Pf Magazine November 2016

FACE OFF

November 2016 PHARMAFI E LD.CO.U K

TRADITIONAL SALES

versus

REMOTE DETAILING

Create your future Exceptional sales, marketing, clinical and nursing opportunities from graduate to executive level from Star – the industry’s most preferred contract sales organisation and recruitment agency*.

Submit your CV to solutions@starmedical.co.uk or call our team on 01628 581 240. starmedical.co.uk *Pf’s Company Perception, Motivation and Satisfaction survey, 2016

WELCOME

EDITOR

John Pinching john@pharmafield.co.uk A S S I S TA N T E D I T O R

Amy Schofield amy@pharmafield.co.uk ART DIRECTOR

Emma Warfield emma@pharmafield.co.uk SALES & MARKETING DIRECTOR

Hazel Lodge hazel@pharmafield.co.uk FINANCIAL CONTROLLER

Fiona Beard finance@events4healthcare.com P f AWA R D S

Melanie Hamer melanie@events4healthcare.com PUBLISHER

Karl Hamer karl@events4healthcare.com pharmafield.co.uk events4healthcare.com @newpfmag @pharmajobsuk HEAD OFFICE

Spirella Building Bridge Road Letchworth Garden City Hertfordshire SG6 4ET United Kingdom

Cover illustration by Alex Buccheri alexbuccheri.com The content of and information contained in this magazine are the opinions of the contributors and/or the authors of such content and/or information. Events 4 Healthcare accepts no responsibility or liability for any loss, cost, claim or expense arising from any reliance on such content or information. Users should independently verify such content or information before relying on it. The Publisher (Events 4 Healthcare) and its Directors shall not be responsible for any errors, omissions or inaccuracies within the publication, or within other sources that are referred to within the magazine.

The Publisher provides the features and advertisements on an ‘as is’ basis, without warranties of any kind, either express or implied, including but not limited to implied warranties of merchantability or fi tness for a particular purpose, other than those warranties that are implied by and capable of exclusion, restriction, or modification under the laws applicable to this agreement.

A

Letter from the Editor

s we adjust to life as EU mavericks, argument and counter-argument rage regarding the economy, jobs, austerity and the British manufacturing industry.

Elsewhere, there continues to be widespread condemnation at the financial cutbacks made by the NHS. Things are so strained at the Department of Health that Jeremy Hunt had to applaud his own speech at the Tory party conference!

Meanwhile, fans of Bake off – and its ongoing saga – don’t bat an eyelid when Channel 4 devours its broadcasting rights for £36m, nor do they seem to mind that they have been paying their own dough towards the BBC production for the last six years.

Those outraged are, quite probably, the same people who would begrudge pharma 36 pence profit from their life-saving drugs.

Alas, there always seems to be considerable hypocrisy when it comes to healthcare. To an extent I can understand this – there isn’t much flag waving of pharma’s brilliance in popular culture.

Having said that, there are always those that revel in perpetuating the myth of pantomime villainy.

Consequently, our regulators – the ABPI – have a tough job as they seek to support and celebrate the industry’s ambition, without allowing us to ‘cross the line’ into American-style triumphalism. In these pages, discover ABPI Chief of Staff, Sam Ogden's view of what the modern organisation represents and the vital role it has over the next few years.

Also, we are serving up our very own ‘bake off’, between the ‘roast beef’ of traditional sales, and the ‘nouvelle cuisine’ of remote detailing, while also catching up with members of the Pf Award Winners Club as they reflect on their glory days.

No copying, distribution, adaptation, extraction, reutilisation or other exploitation (whether in electronic or other format and whether for commercial or non-commercial purposes) may take place except with the express permission of the Publisher and the copyright owner (if other than the Publisher).

The information contained in this magazine and/or any accompanying brochure is intended for sales and marketing professionals within the healthcare industry, and not the medical profession or the general public.

Pf is published monthly. For subscription details, telephone 01462 476119 or email hello@pharmafield.co.uk.

HAVE AN OPINION ON SOMETHING YOU ' VE RE AD IN P f MAGA ZINE? @NewPfMag

M AG A ZI N E | N OV EM B ER 2016 | 1

MAGAZINE

Contents “The technology we use to maximise the customer interaction and experience is evolving all the time, from sales representatives routinely using tablets, to a whole suite of multi-channel customer interactions. ” Cover story, page 8

3

12

20

Your essential tour of healthcare and pharma-based tales

Our new political correspondent analyses the new funding landscape

Niamh returns with more intriguing tales from the pharmacy counter

N E WS

8

F E AT U R E

14

F E AT U R E S

COFFEE BREAK

Techniques compete as face-to-face and remote selling vie for supremacy

JP takes a latte with a sector-jumping healthcare visionary

10 OPINION

Henry’s back with a polite request for basic good manners

11 F E AT U R E

Are ‘motherless babies’ the fertile imaginings of the Press?

2 | PH A R M A FI EL D.CO. U K

16

OPINION

22 F E AT U R E

More career moves as CVs are updated across the country

24

F E AT U R E

P H A R M ATA L E N T

Healthcare luminaries and an insider give their views on the ABPI

Ashfield’s Greg Draper talks about the key to industry evolution

18 F E AT U R E

Your guide to STPs and how ‘footprints’ are the future of local NHS services

26 F E AT U R E

The Pf Award Winners Club reflect and rejoice in the House of Commons

P f N E WS : B R IN G IN G YOU TH I S M O NTH ' S E SS ENTI A L H E A D LIN E S

A N T I M I C R O B I A L R E S I S TA N C E

THE FORCE AWAKENS A landmark declaration has been agreed by 193 countries to combat antimicrobial resistance – currently the biggest threat to global public health.

The historic agreement was signed at the United Nations General Assembly, in New York, and follows a worldwide campaign led by Chief Medical Officer, Professor Dame Sally Davies, and Health Secretary, Jeremy Hunt, to highlight the threat posed to modern medicine by resistance to antibiotics.

The nations have committed to tackle drug resistant infections and agreed to develop surveillance systems on the use and sale of antimicrobial medicines for humans and animals.

They will also encourage the development of new antibiotics, improve rapid diagnostics and conduct awareness-raising activities.

It is estimated that over 700,000 people die annually due to drug-resistant infections such as TB, HIV and malaria. Because of the lack of global data, however, it is feared that the real number is actually much higher. If left unchecked, drugresistant infections will kill 10 million people a year and cost the worldwide economy $100 trillion by 2050. Meanwhile, simple surgeries could become life-threatening, infections – such as gonorrhoea – may become untreatable, and chemotherapy would no longer be possible.

Dame Sally said: “This declaration is the culmination of six years' hard work and I am extremely proud that every UN member state is now engaged in the enormous task of tackling the greatest future threat to our civilisation.”

Pf View: Industry has woken up to the possibility of an antibiotic apocalypse. Incredibly, the problem has emerged because of widespread ‘socially acceptable’ drug abuse by patients, who believe they know better than doctors.

B PA R T N E R S H I P S

Here’s looking at you, kidney

ayer and Evotec have entered into a five-year, multi-target research partnership to develop multiple clinical candidates for the treatment of kidney diseases, such as chronic kidney disease in diabetes patients.

Both companies will contribute novel drug targets and high-quality technology platforms to develop innovative treatment options for those severe conditions. The partners will share responsibilities during pre-clinical development of potential candidates.

Under the terms of the agreement Bayer will receive exclusive access to selected candidates, as well as Evotec’s CureNephron target pipeline. Bayer will also be responsible for any subsequent clinical development and commercialisation.

Evotec will receive a minimum of €14 million over the contract period, including research payments and an undisclosed license fee. In addition, Evotec is eligible to receive preclinical, clinical and sales milestones of more than €300 million.

Dr Cord Dohrmann, Chief Scientific Officer of Evotec, commented: “We are very proud and excited to expand our efforts in kidney diseases, together with Bayer, in this area of enormous unmet medical need.”

M AG A ZI N E | N OV EM B ER 2016 | 3

BAC K T WE ET THE WORD ON CYBER STREET SOMETHING TO SAY? @NewPfMag

ALZHEIMER’S DISEASE

Women could stave off Alzheimer’s symptoms

Mark Gallagher @_markgallagher

Good to see @McLarenF1 partner @GSK appoint Emma Walmsley as CEO. £80bn company; she is now one of only 6 female CEO’s in FTSE100. #F1 Leah McGrath, RDN @LeahMcGrathRD

Often wonder if people who are against “Big Pharma” have ever had a family member whose life was saved by pharmaceuticals/drugs/ medicines.

