relevant to health systems

triducive.co.uk

M AG A ZI N E S P EC I A L ED I T I O N | JA N UA RY 2020 | 27

D I G I TA L

A supply chain using blockchain for data transfer and management can benefit significantly from increased compliance with serialisation regulations

WORDS BY Marcelo Cruz

O

ver the last decade, the pharmaceutical supply chain has often been criticised for a lack of transparency and compromised security, both of which can have an impact on overall patient safety should counterfeit products enter the supply chain. As a result, in recent years we have seen the implementation of new regulations such as the EU Falsified Medicines Directive (FMD) and the US Drug Supply Chain Security Act (DSCSA) in order to address these issues.

Now that the initial implementation period of such regulations has passed, companies in the supply chain are starting to investigate additional digitised solutions and the efficiencies that can be generated by an enhanced insight into operations and movement of products through the supply chain.

SUPPLY CHAIN IMPROVEMENTS

Improved visibility is one advantage of a digitised supply chain. Where firms may previously have used paper-based processes to record data, the use of a digital process can allow for more accurate and up-to-date data transfer between parties, securely.

This enables companies to leverage the data and identify the points at which processes can be improved, such as identifying regular delays at a certain point in the chain and actioning ways to resolve them.

Replacing legacy technologies with new digital solutions can also enable companies to use and share real-time inventory data, which helps to automate the movement of products through the chain from manufacturers to patients.

Where members of the supply chain have access to correct, easy to understand and dependable data, businesses will be able to refine internal operations and make more informed decisions.

Through better data management and sharing, order forecasting can also be improved, and we will see the supply chain become more agile in responding to product requirements. This can permit firms to react more efficiently to market demand and ensure a product reaches the patient swiftly and safely.

SERIALISATION AND INTERNAL PROCESS EFFICIENCIES

Chain of efficiency

Can digitisation fundamentally change the way the pharmaceutical supply chain operates?

2 8 | P H A R M A FI EL D.CO.U K

Serialisation was one of the main catalysts for businesses to consider a more digital approach to data management and exchange.

The FMD, for example, requires all products to be fitted with a barcode containing a product code, batch number and expiry date, as well as a unique serial number or unique identifier (UI). These features all help to ensure that medicines are verifiable at the point of dispense.

With such a vast amount of data to store and transfer, many companies have moved to implement new data management solutions, which has in turn presented additional opportunities to identify potential process inefficiencies within their internal operations.

To take full advantage of digital supply chain processes, companies often need to focus on their internal procedures as a starting point. It’s important that firms ensure that the data they capture is readable and usable by computerised systems and analytics tools. These improvements in data management will allow firms to better forecast product demand. Better visibility

A DV ERTO R I A L

of the value stream can also enable organisations to make more informed decisions, paving the way for the implementation of automated processes as well as targeted and measurable process improvement projects.

Firms are now exploring the use of digitised solutions that can provide analytics to improve inventory management, enabling them to react more intelligently to market demand and improve internal operational efficiency. These platforms often allow for improved auditability.

Many of these solutions use blockchain. Blockchain creates an immutable ledger of data that can act as a digital mirror of the supply chain.

New data entries are verifiable by the other partners in the chain, which allows firms to provide dependable, authenticated and up-to-date information to other partners in the chain. A supply chain using blockchain for data transfer and management can benefit significantly from increased compliance with serialisation regulations, allowing products to be trackable through the full supply chain from manufacture to dispense.

BARRIERS TO IMPLEMENTATION

Implementing a digital solution can be a daunting task for many firms, especially when considering how to relocate existing records from legacy systems into new platforms.

Many companies have looked to third parties to assist with the integration of new systems to minimise the risk of problems or data loss that could be associated with installation by inexperienced parties.

FINAL THOUGHT

The move towards digitisation has been significant in 2019, particularly by companies in the EU after the FMD was brought into force. More and more firms are starting to investigate potential efficiencies offered by the use of new digital platforms and are looking for ways to implement these solutions into the current supply chain.

Marcelo Cruz is Head of Marketing and Business Development at Tjoapack.

Go to www.tjoapack.com

Top 5

Takeaways

1 Use of a digital process allows for more accurate and up-to-date secure data transfer.

2 Order forecasting can be improved through better data management and sharing.

3 Blockchain creates a ledger of data that acts as a digital mirror of the supply chain.

4 Third parties are able to assist with the integration of new systems.

5 New digital platforms offer greater potential efficiencies.

HEALTHCARE IN PHARMA’S NAME

I

n the quest for patient centricity, pharmaceutical companies are working with a more extensive and increasingly diverse group of providers than ever before. Services such as home care and therapy review are being augmented with remote/virtual patient support services, digitally enabled care, solutions that require multiple providers and programmes supporting rare and orphan drugs and named patient supply.

Most of these services are Regulated Activities under the Health and Social Care Act, and providers must register with regulators such as the Care Quality Commission.

