Professional Documents
Culture Documents
Second Mid‐term Business
Management Plan
(Fiscal 2010–2012)
March 12, 2010
Takashi Shoda,
President and CEO
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Contents
1. Our Vision for 2015
2. Review of First Mid‐Term Business Management Plan
3. Second Mid‐Term Business Management Policy
(1) Regional Business Strategies
(2) R&D Strategies
(3) Global Product Strategies
(4) Business Process Reengineering
(5) Financial Strategy and Shareholder Returns
4. CSR Initiatives
5. Human Resources Cultivation and Corporate Culture Development
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1. Our Vision for 2015
2
Our Vision for 2015
Mission
To Contribute to the Enrichment of Quality of Life Around the World
Through the Creation of Innovative Pharmaceuticals, and
Through the Provision of Pharmaceuticals Addressing Diverse Medical Needs
Our Vision for 2015
Realization of Global Pharma Innovator
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2. Review of First Mid‐Term
Business Management Plan
4
Goals: First Mid‐Term Business Management Plan
Launch new products and
expand sales Operating climate changes
Invest in strategic business • Tighter global medical spending and
development deteriorating economic climate
Expand US and European
• Stricter drug approval assessments
business foundations • Japanese drug price revision (additional price cut
in response to market expansion)
Build integration
synergies of the
• Higher yen (assumed yen valuations for the First
two companies MTP* was $1 = ¥115 and 1€ = ¥140) * MTP: Mid‐term Plan
5
First MTP: Overall Review
Assessment: We solidified our growth foundation, although numerical challenges remain
for the new business management plan and beyond
■ Qualitative evaluation Achievements Challenges Evaluation
(Units: billion yen, top of amount is composition ratio to sales)
Fiscal 2009
Latest Forecast for Fiscal 2009
Target
under the 1st MTP
Difference
(1) (2) Main Factors
(2) ‐ (1)
100.0% 100.0% • Japan (‐64 billion)
• Overseas (‐84 billion)
Net Sales (including forex impact of around 63 billion)
960 960 0 • Contribution of Ranbaxy (148 billion)
25.0% 10.0%
Operating Income
240 96 ‐144
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3. Second Mid‐Term Business
Management Policy
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Group Operating Climate
■ Diverse medical needs
Market diversity ・ High‐quality, affordable drugs
・ Unmet medical needs
Developed and emerging markets
Aging societies and population growth
Differing paces of economic expansion
Daiichi Sankyo Group
■ Matching patient needs
・ New drugs Accelerating global management
・ Generic drugs
・ Vaccines Rising R&D costs
・ OTC drugs
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Positioning of Second Mid Term‐Business Management Plan
Key Messages Key Messages
• Maximize integration • Reinforce innovative pharmaceuticals
synergies of Daiichi and business capabilities Vision for 2015
Sankyo • Serve diversifying medical needs
• Accelerate business
• Generate synergies with Ranbaxy
globalization
throughout value chain
Launch new products and expand sales
Invest in strategic business development
Expand European and U.S. Improve productivity of
business foundations prescription drug business
Optimize integration synergies Generate synergies with
Ranbaxy
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Hybrid Business Model
Market and Customer Diversity
Hybrid Business Model
[Operations]
Innovative pharmaceuticals Established pharmaceuticals *
Vaccines OTC products
[Value chain]
Build synergies by taking advantage of the strengths of Daiichi Sankyo and Ranbaxy
Pharmaceutical Quality and
Sales and
R&D Technologies Supply Chain Safety
Marketing
(CMC) Management
* Encompassing generics and off‐patent, long‐sellers with proven marketplace presence
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Numerical Targets
• Fully deploy Hybrid Business Model
Fiscal 2012 Targets • Stabilize operational foundations and expand earnings
Fiscal 2009 Forecast
Fiscal 2012 Target
(as of January)
billion yen % billion yen %
12
3‐(1) Regional Business Strategies
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Regional Business Strategies
Japan United States
z Reinforce and expand innovative and z Target sales of $3.5 billion
established pharmaceuticals and vaccine
z Secure 1% of prescription drugs market
businesses
z Promote OTC operations by focusing on
consumers
Hybrid Business
Model
Europe ASCA *
z Target sales of at least ¥150 billion
z Target sales of 1.2 billion euros
(grow faster than in Japan, Europe, and US)
* In‐house term for markets outside Japan, US and Europe
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Regional Sales Targets for 2012
Global Market Daiichi Sankyo
4.5% CAGR* 6.2% CAGR
($ billions) (¥ billions)
Source: IMS Market Prognosis global
1,400
1,000
$770 billion $870 billion ¥960 billion ¥1,150 billion
1,200
800
26% 14%
1,000
21% ASCA
9% 13%
600 12%
800
29%
29% 27%
23%
600
400
Exports, etc.