ABPI @ABPI_UK

#Asthma is one of most common medical conditions amongst children & adults hospitalised with #flu. Go & get your #vaccine #westminsterfluday Labour Health @LabourHealth

@JonAshworth asked Ministers for assurances that the NHS will still be able to recruit from the EU to tackle staff shortages. No answer.

Maria @paton_maria

Women’s better verbal memory skills could make them more resilient to early stages of Alzheimer’s disease, according to new research.

The analysis – conducted at Albert Einstein College of Medicine in New York – included 254 people with Alzheimer’s disease, 672 people with mild cognitive impairment and memory problems, and 390 people with no thinking or memory problems.

The researchers measured how much glucose was used in the area of the brain responsible for memory – the temporal lobe – to understand how well participants’ brain cells were functioning. The measurement was then compared to their verbal memory skills.

Compared to men, women scored better on verbal recall tests, even when they had mild to moderate problems with brain glucose metabolism, while there was no difference in test scores once the participants had advanced metabolism problems.

Dr Doug Brown, Director of Research and Development at Alzheimer’s Society, said: “With dementia disproportionately affecting women, understanding how better language skills might be masking the effects of the condition could help doctors to better spot the early warning signs.”

Is the #STP working? Do we need to rethink if it’s going to take 5 years at least to train new #cardiacphysiologists? #NHS Jackie Daniel @JackieDanielNHS

Lots happening this week including @CareQualityComm hospital inspection. Session Thurs with acute trust colleagues about STP #nopressure Sharron Gordon @AnticoagPharma

Wide discussions about challenges in driving change in the #NHS. Find champions, use levers & commissioning, be resilient.

Keep learning

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

PSORIASIS.

FOAM PARTY

A

dult patients in Scotland will now be able to access Enstilar ® (calcipotriol/betamethasone dipropionate) for plaque psoriasis. The Scottish Medicines Consortium (SMC) has accepted LEO Pharma’s first fixed-combination cutaneous foam spray for use within NHS Scotland.

This decision confirms that GPs and dermatology clinicians are now authorised to prescribe Enstilar ® for the management of all plaque psoriasis severities in adult patients, aged 18 years or older.

The SMC’s positive recommendation follows its UK Marketing Authorisation in April. Clinical studies show that it is a more effective topical combination treatment than those currently available and is generally well-tolerated. More than half of patients in clinical trials experienced significant signs of improvement within four weeks, with some patients seeing improvements at one week.

NEWS

DEPRESSION.

DEPRESSION IN DENMARK DISSECTED

T

he use of hormonal contraceptives – especially among adolescents – was found to be associated with depression, according to a Danish study.

The nationwide prospective analysis included all women and adolescents aged 15 to 34 living in Denmark between 2000 and 2013. This was after the exclusion of those with a prior diagnosis of depression or other major psychiatric disorder. A total of 1,061,997 women were followed up for an average of 6.4 years.

The study, published in JAMA Psychiatry, found that the use of all types of hormonal contraceptive were associated with the subsequent use of antidepressants and a diagnosis of depression. The highest risk rates were seen among adolescent girls, aged 15 to 19 years.

NHS

Eli Lilly and Company has announced that the European Medicines Agency’s (EMA) Committee for Medicinal Products for Human Use (CHMP) issued a positive opinion recommending the granting of a conditional marketing authorisation for olaratumab.

Used in combination with doxorubicin, it will treat adults in the European Union (EU) with advanced soft tissue sarcoma and, if approved, will be marketed under the trade name LARTRUVO™.

The CHMP reviewed olaratumab under EMA’s accelerated assessment programme and the positive opinion is now referred for final action to the European Commission, which grants marketing authorisation in the EU. An EC decision on marketing authorisation is expected within two to three months of CHMP issuing its recommendation.

This will be Lilly’s first conditional approval in the EU.

A P P R OVA L S

Eli the CHMP-ions

PERSONS of INTEREST NHS England (NHSE) is launching a major consultation on how conflicts of interest are managed, while also clamping down on inappropriate behaviour.

During the six-week session, all interested parties will have the opportunity to make their voices heard about the proposals, which cover gifts, sponsorship, hospitality, employment and other interests.

NHSE set up a group to look into developing a stronger approach to managing conflicts of interest – both real and perceived – in March this year.

The group is led by Chair of NHS England, Sir Malcolm Grant, and includes representatives from the Association of the British Pharmaceutical Industry, the British Medical Journal, NICE, the Care Quality Commission and the Local Government Association.

Following the consultation, NHS bodies will work together to finalise the guidance and ensure effective implementation of the plans.

Pf View: This strategy to modernise certain aspects of the vast NHS monolith looks promising on paper. Cultural change, however, will have to be slick and noticeable if the exercise is to be acknowledged as worthwhile.

M AG A ZI N E | N OV EM B ER 2016 | 5

M E N TA L . . H E A LT H .

HEAD STRONG

WO R K– L I F E B A L A N C E

Mother’s pride AbbVie has been named one of the 100 best companies for working mothers. It is the forth year in a row that Working Mother magazine, in the U.S., has recognised AbbVie among its ‘Working Mother 100 Best Companies’ for outstanding leadership in creating progressive programmes, advancement of women, flexibility, child care and paid parental leave.

Kristen Weirick, Vice President, talent acquisition and diversity and inclusion, said: “This recognition highlights AbbVie’s policies for supporting all parents as they manage the demands of work and family.”

INVESTMENT

Phil and grant The Association of the British Pharmaceutical Industry (ABPI) has welcomed Philip Hammond’s pledge to back the strength and growth of the UK pharmaceuticals sector.

In his speech to delegates at the Conservative Party Conference in Birmingham, the Chancellor announced that if bidders secure multi-year EU funding –before Britain leaves the European Union – the UK government will continue to subsidise those projects, even after the EU exit. His comments were a guarantee to bidders whose projects meet UK priorities and value for money criteria.

The Chancellor also announced the government’s commitment to investing £220 million to support the research and development of innovative new technology in the life sciences sector.

Mike Thompson, Chief Executive of the ABPI, responded to the Chancellor’s pledges by saying: “What we hear is a clear signal from Government that the UK remains open for business, and will continue to be a great place for the discovery and development of medicines and medical technologies of the future.”

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

A

n extra £25m will be shared among Clinical Commissioning Groups (CCGs), across the country, to accelerate plans for improving mental health services for children and young people.

NHS England has reprioritised spending on national programmes and aims to identify an additional £25m for CCGs to spend in 2016/17.

The funding is intended to cut waiting times for treatment, reduce waiting list backlogs and minimise the length of inpatient care. It will also ensure that an extra 70,000 children and young people will be able to access evidence-based treatment by 2020.

In order to secure release of the additional £25m, CCGs will be asked to provide details of how they intend to improve average waiting times for treatment by March 2017.

Clare Murdoch, NHS England’s National Director for Mental Health, said: “We hope this year to see some real headway being made on ensuring that children and young people with mental health needs are seen and treated as quickly and as close to home as possible.”

A N T I – I N F L A M M ATO R I E S

EPIC FAIL FOR COMMON PAINKILLERS

Common anti–inflammatory painkillers have been linked to an increased risk of heart failure, a study published in the British Medical Journal has concluded.

Non-selective non-steroidal antiinflammatory drugs (NSAIDs) – such as the widely-used ibuprofen – were found to be associated with a 19% increased risk of hospital admission for heart failure, compared with people who had used NSAIDs at any point in the past.

Previous studies have linked the drugs to abnormal heart rhythm – which can cause heart failure – and an increased risk of a heart attack and stroke, if taken regularly.

The study – conducted in Milan – collated data for almost 10 million NSAIDs users from the Netherlands, Italy, Germany and the UK. Overall, the databases covered over 37 million people, from which a cohort of individuals starting NSAID treatment was selected. A total of 92,163 hospital admissions for heart failure were identified among the group.

The risk of admission for heart failure increased for seven traditional NSAIDs (diclofenac, ibuprofen, indomethacin, ketorolac, naproxen, nimesulide, and piroxicam) and two COX 2 inhibitors (etoricoxib and rofecoxib).