As the care delivered must be identified under the ABPI Code of Practice as being supported by the pharma company the essential question is: “How do pharma companies assure themselves that the care provided in their name meets the highest standards required by regulators?”

Most pharmaceutical companies engaging a provider complete due diligence and audit that covers: Financial probity; Quality management systems; ABPI compliance; Pharmacovigilance.

These things are essential, but how is the quality of care provided by the supplier established before services start and throughout its operation? Additionally, how is the capability and resilience of a provider determined?

The CQC asks a provider to demonstrate they are: Safe; Effective; Responsive; Caring; Well-led.

Perhaps pharmaceutical companies that have care delivered in their name should be asking the same questions before engaging a provider? govENHANCE are experts in healthcare quality and governance www.govenhance.org info@govenhance.org 07903 727891

M AG A ZI N E S P EC I A L ED I T I O N | JA N UA RY 2020 | 2 9

“The need for high quality, motivated and commercial individuals won’t change, but the demand for more flexibility may well” WO R D S BY

Alan Kidd, CHASE

FLEX FOR SUCCESS

These unpredictable times call for flexibility, and industry must adapt if it is to survive.

3 0 | P H A R M A FI EL D.CO.U K

A DV ERTO R I A L

B

y the time this article is published, the result of the 2019 UK General Election will be known and irrespective of the outcome, the ‘political football’ that is the four Nation NHS will again be centre stage. The issue of Brexit has further pushed the travails of the NHS to the front of the political agenda.

We shouldn’t really be surprised, because the NHS has been around for more than 70 years and is an integral part of British society. However, as the population gets larger and people live longer, and with treatments getting ever-more sophisticated and effective, it is no surprise that the money required to keep pace only increases. In fact, in 2019/20 the Department of Health and Social Care in England plan to spend £139.3 billion – of which 95% will go on salaries and medicines/devices. Add in what’s spent in the other four nations and the sums are so significant that it inevitably has a knock-on effect on the industries that service the NHS. BALANCING ACT

The move towards merging NHS and social care budgets, with structural changes to match, will increase the need for industry to adapt if it is to survive, let alone thrive.

Pharmaceutical and healthcare companies will again have to balance pleasing their shareholders with ensuring that the NHS gets value for money.

This is challenging, particularly for new products that offer incremental improvements on existing treatments. The argument being, why should the NHS spend more money on a new product that offers only a marginal improvement over products which may already be off-patent and therefore available in a cheaper generic form?

This can mean that innovative new products coming to the UK market are delayed, which effectively reduces time between discovery and loss of patent protection.

To secure a licence, the product has to be proven to be safe to use, then clinical studies have historically focused on demonstrating significant improvements in efficacy compared to a placebo. However, with patent

expired market-leading products that are both safe and effective, increasingly payors are demanding that clinical studies offer real world evidence, which demonstrates that the new product offers significant benefits over these current market leaders.

Even when the demands of NICE/SMC etc are met, and a licenced product is approved for use in the NHS, there is no guarantee that a new product will be adopted quickly and consistently. Gone are the days when a licence was granted and companies could rely on a UK-wide launch to grow market share. Increasingly, local decisions at Health Authority and Health Board level can result in a patchwork of uptake of new products. Local formulary decisions at CCG, hospital or even at GP practice level can add further highly significant delays.

EXPECT THE UNEXPECTED

Irrespective of the 2019 election result, what can the UK pharmaceutical and healthcare industry look forward to in 2020 and beyond?

In a word, unpredictability!

This ‘unpredictability’ means that companies are having to look at numerous ways to effectively and efficiently launch and grow their new brands, whilst maintaining appropriate resources behind mature brands. Not only do they need to decide on the correct mix of roles, but they are also wisely asking if having all of their commercial field-based resource on permanent headcount is absolutely necessary, or indeed financially prudent.

In the current climate, having all commercial field-staff on permanent contracts is a high-risk strategy. Should a product launch flounder due to slow market access, then the possibility of having to downsize teams becomes a reality, with all of the significant costs of redundancies, as well as the impact on corporate reputation, company motivation and the ability to attract talent in the future.

Against such a challenging backdrop, how can pharmaceutical and healthcare companies ensure success and manage risk?

Clearly, one area to consider is the benefit that comes from having increased flexibility across commercial teams. The size of sales forces is reducing, but in contrast the proportion of contractors is increasing for the following reasons:

WHY OUTSOURCING WORKS

1. Speed of deployment • To quickly take advantage of market/ brand opportunities

2. Operational flexibility • To differentially resource based on where market access has been granted or denied

3. Risk mitigation • To deploy resources appropriately in volatile or competitive markets

4. D eploy or pilot

new capabilities • Which don’t already exist in the organisation

5. Expertise • To bring in expertise in therapy area or promotional model

6. Talent Management • To build and support a talent pipeline within the organisation.

CSO SERVICES

In an NHS environment where unpredictability is a constant, the services offered by CSOs remain highly relevant – perhaps more so than ever. The leading providers of CSO services, including CHASE, continue to develop their offering to match the needs of clients – for example, meeting the demand to provide more specialist teams, deploying field resource in a more thoughtful way, and ensuring that top talent has a route into the industry. Therefore, one prediction for 2020 is that the need for high quality, motivated and commercial individuals won’t change, but the demand for more flexibility may well.