400
40% 35%
200
49% 43%
200
11% 10%
0 0
2009 2012 2009 2012
Forecast Forecast Forecast Target
15 * CAGR = Compound annual growth rate
Japan Company: Innovative Pharmaceuticals Business
Generate earnings and sustainable growth
Key Message as a core Group business
Improve quality Maximize sales of:
Optimize sales of
and quantity of • Laninamivir
growth offerings,
information to satisfy • Memantine
particularly in Olmesartan
doctors and strengthen • Edoxaban
franchise and Rezaltas
customer relations • Denosumab
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Japan Company: Vaccine Business
Reinforce and expand prophylactic vaccine business,
Key Message for which medical needs are strong
Pursue joint research
Reinforce R&D,
production, and sales functions
Strengthen collaboration with Kitasato Research Institute to
bolster production of influenza vaccines
Launch measles and rubella vaccine in fiscal 2010
Expand sales of
new and existing drugs
Swiftly establish structure for consistently supplying
4 million doses annually of ActHib
Quad combination vaccine, etc.
Promote development projects (for inactivated poliomyelitis and diphtheria‐tetanus‐pertussis)
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Japan Company: Established Pharmaceuticals Business
Harness the Hybrid Business Model to
Key Message address diverse market needs
z To be established in April 2010, beginning operations in October 2010
Brand Leveraging Daiichi Sankyo’s brand strengths
Customer Needs Providing high‐quality, affordable drugs from collaboration with Ranbaxy
Distribution Leveraging Daiichi Sankyo’s channels
Information Provided through collaboration with Daiichi Sankyo
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Daiichi Sankyo Healthcare Co., Ltd.: OTC Business
Key Message Promote OTC operations by focusing on consumers
Bolster capabilities in
Reinforce development first‐class drugs
pipeline capabilities (including switch OTC from Create functional
(including in‐licensed prescription drugs) skincare business
products)
Loxonin, etc.
Fiscal 2012 targets:
¥55 billion in sales and 10% operating income ratio
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United States (1)
Target sales of $3.5 billion
Key Message Secure 1% of prescription drugs market
Maximize Olmesartan
franchise
Position Effient as the
Reinforce dissemination Resolve import alert
treatment of first‐
of scientific information and AIP issues
choice for treating
of Edoxaban acute coronary relating to Ranbaxy
syndrome patients with
percutaneous coronary
interventions
Daiichi Sankyo, Inc.: Improve productivity by harnessing benefits from bolstered business infrastructure
Luitpold Pharmaceuticals: Maintain high‐profit structure while harnessing generic injection products to
drive growth
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United States (2)
Olmesartan
z Swiftly cultivate the update of CS‐8635 (triple combination of olmesartan,
amlodipine, and hydrochlorothiazide)
z Tackle the emergence of rival generic drugs
Effient
z Promote heavily, highlighting product benefits of strength, rapid onset, and less
interpatient variability
z Continue to address approaches to managed care
Edoxaban
z Proactively produce information to optimally position Edoxaban
z Reinforce dissemination of scientific information
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Europe
Key Message Target sales of 1.2 billion euros
Focus on cardiovascular field Reengineer business
processes
Increase sales Promote life‐cycle
productivity by bolstering management of Olmesartan
Cut costs by enhancing
in‐house marketing franchise
supply chain efficiency
Maximize Efient sales
capabilities Increase sales and cut costs
Reinforce dissemination of
by collaborating with
scientific information of
Ranbaxy
Edoxaban
Expand sales an average 10% annually in tough market climate
Enhance earnings structure to build robust business
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ASCA
Target sales of at least ¥150 billion
Key Message (faster growth rate than in Japan, the United States, and Europe)
Daiichi Sankyo ASCA Operation
z Expand Olmesartan franchise
z Steadily launch and swiftly build sales of Prasugrel
Ranbaxy (in ASCA markets)
z Establish its presence as No.1 player in Indian prescription drug pharmaceuticals market
z Expand presence in African and Latin American markets
Daiichi Sankyo and Ranbaxy will collaborate in fast‐growing,
emerging markets and fully deploy the Hybrid Business Model
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3‐(2) R&D Strategies
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Global R&D Functions
Daiichi Sankyo
Oncology, Cardiovascular‐Metabolics,
Oncology, Cardiovascular‐Metabolics,
and new categories