NEWS

I M M U N OT H E R A PY

The right to niv

ZIK A VIRUS

NET CLOSES ON ZIKA

S

anofi and its vaccines global business unit, Sanofi Pasteur, have announced that the Biomedical Advanced Research and Development Authority (BARDA) has agreed to a proposal that will fund the manufacture of an inactivated Zika vaccine for phase II development.

The World Health Organization declared Zika an emergency in February, and Sanofi Pasteur committed to researching and developing a vaccine to prevent Zika shortly after.

In July 2016, the company announced a Cooperative Research and Development Agreement with the Walter Reed Army Institute of Research (WRAIR) on the co–development of a Zika vaccine candidate. The BARDA funding will take WRAIR’s Zika-purified inactivated virus (ZPIV) vaccine into phase II development, with the manufacturing and characterisation of the vaccine product.

Sanofi Pasteur is also in the process of creating a clinical development and regulatory strategy, while WRAIR and the National Institute of Allergy and Infectious Diseases (NIAID, part of the U.S. National Institutes of Health) are conducting a series of phase I ZPIV trials.

APPRENTICESHIPS

Immunotherapy drug nivolumab has been hailed as a potential “game changer”, after it was found to greatly improve survival for patients with relapsed head and neck cancer.

Trial results reported that more than double the number of patients taking nivolumab were alive after one year, compared to those treated with chemotherapy. Of the 361 patients in the trial, 240 – with relapsed or metastatic head and neck cancer – received the therapy, and 121 received one of three different chemotherapies. UK patients received the chemotherapy drug, docetaxel, which is the only treatment approved for advanced head and neck cancer by NICE. Patients with cisplatin-resistant relapsed or metastatic head and neck cancers are currently expected to live less than six months. The study found that after one year of being treated with nivolumab, 36% of patients were still alive, compared with 17% for the comparator arm.

Median survival for patients on nivolumab was 7.5 months, compared with 5.1 months for chemotherapy. Meanwhile, 13% of patients also suffered fewer side effects, compared with 35% of patients who received chemotherapy.

I pharma, therefore I am

A new report from the ABPI has shown that the number of apprenticeships offered by pharmaceutical companies more than doubled in the two years between December 2013 and December 2015.

It highlighted partnerships between the pharmaceutical industry and academic institutions, including the UK’s top universities, charities and the NHS. Most of these apprenticeships are advanced level 3 and high level 4+ courses, with some apprentices working towards foundation and honours degrees.

The number of undergraduates on placement at pharmaceutical companies also increased by 42% over this period. In addition, more than 550 PhD students are currently being supported by pharmaceutical companies and given the opportunity to gain industrial experience.

Several major collaborative projects and initiatives are also growing rapidly as industry shifts towards long–term open partnerships.

Pf View: This is intriguing.

In all the interviews I (JP) have ever carried out with industry folk, no one has ever declared a historical teenage love for pharma.

Evidently this is changing…

M AG A ZI N E | N OV EM B ER 2016 | 7

WORDS BY

Amy Schofield |

I L L U S T R AT I O N B Y

Alex Buccheri

FACE ROS S MAC PH E E

K AR E N B E LL

Head of Integrated Multi–channel Engagement (Delivery), Europe, Quintiles

Business development director at Ashfield Commercial & Medical Services, part of UDG Healthcare

Industry reports consistently confirm that face–to–face sales representatives continue to be valued by physicians, and that their services remain important to their practices. Remote interactions such as e-detailing, however, are being increasingly adopted by pharma companies. The reasons range from, seeking out more efficient promotional models – through segmentation strategies – to customer engagement.

Our own market research* recently provided first–hand insight of healthcare professionals (HCPs), following a Quintiles’ delivered e–detailing service.

• 91% of physicians said they are likely to repeat an e–detail following their first experience • 63% of physicians we surveyed think e-detailing is the future of promotional contact • Physicians anticipate spending about half of their time on e– detailing interactions and half in face–to–face meetings.

We are all adopting more varied methods of communicating as the technology presents itself, and HCPs are proving to be no different. HCPs want choice to suit their mood or their circumstances; what counts is creating valued touchpoints and positive customer experiences through each touchpoint or channel.

Research conducted by a third party with 101 physicians (GPs and specialists) covering four Quintiles–managed customer projects between July 2014 – August 2015. *

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

Sales techniques have evolved with advances in technology to include an increasing element of digital marketing, with the majority of pharma companies now using digital sales aids, and increasingly, an element of remote detailing.

Channel preference is the key here; there will always be healthcare professionals who want to have face– to–face interactions, but there are an increasing number of customers who are willing – and indeed prefer – to engage remotely, via either the telephone or on a digital platform such as WebEx. Successful co–existence of face–to– face calling and remote detailing is dependent on selecting the preferred delivery method for that customer.

Pharma companies need to be able to effectively map preference and deliver calls via the selected channel using a variety of digital tools and content.

Remote detailing can open up access to previously unseen customers, and provides more effective use of the representative’s time. This allows for vast geographies to be serviced by a relatively small team of people.

Traditional sales versus remote detailing

COVER STORY

OFF LE E G IT TI N G S

N I C K L AVE RY

Sales Director, Boehringer Ingelheim

Managing Partner, Republic M! Group

The technology we use to maximise the customer interaction and experience is evolving all the time, from sales representatives routinely using tablets, to a whole suite of multichannel customer interactions. Both aspects complement one another and the research backs this up.

I still think the old adage that ‘people buy from people’ is very relevant, but this does not always have to be face-to-face. E-detailing can add that extra dimension of flexibility around the customer need.

It can also increase the reach of relevant data to customers, complementing the efforts of the face-to-face salesforce. Evolution will involve further use of more sophisticated and reliable technology, which may challenge the more traditional representatives to move out of their comfort zone.

It will also inform and evolve the recruitment decision criteria in the future, while attracting and retaining generation X and Y talent.

Personal selling remains one of the most powerful channels to influence behavioural change. Despite this, the environment has become extremely challenging with significant declines in market access for medicines, physical access to customers and increasing costs to deliver target activity.

Deployment of field teams has changed with less ‘blanket, total coverage’ teams and more focus on strategic account managers who develop local market access. Remote detailing is a growing element of personal selling, as it is highly-targeted and can be deployed according to specific environmental conditions in order to deliver a strong return on investment.

Although there is a spectrum of deployment models, there are two that are becoming most common in the UK. 1. Maintain reach with less investment • Same activity levels with less total investment.

2. Increase reach and targeting in Primary and Secondary Care • Increase activity levels with smaller budget increments • F ield team remains focused on access and remote detailing is deployed to accelerate adoption.

As companies move to the adoption of remote detailing, there are opportunities to amplify impact, and the evolution will include customer journeys.

Industry has always evolved with the times, but being at the forefront of the digital realm has remained elusive. Remote or e-detailing, however, is changing the face of pharma sales − quite literally.

The question is, can it really remove the human touch altogether?

We ask some of the major players in this intriguing face off.

M AG A ZI N E | N OV EM B ER 2016 | 9

OPINION

W

To the manners born Lord Rubinstein returns with a polite trip down memory lane WORDS BY

Henry Rubinstein

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

hen I was a nipper, during the turbulent early 1990s, I would often go to stay with my grandparents in semi-suburbia.

Their rather unattractive – but strangely charming – house in Oxshott served as the backdrop to my earliest memories.

Being the house in which my mother grew up – along with my three aunts and uncles – there was a cornucopia of vintage toys and threadbare books. To this day, there is one which sticks out. Indeed, my grandmother still has it: Manners Can Be Fun. This rather eccentric, naively-illustrated tome was originally written in the 1930s, by an American author who felt the nation’s children were in need of a few life lessons. It focused on the value of being polite, sharing, forgiveness and how not to behave when you visit someone’s house. The drawings were absurdly overblown and it was always a firm favourite with my brother and I. In many ways this rather strange treatise still resonates today. It is my belief that society is in dire need of a little reacquaintance with old-fashioned grace. It seems – in our individual quests to become top dogs – we are in danger of forgetting those simple acts of courtesy and deference.

I’ve read the story of how David Cameron and Michael Gove had not spoken since the unpredictable circumstances which led to the EU exit. The once close allies are at loggerheads, respectively licking wounds and obsessively mulling over the carnage.

Seeing how this decade-long friendship was in tatters made me rather sad, and gave an indication of how the modern psyche operates. The inability to forgive – or at least hide wounds behind a mask of civility – is ugly and symptomatic of wider-society.

Surely the most mature course of action would be to move-on pragmatically.

