“breakout group 2 - life sciences” · emerging markets & asia pacific drives gsk growth us...
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![Page 1: “Breakout group 2 - Life Sciences” · Emerging Markets & Asia Pacific Drives GSK Growth US Pharma £7.6bn ($11.9 bn) Europe Pharma £6.5bn ($10.2bn) Rest of World £1.0bn($1.5bn)](https://reader034.vdocuments.us/reader034/viewer/2022050219/5f64fec644a88d60cb31d316/html5/thumbnails/1.jpg)
“Breakout group 2 - Life Sciences”
Co-Chairs: Toshio Miyata (Tohoku University)Malcolm Skingle (GSK)
Tuesday 10th January 2012Building University – Business links symposium
British Embassy & British Council meeting
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Emerging Markets & Asia Pacific Drives GSK Growth
US Pharma£7.6bn
($11.9 bn)
EuropePharma
£6.5bn ($10.2bn)
Rest of World£1.0bn($1.5bn)
2010 Turnover £28.4bn/$44.0bn (-1%)
Emerging Markets Ph
£3.6bn ($5.5bn)
Japan/AP Ph £3.1bn
($4.8bn)
Consumer £5.0bn
($7.3bn) US growth rate impacted bylosses to generics
+7%
+9%
+22%
-6%
-11%
CER growth rates
Europe growth rate impacted bylosses to generics and gov’t
austerity measures
ViiV£1.6bn($2.4bn)
-3%
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Criteria for selection of collaborative projects
• Strategic fit to GSK research•Quality of science in the proposal• Availability of facilities & resources• High likelihood of useful new information or
technology arising• Timing with respect to deliverables• Value for money
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GSK Priority areas of science
• Strongly committed to academic research collaborations to advance scientific understanding relevant to our key areas of focus:
• Immuno-inflammation• Oncology• Neurosciences • Metabolic Pathways• Infectious diseases • Biopharmaceuticals • Respiratory• Ophthalmology
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Process for Internal Approval of Research Collaborations
• Industrial scientist discusses proposal with academic to identify areas of common interest
• Assumes role of industrial champion & discusses project with Academic Liaison
• Review project priorities with respect to resources & budget
• Academic Liaison negotiate & implement agreement
• Use standard agreements wherever possible
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Why Collaborate ?
• Share risks & rewards• Harness other sources of funding• Access knowledge & new thinking• Build global links• Networking• Recruitment• Think longer term
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More than 80 active projects from ~50 external engines
Alveonix
Pentraxin Therapeutics
Tempero Pharmaceuticals
UCL Institute of Ophthalmology
16 new partnerships since Feb 09
GSK today – larger pipeline and much more externalized
Updated January 2011
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0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Perc
enta
ge
Phase I Phase II Phase III File / Reg
In-house Alliance
Alliances are delivering a partnered pipeline
Source: GSK Product Development Pipeline, Feb 2010, available at www.gsk.com
Percentage GSK product development pipeline from in-license or other alliance relationship with third party, by phase of development
27% 39% 65% 38%
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We are looking for
innovation wherever
it may originate