and new categories
Small molecule medicines and antibody pharmaceuticals
Small molecule medicines and antibody pharmaceuticals
Original lead compound creation
Original lead compound creation
Lead optimization
Lead optimization
Translational research
Translational research
NDDR** U3 Pharma
Inflammatory and infectious
Inflammatory and infectious Oncology
Oncology
diseases
diseases AAntibody pharmaceuticals
ntibody pharmaceuticals
Small molecule medicines
Small molecule medicines
Original lead compound creation
Original lead compound creation
Lead optimization
Lead optimization Asubio Pharma
Inflammation ・Regeneration
Inflammation・Regeneration
*New Drug Discovery Research (India)
Small molecule and peptide medicines
Small molecule and peptide medicines
Original lead compound creation
Original lead compound creation
Lead optimization
Lead optimization
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Priority Areas in Terms of R&D Stages
Early‐stage Late‐stage Life Cycle Management
Research
development development and Markets
• Hypertension
• Bacterial Infections
• Hyperlipidemia
• Thrombotic disorders
Discovery
Priority Areas
z Oncology
z Cardiovascular‐Metabolics
New Areas
z Drug creation based on disease
mechanisms, developing products
with new mechanism of action that
address heavily unmet needs
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Priority Areas for Discovery
Enhance competitiveness in priority areas
Key Message with high unmet medical needs
Priority Areas
Priority Areas New Areas
New Areas
From 2010
From 2010
(post Second
(post Second Cardiovascular‐
Cardiovascular‐
Oncology
Oncology Newly address unmet needs
Newly address unmet needs
MTP)
MTP) Metabolics
Metabolics
Pursue new challenges
Targets
Targets beyond traditional illness
Reinforce competitiveness towards 2015
areas in preparing for
2015 and beyond
2007–2009
2007–2009 Thrombotic disorders, oncology, diabetes,
Thrombotic disorders, oncology, diabetes,
(First MTP)
(First MTP) autoimmune diseases and rheumatoid arthritis
autoimmune diseases and rheumatoid arthritis
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Priority Area Efforts: Oncology
Key Message Build world‐class pipeline by 2015
Research and early‐stage
development pipeline Targets through 2015
as of March 12, 2010
ARQ 197 z
z Secure market presence
Secure market presence
z Accelerate proof‐of‐concept trial launches
z Accelerate proof‐of‐concept trial launches
Nimotuzumab
Phase II
z Accelerate market launches for new products and indications
z Accelerate market launches for new products and indications
Tigatuzumab z Reinforce pipelines with multiple new chemical entities (NCE)
z Reinforce pipelines with multiple new chemical entities (NCE)
z Enhance world class drug discovery capabilities and organization
z Enhance world class drug discovery capabilities and organization
CS‐7017
Phase I
U3‐1287
Undertake internal projects
Undertake internal projects
U3‐1565 Secure external resources through in‐licensing and M&As
Secure external resources through in‐licensing and M&As
Preclinical
Research theme A Establish R&D capabilities and technological foundations to underpin
Establish R&D capabilities and technological foundations to underpin
Research theme B sustainable growth
sustainable growth
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Priority Area Efforts: Cardiovascular‐Metabolics
Key Message Further control cardiovascular events
Control cardiovascular events by
reducing single and multiple risk
2015 factors while protecting organs
New approach for managing multiple risk
factors and protecting organs
Identify new mechanisms based on pathological
2010 analysis
Approach for reducing single risk factors
Focus on type 2 diabetes and new mechanisms
Draw on track record and research foundations in
thrombosis, hypertension, and hyperlipidemia
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Development Projects (as of March 12, 2010)
Phase III Applications submitted
Triple combination of olmesartan,
Effient/Efient (US and Europe) amlodipine, and
ACS MM hydrochlorothiazide
(US and Europe)
Launch candidates for Second MTP
Launch candidates for Second MTP
Edoxaban (global) Prasugrel (Asia)
AF ACS‐PCI
Simultaneous project in four regions
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3‐(3) Global Product Strategies
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Global Product Strategies
Maximize profits of Olmesartan franchise and
Key Message Prasugrel, and launch Edoxaban
Prasugrel
Pravastatin
Levofloxacin
250
Olmesartan
Key Message Reach ¥300 billion in global sales
Swiftly expand CS‐8635, Generate further growth
Swiftly expand Rezaltas in
particularly in US and by collaborating with
Japanese market
Europe Ranbaxy