It translates across all business and industries. There are times when a pitch has been lost or an existing account discontinued – everyone’s been there.

I’ve recently noticed, however, a creeping resentment among staff when adversity occurs. We dwell on situations, with selfdefeating consequences.

On a day-to-day level, it manifests itself in a variety of ways. The one which really frustrates me, is the inability to say ‘thank you’. This is inexcusable, regardless of your standing in life.

But should we be surprised at how prolific petulance is? You only have to turn on the television and watch politicians screaming at each other. Meanwhile, celebrities relish in launching foul-mouthed tirades or using their status as an excuse for appalling behaviour. We need to get a grip and grow up.

Let’s all try to be more considerate, forgiving and empathetic.

I remember a line from Manners Can Be Fun which feels apt; ‘Having good manners is really just living with other people pleasantly’.

Henry Rubinstein is planning manager at Triggerfish Communications. Go to triggerfish.co.uk

“It is my belief that society is in dire need of a little reacquaintance with old-fashioned grace.”

F E AT U R E

Are women about to become history?

Don’t believe the hype: health headlines dissected TH E S TO RY

TH E R E S U LT S

The tabloids were beside themselves with joy recently at the news that scientists have discovered a way to create embryos, without the need for ‘sperm meets egg’, potentially doing away with women forever and ever.

The scientists appeared to have also vetoed God, society and even dating, as they apparently demonstrated that healthy offspring could be created from mere skin cells.

The story, needless to say, was not all it seemed, as it emerged from more judicious sources that babies can’t just be fashioned from dust.

The scientists reported up to a 24% success rate in producing healthy mouse offspring using this technique. They also suggested that the process could be repeated in humans using cells other those from an egg.

TH E R E S E A RC H The study, conducted by researchers from the University of Bath, the Institute for Toxicology and Experimental Medicine (ITEM) and the University of Regensburg in Germany, used mice to observe if healthy offspring could be produced using a technique that bypasses the usual physical processes.

Chemicals which ‘tricked’ mouse eggs into developing into embryos, as though they had been fertilised, were used by the scientists. The ‘fake’ embryos – known as ‘parthenogenotes’ – were subsequently injected with sperm and implanted into female mice.

Despite the fact that the study relied on eggs taken from a female, and that the embryos were implanted into female mice, sections of the press surmised that the future – a femalefree world, where all you need is a stash of skin cells and some sperm – is already here. It isn’t – women do have a future.

TH E D E A L The success of these experiments on mice would not necessarily be translated successfully to humans. Then there’s the ethical minefield thrown up by the possibilities of this somewhat inhuman fertilisation technique.

As the scientists recognise, the study is speculative and simply demonstrates a principle. There is far more work to be done before women and their redundant wombs are consigned to the history books.

W HAT TH E PR E S S SA I D : ‘Fertility breakthrough means babies could be conceived from skin cells’ Daily Mirror ‘Ground-breaking fertilisation technique could allow gay couples to have babies with each other’ Independent ‘Scientists discover how to make embryos from skin cells instead of eggs, making women redundant’ MailOnline

ONE BORN EVERY MINUTE

255 BABIES UNICEF ESTIMATES THAT,

WORLDWIDE,

ARE BORN PER MINUTE

600,000

ON AVERAGE, WOMEN ARE BORN WITH

POTENTIAL EGG CELLS

Sperm release enzymes TO ‘MELT’ THE SURFACE OF THE FEMALE EGG

At the age of 45,

THE AVERAGE

WOMAN in Britain has had 1.9 CHILDREN

M AG A ZI N E | N OV EM B ER 2016 | 1 1

This is

ENGLAND Plans to transform the funding of medicines is under way – and they’re not necessarily NICE WORDS BY

Alex Ledger

I

n October, NICE and NHS England launched a consultation on proposed reforms. It stands to dramatically change which treatments are funded by the NHS in England.

If passed, this is perhaps the biggest change the pharma industry has seen since the 2012 Health and Social Care Act. The proposals will fundamentally alter the pre-eminent status that NICE has held for over a decade in the English healthcare system. Instead it will hand greater control to NHS England as price-setter and arbiter of many new treatments and technologies, before they can be used on the NHS. NHS England has held the role of pricing negotiator for specialised medicines – typically those for rarer diseases – since 2013. For some time, it has openly questioned the impact that the mandatory nature of NICE technology appraisal guidance has on its ability to decide how to allocate NHS funds.

At his hearing in front of the Public Accounts Committee in May of this year, Simon Stevens – NHS England’s Chief Executive – highlighted that a substantial proportion of the organisation’s cost pressure had come from NICE-approved drugs. Indeed, changes in the relationship between the bodies has long been in his sights, as Stevens continues to seek out ways of reducing NHS expenditure in line with national plans.

1 2 | PH A R M A FI EL D.CO.U K

POLITICS

NOT NICE – WHAT IS BEING PROPOSED • Creation of a national ‘budget impact threshold’ of £20 million set – crucially – by NHS England, and not NICE or the Department of Health. This will force new therapies into an affordability negotiation between manufacturers and NHS England, with the possibility of enforced access delays, until an acceptable price is agreed • If medicines breach the threshold, NHS England would step in to hold a commercial negotiation with the manufacturer • W here this threshold is reached or exceeded, removal of the 90 days mandated NHS funding order, as set down in statutory law, will occur until agreement is reached with NHS England, after which the 90 days will restart • T he introduction of a new ‘fast track’ appraisal process for medicines will come in below £10,000 per Quality-Adjusted Life Year (QALY) threshold • A new cost-effectiveness threshold for NICE’s Highly Specialised Technology process of £100,000 per QALY

M I N D OV E R M AT TE R The reforms in the consultation are intended to be limited to technologies that pose a higher budget impact risk to the NHS, however, there are important, wider implications too.

The timing of the joint consultation is noteworthy as it precedes the eagerly anticipated report of the Government’s ‘Accelerated Access Review’ (AAR), initiated by former Life Sciences Minister, George Freeman MP. The delayed review is meant to be setting forth measures to speed up the rate by which new, innovative medicines and technologies are assessed and made available to patients on the NHS. This new consultation has taken the wind out of the AAR’s sails and sets the tone for likely recommendations that will almost certainly set forth a reconfigured relationship between NICE and NHS England. If the current consultation is anything to go by, industry should expect to see government concessions expedite access timelines to NHS funding, but with an expectation of reduced prices.

Equally important is a new lower threshold status. Since the creation of NICE in 1999 the cost-effectiveness threshold of £20,000-£30,000 per QALY has never changed, not even in response to inflation.

In fact, the level has become deeply embedded in our health system as a signifier that the clinical effect of a new technology is worth the price being charged.

Like the application of its threshold, NICE guidance has held a gospel-like status.

Not to be challenged by NHS, industry and government alike – to the extent that,

in 2002, it was made mandatory by the Secretary of State for Health for the NHS to fund NICE-approved drugs within 90 days of a positive decision being published.

The status of NICE’s recommendations will fundamentally change should the proposals in the consultation hold out.

NICE may still determine a medicine to be clinically solid and cost-effective in line with its pre-existing rules, but this would no longer be enough to ensure that NHS funding will ensue. Rather, for medicines that pose certain financial implications for the NHS, a further negotiation would be required with NHS England, possibly leading to a lower agreed price. If such an agreement cannot be reached, a new medicine might not make it into the NHS at all.

Industry will be watching closely to see if these changes indicate the thin end of the wedge for funding technologies. Should they be implemented in the current form, NHS England will gain the power to legally stagger the implementation of NICE guidance for some medicines along its own timelines and subject them to the success of negotiations with the manufacturer.

While the consultation document states that NICE and NHS England intend to 'work together more closely to better manage access to new drugs and medical technologies', NHS England will still hold all the cards and have the ability to withhold funding until it is satisfied.

The consultation comes at a critical point for the life sciences industry in the UK. The implications of exiting the EU are still up in the air, but soundings from Government

indicate support of a prosperous, vibrant and – most importantly – inwardly-investing health tech sector.

The proposals announced may not deter pharma from its activities in the UK, however, they set a potentially worrying trend, as the country looks to set itself up as an attractive spot for industry to invest and launch. The erosion of NICE – internationally renowned as a gold-standard price assessor – will not necessarily fill a cautious global industry with optimism.

Alex Ledger is Deputy Managing Director at Decideum.