Alan Kidd is a member of the CHASE Business Development team.

Go to www. chasepeople.com

M AG A ZI N E S P EC I A L ED I T I O N | JA N UA RY 2020 | 31

D I R ECTO RY

DIRECTORY

AMPLITY HEALTH Amplity Health is the true partner of global healthcare companies who builds transformational solutions by challenging the boundaries of commercialisation strategies to improve the lives of patients. www.amplity.com info@amplity.com 01753 251 321 CHASE CHASE is a leading provider of contract and permanent people solutions in the pharmaceutical, healthcare and clinical industries. www.chasepeople.com connect@chasepeople.com 0131 5536644 CLEARWATER INTERNATIONAL With offices in Europe, the US and Asia, the Clearwater International team delivers seamless, integrated global advice to SME/ owner-managed, corporate and private equity clients. There are 10 integrated international sector teams including business services, consumer, healthcare, and industrials and chemicals. www.clearwaterinternational.com Ramesh.Jassal@cwicf.com 0845 052 0374 CONCLUSIO LIMITED Advisory, market access and service development. www.conclusio.org.uk Jamesprroach@yahoo.co.uk 07966 807371

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E4H E4H is an industry leader in medical education and partnership working. We work closely with our clients, healthcare professionals and patients to understand needs and provide the right solutions. www.e4h.co.uk enquiries@e4h.co.uk 01462 226126

THE PM SOCIETY The PM Society was established over 40 years ago as a not for profit organisation to serve the needs of the pharmaceutical industry and its service agencies. www.pmsociety.org.uk info@pmsociety.org.uk 01403 264898

IPERION Iperion Life Sciences Group provides effective tailor-made products and services for each market segment in the life sciences industry: pharma-biotech, medical devices and health care sectors.

RECIPHARM Recipharm is a global contract development and manufacturing organisation (CDMO) focused on supporting pharmaceutical companies with an end-to-end service offering from early-stage development

www.iperion.com contact@iperion.com +31 73 6488000

through to commercial production. With over 20 years’ experience the team is able to manage project complexity and deliver value for money for customers. www.recipharm.com info@recipharm.com +48 8 602 52 00

MEDICINES DISCOVERY CATAPULT Medicines Discovery Catapult is a national facility connecting the UK community to accelerate innovative drug discovery. Providing unique scientific capabilities and acting as a gateway to UK resources and expertise, supporting UK SMEs to drive the development and industrialisation of new approaches for the discovery of new medicines. www.md.catapult.org.uk info@md.catapult.org.uk 01625 238734 ORIGIN Origin designs, manufactures and supplies healthcare packaging globally.

Origin’s unrivalled model of concept to completion drives cost down and increases speed to market. www.originltd.com info@originltd.com 01482 638380 PHARMAJOBS Where Pharma Talent Goes. PharmaJobs supports pharmaceutical professionals who strive for more, whether established thought leaders, or rising stars making their mark in industry. We provide the best roles for you to take the next step in your career. www.pharmajobs.co.uk hello@pharmajobs.co.uk 01462 226126

THORNTON & ROSS From its base in Huddersfield, West Yorkshire, Thornton & Ross develops, manufactures and supplies a wide and growing range of branded OTC medicines, dermatological preparations, niche generic medicines and other pharmaceutical, healthcare and hygiene products. www.thorntonross.com 01484 842217 TJOAPACK Tjoapack is a global contract packaging organisation specialising in primary and secondary pharmaceutical packaging and supply chain management services.

With over 30 years’ experience Tjoapack is dedicated to shaping the future of the pharmaceutical supply chain to be safer and more reliable for customers and for patients. www.tjoapack.com dexter.tjoa@tjoapack.com +31 (0)88 9871 100 WILMINGTON HEALTHCARE Providing data, insight and intelligence across the healthcare community. www.wilmingtonhealthcare.com info@wilmingtonhealthcare.com 01268 495600

Revolutions require passion.

For over a century we have been pioneers in setting new standards in healthcare through diagnostics and medicines. Today, novel data sources and analytics hold a meaningful promise: to ensure the right treatment for the right patient at the right time. So we will continue to work with those who share our purpose, advancing science – not for its own sake, but for humanity.

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NE W YE AR , NE W JOB?

PHARMA JOBS .CO.UK W H E R E P H A R M A TA L E N T G O E S