Optimize product value through life cycle management and marketing initiatives worldwide
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Global Product Strategies: Effient/Efient
Position Effient/Efient as first choice among
Key Message oral antiplatelet agents by highlighting its
strength, rapid onset, and less interpatient variability
Proactively promote Launch in each country
efficacy in addition to Conduct Trilogy ACS study and build sales structures
safety in emerging markets
Highlight efficacy in suppressing cardiovascular events for acute coronary syndrome patients
with percutaneous coronary interventions
Swiftly expand applications for relevant indications
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Global Product Strategies: Edoxaban
Pursue sole
Disseminate scientific
implementation of global Enter DVT field in Japan as
information to maximize
development and quick First‐in‐class product
product potential
NDA submissions
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3‐(4) Business Process Reengineering
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Business Process Reengineering
Realize an industry‐leading level of
Key Message business management efficiency
Promote standardization
Constrain Japanese Group of worldwide business Harness value chain
staffing level processes and global synergies with Ranbaxy
procurement
Reduce selling, general and administrative expense ratio by 3 percentage points from fiscal
2009
Reinforce front‐end operations notably through Daiichi Sankyo Business Associe, Daiichi
Sankyo RD Associe, and Daiichi Sankyo Happiness
37
3‐(5) Financial Strategy and
Shareholder Returns
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Financial Strategy and Shareholder Returns
Strengthen financial position
Key Messages Secure funds for investment
Provide stable shareholder returns
Fiscal 2009 Forecast Second MTP Target
Maintain stable dividends, raise
Annual dividends ¥60 per share dividends based on earnings levels
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4. CSR Initiatives
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CSR Initiatives Commensurate with Our Global Operations
Mission
Mid‐Term CSR Policy
Our Vision for 2015
Global Pharma Innovator
Global Pharma Innovator Harmonize with society and the global
Enhance three key values environment by enhancing employee diversity
Social and valuing consideration of others as a
Economic Human company that supports humanity and health
CSR‐Linked
Second MTP
Corporate
Mid‐Term CSR Policy Activities
Goals
• Promote management of compliance globally
• Realize a working environment which respects employee
Corporate Activities
diversity
Sales and Supply R&D • Reinforce communication with stakeholders
Marketing Chain • Reduce the environmental burden in every business
Quality and Pharmaceutical
operation
Safety Technologies • Broaden the opportunities of access to medical services,
Management (CMC) including medicine, globally
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5. Human Resources Cultivation and
Corporate Culture Development
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Human Resources Cultivation and
Corporate Culture Development
Continue to build a corporate culture in which all our
employees are professional, responsible and accountable,
Key Message and where they feel both satisfaction and challenge from their
work and are able to demonstrate their abilities and talents
Cultivate employees
Re‐energize Increase mutual respect
with a global mindset
communication and and caring within our
who are self motivated
improve awareness of Our workplaces and
and are able to
Values & Commitments improve teamwork
demonstrate initiative
Three key concepts for creating a dynamic corporate culture:
z Communication: Conveying thoughts, sharing, and empathizing with each other
z Commitment: Taking responsibility and keeping promises
z Caring: Always taking interest and care in others and their work
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Harnessing diversity
as an engine of growth
Daiichi Sankyo Group
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Contact address for these materials
Daiichi Sankyo Co., Ltd.
Corporate Communications Department
TEL: +81‐3‐6225‐1126
FAX:+81‐3‐6225‐1132
Numerical projections in these materials stem from management’s judgments and
assumptions based on currently available information, and may include risks and
uncertainty. Results may differ from the forecasts.
These materials contain information on pharmaceuticals (including compounds
under development) that is not intended to make representations regarding the
efficacy or effectiveness of preparations or to provide any medical advice.
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