Go to decideum.com

M AG A ZI N E | N OV EM B ER 2016 | 13

ANGEL of the NORTH

JP meets a man who has the health interests of the North East in his blood INTERVIEW BY

I

John Pinching

’m having a chat with David Thorne – a vastly experienced healthcare guru who has sampled considerable quantities of vending machine coffee across all sectors. He is the Involve North East Chair and Managing Director at Blue River Consulting.

JP How does the consultancy work?

We advise two GP federations and carry out training, analysis and events for 20-30 pharma and medtech companies a year.

We’ve got around 80 associates and the main driver now is the changing NHS for the federations and pharma clients.

JP How long have you been based near Newcastle? I’ve been in North Shields for the last 30 years – a classic slice of Tyneside – but I grew up in Cardiff, which is similar as a community.

JP There is so much change postulated, what are the key areas for pharma?

There has been unprecedented change, and all through central executive direction, rather than legislation, so it’s a nightmare for pharma to track. My advice is to ignore the nomenclature – such as vanguards – and focus on why things are changing.

That helps you consider the intended endpoint, which is one integrated localised ‘Team NHS’ working in collaboration.

JP Sum up your career. Nurse, hospital manager, commissioner, pharma market access, commissioner again and, now, a decade of management consultancy for NHS and pharma clients. I also chair a patient engagement charity called Involve North East.

1 4 | PH A R M A FI EL D.CO.U K

COFFEE BRE AK

“The NHS will always be hopeless at networking, sharing good practice and implementing change.

There is an open goal there for pharma to bring people and organisations together.”

JP Why are things changing? Years of distraction, and false focus. The attention is now on the big rocks – acute hospital configuration, workforce costs and making teamwork happen. Sustainability and Transformation Plans (STPs) will be the first plans for almost 40 years where the NHS and social care has a joint plan, led by a named person.

JP What does pharma need to do to?

Stop seeing a world of simple paradigms like ‘hospital’ and ‘community’. Value has to be shown across a patient pathway of multiple touch points. That means having real world data and truly understanding pathways.

Companies may have data – but they don’t have primary care activity costs and have probably not met anyone in social care.

JP Is this real change or rhetoric? Real.

The policy detail out there has multiple catalysts, like alternatives to PbR and devolving budgets to new organisations.

Critically STPs now have the control total, so they effectively hold the sum of NHS budgets across their patch. It is a perfect time for NHS providers to work in new ways.

JP I’m starting to hear more about ‘Patient-level and Information costing systems’ (PLICS) It’s taken pharma too long to spot this. Payment by Results (PbR) is a price system – PLICS is the real cost of treating patients. It supplies the NHS profit and loss via service line reporting. Most trusts lose money when they treat patients, therefore, PLICS data is critical to defining cost efficacy. We’re starting to use it in primary care and it is revelatory.

JP What will the NHS look like then on the ground? Trusts will merge or form chains, maybe to 44 matching STPs. GP federations will link up with them in a variety of bodies, some totally unified, others virtual bodies or joint ventures. The future is being made now in places like Northumberland, Greater Manchester and Whitstable. The tricky part is how we sort the IT, workforce and money.

JP How has pharma responded so far?

It’s way off the pace, with each change being a complete surprise. I see bewilderment and this indicates an industry out of touch with its customer.

JP Will the NHS respond to pharma supplying improved propositions?

The early adopters will. They will inherit the 'new NHS' and, as its Darwinian processes develop, pharma needs to find the people constructing this new world. The systems are favourable; integration, contracts based on diseases – not transactions – and financial flexibility. Unfortuantely, I see pharma desperately catching up. I can’t remember a time when medicines have been mentioned less within NHS meetings.

JP How can pharma be more dynamic?

Identify the leaders of change. Get close, watch them, listen to them. Then find the right people to engage with. The collective lack of confidence I see in the field stems from guys realising that there is a gulf between their customers’ worlds and what they think their company wants them to do.

And they are right.

JP What is the challenge? The NHS will always be hopeless at networking, sharing good practice and implementing change.

There is an open goal there for pharma to bring people and organisations together.

The NHS is equally hopeless at introducing new technology, so show them how to use social media, webinars and technology.

JP Do you ever wish you’d stayed as a nurse? Yes. I worked in forensic psychiatry and am still fascinated by new ideas on personality disorders. But mental health nursing seems to have lost its soul and direction somehow, which is really sad.

JP What do you do to escape? I can walk to four Blue Flag beaches, and we have a weekend cottage 30 miles away in Rothbury.

No phone signal, no internet, five great pubs and the Northumberland National Park.

JP What record would you choose for the soundtrack of your life? Any Springsteen song takes me back to growing up in South Wales, but it would have to be ‘Looking for the heart of Saturday Night’ by Tom Waits.

JP Great choice. And, finally, what would be your last supper? Chips in Chinese gravy. Amen to that.

Go to blueriverconsulting.co.uk

M AG A ZI N E | N OV EM B ER 2016 | 15

Life of ABPI The organisation’s Chief of Staff Sam Ogden provides her intriguing outlook, while three industry experts offer fascinating outside perspectives.

WORDS BY

John Pinching

SAM OGDEN

is the Chief of Staff at the Association of the British Pharmaceutical Industry (ABPI)

The ABPI is a full service trade association supporting companies in the research-based pharmaceutical industry. We’re proud to say that we are the only trade association, recognised by government, for negotiating the Pharmaceutical Price Regulation Scheme (PPRS) on behalf of the branded pharmaceutical industry.

We’re also privileged to manage self-regulation – via operation of the ABPI code – and represent the industry, both in England and across the devolved countries. Collectively, our members supply more than 80% of all branded medicines used by the NHS. ABPI membership continues to grow with new companies signing up and consolidating our position as the single voice for industry.

This is particularly important for the UK pharmaceutical industry at this critical and exciting time. There are more than 7,000 new medicines in the global development pipeline. This is an inspiring wave of medical innovation, and our role is to provide a wide scope of services to help our members get medicines from lab bench to bedside.

We work with members and patient groups to offer insight into the research and manufacturing process, while looking to improve patient access through ongoing dialogue with the Department of

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Health and NICE. More than ever, we are striving for collaborative relationships with colleagues across the NHS. The most immediate challenge we face is ensuring our country is a prominent player in global industry, as the UK works to leave the EU. Building on our existing strengths is not only important for the economy and the future of a £60bn highly-skilled sector, but also vital for UK patients and the NHS. Britain has long been a thriving centre for the life sciences, and the medicines developed here profoundly change the lives of patients in their millions across the globe.

We’re already seeing how care delivery is changing for the better.

Treatments are becoming more personalised to individuals, with patients at the heart of how medicines are developed. As we use and understand ‘big data’ more effectively, and improve our knowledge of genetics and rare disease, our members are pioneering the delivery of advanced therapies – from cancer immunotherapies, to new ways of tackling dementia, Alzheimer’s and HIV. The future of our industry is exciting.

As an association, we must now adapt and work even more closely with the NHS and patients, as our medicines become more targeted to smaller groups of people. We must be more open with the public, through engagement with the media and organisations, to share this incredible journey towards new treatments and cures.

F E AT U R E

EMMA MORTON

DEBORAH EVANS

ONDINE WHITTINGTON

is Senior Media Strategist at Ruder Finn and formerly The Sun’s Health and Science Editor

is a pharmacist and Managing Director at Pharmacy Complete

is Managing Director at Virgo Health

“What’s the main role of the ABPI?” a new Ruder Finn employee recently asked before their ‘Code of Practice’ training session.

Good question. While its commercial arm focuses on communicating the true value of medicines to the Government and NICE, the rest of the organisation works hard to build bridges between the majority of UK pharma companies, the NHS, professional healthcare organisations, patient groups, research institutions, the press and broadcasters.

The ABPI has an important role, ensuring that a vibrant and productive research-based science industry is supported in the UK, and at the heart of policy and decision-making.

From a communications perspective, the ABPI is seen as the industry gatekeeper; the organisation responsible for promoting the work of the pharmaceutical industry.

Furthermore, it showcases the impact it has on people’s lives, while instilling trust and protecting the industry’s reputation.

Providing one voice on behalf of its members, it should always work in collaboration with them to ensure it reflects the current thinking and opinions of the wider industry. There should also be support for industrywide examples of reform, such as data transparency and transfer of value initiatives.

The ABPI has a key role in championing the UK as a science and healthcare powerhouse – proudly and proactively communicating the work carried out by industry.

