Sumitomo Dainippon Pharma Annual Report 2017

In addition to aggressive research and development, we are pursuing opportunities for new in-licensing and acquisitions in the Psychiatry & Neurology and Specialty areas up to a maximum scale of ¥150 – ¥200 billion from fiscal 2016, in order to expand our pipeline. What follows is an introduction of the Global Business Development Department’s initiatives at the heart of this focus.We strive to enhance our pipeline, which sustainsour future business, through new in-licensing,acquisitions, and reevaluating in-house projects.FocusAfter working at other companies before joining DSP in 2009, Nishinaka planned and proposed product strategies in the Strategic Planning & Business Development Division and established partnerships in 2010 that led to signing future license agreements (including the option agreement for SB623).After that, he was involved in numerous acquisitions and in-licensing projects. He gained experience at our U.S. subsidiary, then became Head of Global Business Development Department in April 2016. Nishinaka was also involved in the acquisition of Tolero Pharmaceuticals, Inc. and Cynapsus Therapeutics Inc.Shigeyuki NishinakaExecutive OfficerSenior Director, Global Business Development;International Business ManagementEnhanced Pipeline from In-licensing and AcquisitionsQ1.A1.What type of role does your department play?Our department handles partnerships and acquisitions in order to expand our product pipeline, in addition to out-licensing to other companies.Q2.A2.What do you emphasize when considering acquisitions and partnerships?We emphasize the three standpoints of science, business, and finance, and proceed with considerations in a broad range of fields.The Global Business Development Department handles new in-licensed products, acquisitions in order to expand our product pipeline, and out-licensing our products to other companies.Specifically, we start our evaluations with the voluminous amounts of information obtained from surveys and referrals through our unique network, then, if a product is judged to hold value for the Company, we collaborate with internal divisions to carefully examine the product. This may include working with the Research Division to see if the mechanism of action of the compound is valid, working with the Sales & Marketing Department on market forecasts, and working with the Manufacturing Department on production issues. Proposals with concrete ideas for partnerships or acquisitions are then made to management.Generally, new drug discovery has an extremely low success rate of approximately 1 in 30,000 and development spans a long period of time. Though Sumitomo Dainippon Pharma is actively engaged in in-house development, expanding the pipeline through new product in-licensing and acquisitions is also important, so I feel that the role of our department is growing with each day.If there are late-stage development products that can be brought to market at an early date, other companies also show strong interest and competition for the acquisition becomes fierce. So, we try to have a broad focus spanning many fields in order to evaluate products in the first stages of drug discovery research to those that have progressed into clinical studies.When assessing these, I put my greatest emphasis on the three perspectives of science, business, and finance. This is because scientific knowledge is needed when assessing the mechanism of action of early-stage development products, an overall pharmaceutical business perspective is needed when considering commercial viability post-approval, and financial knowledge is needed when judging business value. Additionally, it is also important to have direct dialogue with partner companies during these assessments. Meeting in person allows us to discover many things that cannot be seen from data alone.Research & Development27Sumitomo Dainippon Pharma Co., Ltd. Annual Report 2017

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