“The ABPI should not be afraid to urge the Government to increase investment in the vital healthcare sector.”

It could, however, do more to encourage innovation and remove bureaucratic obstacles. And it should not be afraid to urge the Government to increase investment in the vital healthcare sector.

It could also step in more frequently to represent its industry. Many firms are reluctant to offer a spokesperson, and media opportunities to hear an industry perspective are lost. The ABPI can close this gap, as the voice of reason on access to medicines and NHS treatment ‘rationing’.

Recently our Prime Minister vowed to accelerate the Brexit process and the Leave campaign promised millions more for the NHS and improved access to treatments. Hopes are high and the ABPI can now focus on ‘bringing medicines to life’.

“The ABPI needs to work closely with the NHS to ensure that the Health Service, and tax payers, get best value.”

In the current environment – where demand for resources has never been higher – the ABPI also needs to work closely with the NHS to ensure that the Health Service, and tax payers, get best value from the medicines it procures.

I see the ABPI as having a vital role in negotiating what a productive and appropriate engagement looks like between the NHS and industry, establishing a framework for individual companies to engage.

By representing its members, the ABPI is able to discuss collaboration, without having specific medicine interests. This can avoid potential conflicts of interest and ensure all parties are able to develop together.

Ultimately, the ABPI sets the standards for the industry through self-regulation. The Code of Practice is critical in protecting the reputation of the industry and the healthcare professionals it engages with. It is essential that member organisations, non-members and the NHS exhibit impeccable behaviours when engaging with each other, to avoid external regulation and reputational damage to any party.

“The ABPI has a key role in championing the UK as a science and healthcare powerhouse” More than ever, it will be key in representing the industry and working with the Government and relevant EU institutions during Brexit negotiations, ensuring the UK continues to be seen as a pharmaceutical centre of excellence.

This will be important to industry employees, while protecting the interests of patients accessing medicines.

M AG A ZI N E | N OV EM B ER 2016 | 17

NHS uncovered: Revealing STP footprints WORDS BY

John Pinching

T

he NHS loves nothing more than a sub-plot, preferably nestled beneath an overarching narrative. Another acronym or abbreviation by the presiding administration is simply an additional layer on top of the most multi-tiered healthcare cake in the world – one that was lovingly prepared back in 1948, and has never stopped growing.

One of the latest strategies involves ‘Sustainability and Transformation Plans’ (STPs) – the kind of concept that keeps you up at night, as you try to decipher the ambiguity of its title. In reality, it deserved to be called something far more explicit like ‘Tailored Local Care Services’ (TLCs, if you will).

Indeed, STPs are part of a more tailored system, which focuses on the local populous and aims to help deliver the main objectives outlined in the ‘Five Year Forward View’ – a title which still makes you assume that whatever you’re targeting is perpetually five years away (the original paper was actually submitted in 2014).

Nevertheless, in NHS terms, STPs are pretty wild – they appear to encourage ambition, a results-driven culture, radical ideas and even calculated risk. Ultimately, the aim is to accelerate health and welbeing strategies in a specified zone.

A collection of 44 ‘footprints’ have been duly trodden into the turf of our beloved NHS landscape and, in January this year, local healthcare luminaries in each area convened to thrash out what the footprints would resemble – their heart and ‘sole’. Now it is about transforming the patient experience and the overall health of the nation across the board – using the sequence of footprints to reach the ‘Promised Land’.

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“The aspect of STPs that really sets them apart from other new NHS ventures is the emphasis on local requirements and, encouragingly, a rejection of a one-size-fits-all nationwide ‘solution’.”

Each region has also had a ‘leader’ appointed, who will act as a guardian, while the fledgling process starts to germinate within an already crowded infrastructure. The ‘footprints’ – while not possessing any real clout in terms of statutory authority or accountability – will have the ability to draw notable healthcare personnel for frank discussions on STP delivery.

The aspect of STPs that really sets them apart from other new NHS ventures – and, boy, there have been plenty since the 1950s – is the emphasis on local requirements and, encouragingly, a rejection of a one-size-fits-all nationwide ‘solution’. It is an acceptance that different areas of the country – through a range of reasons, such as alcoholism, unemployment, ethnicity, nutrition, mental health, heart disease and even the weather – have vastly contrasting needs.

The term ‘footprint’ itself is an intriguing and possibly deliberate one – there is a suggestion of the digital world in its use, while also indicating a forensic, personalised approach. Cynics may well assume, however, that ‘footprints’ – by virtue of their nature, may be brushed away at a moment’s notice.

F E AT U R E

THERE’S NO PLACE LIKE HOME

S

TPs handle variables in a way that focuses on the specific needs of a demographic.

This ‘new layer’ feels somewhat different – the cookie-cutter approach to healthcare appears to have been cast away, appreciating that there are fundamental differences between Bournemouth and Blackpool and Blyth.

Taken as an example, North West London’s STP has one of the highest population footprints in the UK, with two million people. Within that area there are several sub-regions, which all have very distinctive requirements. In Hillingdon there are only 20 rough sleepers, while 5.2% of registered patients above the age of 18 have depression, whereas a few miles down the road, in Westminster, the rate of depression drops to 3.9%, however, there is an explosion of rough sleepers, to the tune of 921.

Meanwhile, when you migrate upwards to Nottinghamshire in the East Midlands, there is a population footprint of one million, while an intimate and aspirational STP focuses on ‘what local people want’ including maintaining independence, quality care provision, joined-up services and healthcare set-ups which can offer a legacy to future generations.

Further up north, the Lancashire and South Cumbria STP – with a population footprint of 1.6 million – specifies needs across typical disease pathways. It states that control of hypertension, cholesterol and blood pressure are priorities, while noting that stroke patients’ time in the appropriate unit and patient access to psychological therapy completion must improve.

This all paints a picture of a very diverse Great Britain, which requires input from practitioners and demographic experts at 'street level', and STPs would appear to be a robust response to that. Identifying differences and homing in on solutions all seems like positive stuff.

Decideum’s Deputy Managing Director and Pf Magazine’s Political Correspondent, Alex Ledger, said: “STPs represent a practical invention by NHS England to unpick one of the changes, introduced by the Lansley reforms of 2012, by restructuring NHS commissioning and pooling budgets at a larger, regional level, rather than across 200+ CCGs. Critically, this nullifies the need to tinker with the statute book and introduce new legislation.

VIEW FROM THE EXPERT David Thorne is Chair, Washington Community Healthcare and Non-Executive Director, City and Vale GP Alliance

T

hirty years of policy reversed in a year, suggests STPs matter more than you may think!

We now have one health economy joint plan for commissioners, providers and social care – the internal market has been abandoned and replaced by 'One Local Team NHS'. Integration, consolidation and collaboration will all be rewarded, but sanctions are applied to those not responding. Darwinian management has been enforced by NHS central control.

STPs have the ‘control total’ of local NHS virtual combined budgets. They can move money between NHS bodies, replacing ‘Payment by Results’, while funding is available to help CCGs join together. These major changes herald an imminent NHS with 44 integrated units along Accountable Care Organisations lines, so watch for changes to the named leads, as that will signal STPs evolving from planning to managing.

The absolute aim is financial balance and hitting ‘Key Performance Indicators’, so expect bullet-biting hospital rationalisation and intolerance of opposition to implementation and workforce reform. Stormy times ahead.

M AG A ZI N E | N OV EM B ER 2016 | 19

OPINION

Pointless principle The dangerous rise of the anti-vaccination movement WORDS BY

Niamh McMillan

“As experts in medicine, we need to educate our patients and customers about the importance of vaccinations and clarify common misconceptions.”

HIT ME WITH YOUR BEST SHOTS

I

It’s hard to miss the growing number of ‘antivaxxers’ on social media and beyond. Vaccine controversies have been around for nearly 80 years, during which the safety and efficacy of vaccinations have been called into question. A notable example is the, now discredited claim – by British doctor and medical researcher, Andrew Wakefield – that MMR vaccines are a direct cause of autism and Crohn’s disease.

As recently as last month there was a measles outbreak in Edinburgh, with eight cases confirmed over the first two weeks of October. The University of Edinburgh has been named as the centre of the crisis and is urging students to make sure they are fully vaccinated against measles. According to NHS Lothian – in all recent cases – the individuals had not completed the full course of the measles vaccine.

The current immunisation schedule for the MMR vaccine is at one year of age, and a repeated dose at three years and four months. The MMR vaccine uptake dropped significantly across the UK in 1997, following Wakefield’s false claims. Meanwhile, vaccine uptake among two-year-olds declined to around 80% in 2003 and 2004. This compares to around 92%, in 1995; before the adverse publicity. The reduction in the uptake during that time could well have triggered the situation in Edinburgh, among many others.

The good news is that the uptake has been on the rise.

Public Health England’s report on the COVER programme in England, for children under five, reports that the UK coverage of MMR continues to exceed the World Health Organisation’s target of 95%, increasing by 0.2%.

At present, however, the vaccinations in the UK are not compulsory, so parents are free to choose whether or not to immunise their children. There is the risk that the anti-vaccination movement could, therefore, continue to spread, and vaccination coverage could take another hit, with detrimental effects.

It is therefore of the utmost importance that healthcare professionals continue educating parents about continued uptake – and community pharmacy has a vital role to play in this. As experts in medicine, we need to inform our patients and customers about vaccinations and – above all – clarify common misconceptions.

Many community pharmacies, Superdrug included, now offer a range of private vaccinations covering flu, travel, sexual and occupational health. This gives us an even greater opportunity to emphasise the importance of immunisations and the consequences of not getting vaccinated.

Meanwhile, I hope that healthcare professionals can shout loud enough to drown out the chorus of anti-vaxxer rhetoric.

Niamh is Clinical Development Manager at Superdrug.

Please note, these are Niamh’s personal views and do not necessarily reflect those of the Superdrug business.

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“The award gave me validation and made me get out of my comfort zone. It was a real highlight of my career.”

Carol Liburd, 2014 Medical Devices Award

TH E 2 0 17 PF AWA R D S A R E N OW O PE N MON DAY 2 3 JA N UA RY 2 017

TH U R S DAY 2 M A RCH 2 017

TH U R S DAY 9 M A RCH 2 017

Deadline for entries in 2017 Pf Awards

Assessment Day, King Power Stadium, Leicester

Pf Awards Dinner, Lancaster London Hotel

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P H A R M ATA L E N T

MOVERS & SHAKERS

STEFAN SCHULZE

KIM INNES

Galenica Group’s Board of Directors has named Stefan Schulze as Chief Operating Officer (COO) and President of the Executive Committee of Vifor Pharma. Schulze is currently CEO of Vifor Fresenius Medical Care Renal Pharma.

He will take up his new position from May 2017.

Teva UK has welcomed Kim Innes as General Manager, UK and Ireland.

She has a wealth of pharmaceutical industry experience, gained in a variety of commercial and leadership roles with Teva. Most recently, she served as Chief Operating Officer UK, and played a leading global role in Teva’s acquisition of Actavis Generics.

BRIAN MCNAMARA

Brian McNamara has become Chief Executive Officer of GSK’s Consumer Healthcare division, succeeding Emma Walmsley.

McNamara will continue as a member of the Board of the Consumer Healthcare Joint Venture with Novartis. Prior to joining GSK, he spent eleven years at Novartis and sixteen at Procter & Gamble.

PIERS JOHN MORGAN

WHO’S GOING WHERE AND WHY THEY’RE GOING THERE. WORDS BY

Amy Schofield

2 2 | PH A R M A FI EL D.CO.U K

Verona Pharma has appointed Piers John Morgan as Chief Financial Officer.

He is a chartered accountant with almost 25 years’ experience − predominantly in the life sciences sector. Morgan was previously the CEO of C4X Discovery, and is currently a nonexecutive Director at Quethera Ltd.

DAVID CHANTRY

David Chantry has joined Ashfield – part of UDG Healthcare – as Head of Quality and Compliance for the Commercial & Clinical businesses in the UK and Ireland. David has worked in healthcare for over 20 years, starting as a registered nurse in Leicester. He has also worked in numerous independent healthcare settings.

CHAD BATEMAN

Cambridge-based Inotec AMD Limited has appointed Chad Bateman as its new Chief Executive Officer.

Bateman brings more than 20 years’ experience in sales and marketing to the maker of mobile medical wound care devices. He has worked in senior executive positions within the wound care industry and brings a proven track record of driving profitable revenue growth.

RYAN WOOLLER, KAREN MCCULLOCH, SIMON TREADWELL AND MARK WARD

Star is delighted to welcome Ryan Wooller (right), as Business Development Director.

Ryan joined the industry in 2003 and has since worked in senior sales, operations and business development roles. With Star, he will design and provide integrated, outsourced solutions. Karen McCulloch also joins Star as National Sales Manager for Team Apollo – part of Star’s expanding syndicated portfolio. Karen brings almost 30 years’ experience in sales management, sales force effectiveness, HR and operations. Meanwhile, Simon Treadwell and Mark Ward join Star as Project Managers.

INAUGURAL CERTARA BIOMEDICAL RESEARCH SCHOLARSHIP

The first Certara Biomedical Research Scholarship has been awarded to the National Institutes of Health (NIH) National Center for Advancing Translational Science. It is accepted on behalf of postgraduate oncology research student, David Morse. Certara CEO Edmundo Muniz said: “We are delighted to support Mr Morse’s ovarian cancer research.”

The experts for over 30 years in developing leaders and managers for the global pharmaceutical industry.

Contact Rachel Burton on 01628 488854 or go to excel-communications.com to find out why.

AVIDEH NAZERI

Novo Nordisk has announced Avideh Nazeri as the new Director, Creative Medical Research for UK/Ireland. Avideh arrives from Malaysia, where she most recently worked with Novo Nordisk BA South-East Asia as the Director of Clinical, Medical, Regulatory & Quality. In this role she was responsible for driving strategy across 14 countries and six affiliate offices.

M AG A ZI N E | N OV EM B ER 2016 | 2 3

P H A R M ATA L E N T

INTERVIEW BY

Amy Schofield

Ashfield’s Greg Draper talks to Pf about thriving in an ever-changing industry.

Q What do you do? For the last two and a half years, I have been a Project Manager within Ashfield’s Commercial and Clinical businesses in the UK – part of UDG Healthcare plc. When I started my role, I was working within the Commercial team and was responsible for the management of a number of sales teams across our syndicated and dedicated portfolios. More recently I have moved into the Clinical Business Unit, where I am responsible for the delivery of a Patient Support Programme that includes nurse advisors and contact centre heads.

2 4 | PH A R M A FI EL D.CO.U K

Q How long have you been in pharma?

I joined Ashfield as a Medical Sales Representative 12 years ago, and since then, I have held numerous positions within the organisation. Following my field sales role, I progressed into recruitment – which gave me a real eye for identifying talent – and then training, where I was responsible for delivering sales and product training for a number of key pharmaceutical brands.

During my time as a Regional Business Manager I was able to develop my management

and leadership abilities, and I subsequently moved into a marketing secondment based at one of our client’s companies. In this role I was heavily involved in campaign development and strategy, before returning to Ashfield as a Project Manager in 2014.

Q What are your career highs and milestones? When I first joined Ashfield in 2004, I set myself the goal of becoming a Project Manager by the age of 30 – a goal that I am proud to have achieved. Success in my role is only delivered through the

great people that work with me. Teams I have managed have achieved some phenomenal sales successes, selling some truly innovative medicines, delivering value for the NHS, while also improving patient outcomes.

The recent transition into the clinical environment has been a huge step in my career. The impact that our nurse and contact centre teams have on patients’ lives is just amazing. We have a highly skilled and motivated team that spend their days supporting patients and improving quality of life for them, and their families. To be a part of such a positive programme is hugely gratifying.

Q What drives you? In one word, 'people'. I enjoy coming in each day and working with some immensely talented individuals, whether in our office, in Ashby, among clients I work with, or out in the field. I am an ambitious person, and I want to keep progressing in my career, but developing others to achieve their goals is hugely motivating for me.

Q What’s the best piece of careers advice you’ve ever been given?

To think of your career as a journey.

Too many times I have seen people change jobs or organisations for short term gains, without thinking about the longer term impact on their career pathway. It’s important to consider where you want to go, and which organisation is going to provide the support, development and opportunities for you to achieve that ambition.

Q How has pharma changed? The industry we work in today is very different to the one I joined back in 2004 for several reasons. Firstly, we now see fewer ‘blockbusters’ being launched ionto the market, with huge competition now in the majority of therapy areas. Pharma has had to continually tweak its sales and marketing strategies over the years, with much more emphasis now being placed on market access rather than the traditional GP sales representative.

This increase in competition, along with an increase in the prominence of generics and biosimilars, has driven our industry to become more innovative.

There is now a huge emphasis on R&D,

“I am an ambitious person, and I want to keep progressing in my career, but developing others to achieve their goals is hugely motivating for me.”

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SOAR

with PharmaJobs.

feeding the pipeline for the future success of pharma companies, which has created an increase in treatments for rare and chronic diseases.

The NHS is now demanding more than just efficacious drugs. In many cases it also requires companies to provide them with added value, which has driven innovative ways of working with the NHS – not just providing ‘a drug’ to patients, but supporting healthcare professionals to achieve the treatment goals of their patients.

Overall I believe that this innovation of products and services, operating within a tighter regulated environment, means that pharma is providing the NHS with better value than it ever has before.

Q What advice would you give to a person entering the pharma sales industry now? Be passionate in everything you do. If you want to be successful then you need to believe not just in yourself – but in the products that you sell. You need to be passionate about understanding your customers, benefitting patients and succeeding for the organisation that you work for.

Q What does the future hold for Ashfield? Ashfield has evolved so quickly since I joined in 2004. Now it has eight areas of expertise, over 6000 employees, and offices throughout Europe, the Americas and Asia.

UDG Healthcare, Ashfield’s parent company, has a strong acquisition strategy, adding fantastic businesses to our portfolio that complement the services we already offer. What I do know is the future will hold endless opportunities for people like myself who are looking to develop their career.

All the best jobs and recruiters in one place.

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W H E R E TA L E N T G R O W S

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1. Michael Challice (2016 Account Management Team Award) and Caroline Challice. 2. Ta-sian Litchfield, Carol Liburd (2014 Medical Devices Award) and Azrat Mirza (2008 Outstanding Performer Award). 3. Raheel Mirza (2016 Learning and Development Initiative Award) and Connor Surrell (2016 Remote e-Representative Award).

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“Winning the Pf Award has been the highlight of my career. I know it has helped my development and would encourage anyone to enter – it is a great experience!”

Carol Liburd, 2014 Medical Devices Award 4. Lucy Kendall (2015 Joint Working Award) and Donna Thompson (Ashfield). 5. Karen Davies (2007 Account Manager Award). 6. Jane Neale (Ashfield − event sponsor). 7. Lizi Ball and Anthony Peers (2010 New Hospital Representative Award).

6 “The Pf Awards gives us the opportunity to stand back, and really congratulate someone for their outstanding performance.”

Jane Neale, Ashfield 8. Paul Frater, Prad Mistry (Ashfield) and Ian Robinson (2002 Regional Sales Team Award). 9. Amanda Scott (2015 Outstanding Performer Award) and Bridget Logan (2009 Experienced Hospital Representative Award).

10. Terrace Pavilion, House of Commons.

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ESCAPE TO VICTORY:

The Pf Award Winners Club convene for a magical evening in Westminster WORDS BY

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11. Alex Thomas (2012 Experienced Hospital Representative Award). 12. Melissa O’Reilly and Cate Oliver ( joint − 2016 NHS recognition Award). 13. Jagdish Kalaar (2001 Key Account Manager Award) 14. Mark Price (2013 Outstanding Performer Award) and Louise Sharp (2009 Business Manager Award).

15. Louise Finke (2010 Experienced Hospital Representative Award), Craig Bradley (2012 Sales Team Award), Amrina Gulzar (2015 Sales Team Award) and Anthony Lamb (2011 New Hospital Representative Award & 2015 Sales Team Award).

John Pinching

n arrival at the House of Commons you show your ticket and, thereafter, depart reality. Airport stylesecurity carries out a further examination of your credentials and, once inside, you take flight into an intoxicating whirl of dreams and history and possibilities, as you traverse the labyrinthine corridors of power.

Gold leaf lettering spells out the names of long-dead parliamentarians, oil paintings immortalise political greatness and a statue of Margaret Thatcher appears to point directly at you.

This auspicious occasion brought together dozens of Pf Award Winners, stretching across the entire century – from Jagdish Kalaar in 2001, to one of this year’s victors, Raheel Mirza.

It was a glorious evening on the Terrace Pavilion, overlooking the Thames. With the sun’s descending glow rolling around the London cityscape, it was a chance for previous winners to reflect and celebrate a shared achievement and a feeling that only they knew.

Events 4 Healthcare’s Melanie Hamer has delivered the awards for 16 years and admits that they have become her ‘third child’. “It is amazing to witness how lives have been changed, because of the Pf Awards,” she said.

This sentiment was echoed by many of the guests. “I was quite a shy person, but winning the award gave me an elevation of confidence and encouraged me to apply for jobs I wouldn’t have even considered in the past,” said Azrat Mirza, winner of the 2008 New Hospital Representative Award.

Carol Liburd, 2014 Medical Devices Award winner, also enjoyed a sense of achievement: “It gave me validation and made me get out of my comfort zone.

It was a real highlight of my career.”

“When I turned up to the assessment centre, I decided I was there for me,”

remembered Louise Finke, 2010 Hospital Representative Award winner.

“When I won I became more focussed on where I wanted to go.”

“It shifted my thinking from, what was in it for me, to what was in it for the patient, and how we could align our resources with the NHS,” reflected Mehrnaz Campbell, 2015 Account Manager Award winner.

Natalie Manderson – 2011 Experienced Representative Award Winner – remembers her victory as a very significant milestone.

“Winning the Pf Award has been the highlight of my career,” she enthused. “The recognition from external colleagues enabled me to create networks with individuals I had never met before. I know it has helped my development and would encourage anyone to enter – it is a great experience!”

From the company perspective, many have emphasised how the currency and performance of an employee ascends even further in the light of Pf Award recognition.

Ashfield’s Jane Neale said: “The Pf Awards give us the opportunity to stand back, and really congratulate someone for their outstanding performance. Winning is a huge achievement for the individual and something we’re really proud of at Ashfield.”

Lucy Kendall – 2015 Joint Working Award – thought that entering the awards was a really positive step for companies to make. “I think it’s great to recognise when excellence is happening and the Pf Awards are a fantastic portal through which to celebrate it.”

As we filed back into the bright city lights and landed back in reality, I remembered a line from Alex Thomas – winner of the Experienced Hospital Representative Award in 2012 – which brilliantly crystallised what the Pf Awards do. “I’m just an ordinary kid from South London,” he said. “I didn’t expect to end up in the House of Commons.”

Go to pfawards.co.uk

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DEAR DIARY

Up-and-coming pharma events for your diary

DON' T MISS

2 3 N OV E M B E R 2 016

eyeforpharma Barcelona 2017

The Primary Care Women’s Health Forum Conference

It’s almost impossible not to have heard of eyeforpharma Barcelona by now!

Every March, pharma leaders from across the globe unite together under one roof to discuss, debate and inspire the industry; in what has become the must attend event for commercial pharma.

United for healthcare. Driven by outcomes. Don’t be left behind − visit: eyeforpharma.com/barcelona

14 -16 M A RC H 2 017 WHERE: CCIB, Barcelona INFO: eyeforpharma.com/barcelona CONTACT: hdunn@eyeforpharma.com

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VENUE OF THE MONTH

National Conference Centre With 13 dedicated multi-purpose event spaces, state-of-the-art facilities and a central location, you can't go wrong with this venue for small and large events.

WHERE: Near Birmingham airport INFO: nationalconferencecentre.co.uk CONTACT: 0121 704 2784 or sales@nationalconferencecentre.co.uk

WHERE: Solihull WHO: Primary Care Women's

Health Forum INFO : pcwhf.co.uk CONTACT: 01462 476120 or hannah@events4healthcare.com

9 M A RC H 2 017

Pf Awards Dinner WHERE: Lancaster London Hotel WHO: Events 4 Healthcare INFO : pfawards.co.uk CONTACT: 01462 476120 or

enquiries@pfawards.co.uk

WOULD YOU LIKE TO SEE YOUR VENUE FE ATURED? CALL JADE 01462 476119

UPCOMING E VENT WE SHOULD KNOW ABOUT? JADE@PHARMAFIELD.CO.UK

ULTS

OLUTIONS

MAKING

MEETINGS MEMORABLE

EVENT PRODUCTION • INTERACTIVE SOLUTIONS • VIRTUAL MEETINGS enquiries@production4events.co.uk | 01462 476120 | production4events.co.uk