1 case study innovative medicines initiative (imi) karen strandgaard efpia euroconference, brussels...
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Case StudyInnovative Medicines Initiative (IMI)
Karen Strandgaard
EFPIA
EuroConference, Brussels April 26th, 2006
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The European Federation of Pharmaceutical Industries and Associations (EFPIA)
EFPIA represents the research-based pharmaceutical industry operating in Europe:
– 45 leading pharmaceutical companies,– 29 national pharmaceutical industry associations
It also has two specialised groups;– Emerging Biopharmaceutical Enterprises (EBE), an
association representing the needs and interests of biopharmaceutical companies
– European Vaccine Manufacturers (EVM), an association representing the needs and interests of vaccine manufacturers
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The EFPIA Research Directors Group
Works to strengthen the EU Science base by: – Promoting the importance of research for the biopharmaceutical
industry and participating in the increasing debate on Europe’s competitiveness in biopharmaceutical research.
– Developing and implementing industry policy to encourage and support of biomedical and biopharmaceutical Research and Development activities in Europe to the benefit of patients and society
– Working towards goals in partnership with biomedical stakeholders such as patients, regulators, academia, etc
Objectives relevant to the ETP concept
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Agenda
Background on The Innovative Medicines Initiative
Challenges
Key success factors
Lessons learned
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Agenda
Background on The Innovative Medicines Initiative
Challenges
Key success factors
Lessons learned
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Europe losing the ‘R&D Race’:Global biopharmaceutical R&D investment
Note: Global R&D expenses of € 16,475 million (USA: 11,993; Europe: 3,742; Canada: 548; Asia/Pacific: 192)Source: Ernst & Young, 11th Annual European Biotechnology Report 2004
73%
23%
4%
USEuropeROW
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15
10
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Idea
Medicine
years
Gaining approval
Risk assessmentanalysis
Studies in 100-300patients (Phase II)
Studies in healthyvolunteers (Phase I)
Extensive safety studies
Early safetystudies
Candidate
Formulationsdeveloped
Screening
Synthesis ofcompounds
Creating new medicines is a high risk journey
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The Innovative Medicines Initiative….
….. Will– Improve the way new medicines are created– Establish Public-Private-Partnerships
…..Will Not– Deliver new medicines per se
Enabling the discovery of new medicines for the benefit of
patients
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IMI History
First discussion with the EC at the RDG meeting of June 2004
First stakeholder meeting organised by the EC October 2004
FP6 Integrated project submitted to the EC by EFPIA November 2004
Vision paper published December 2004
Nine stakeholder workshops Jan.to May 2005
Review and support by the EFPIA Board April 2005
First Member States group meeting May 2005
Strategic Research Agenda published July 2005
Second Member States group meeting September 2005
FP6 IP negotiations finalised and project start October 2005
FP6 IP contract signed by EFPIA and EC December 2005
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IMI - A compelling case for JTI Status
Innovation and development of science base is crucial to Europe
Health is high on the political agenda with our ageing population
Pharmaceutical innovation brings benefits to people’s health and wealth to society
Focused on creating the environment which will enable important new medicines to get to patients faster
IMI has a clear focus on outcomes, an agreed and proven collaborative approach, and is ready to start implementation
Commitment of industry to contribute 100% of own costs
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Agenda
Background on The Innovative Medicines Initiative
Challenges
Key success factors
Lessons learned
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Main challenges
Novelty of the JTI instrument – no established way of working
Number of stakeholders and communication between all these stakeholders
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Different drivers – common goal
Political orientation
Focus on process
Focus on consultation
Focus on Member States interest
Business orientation
Focus on productivity
Focus on science
Focus on patients’ interest
Foster biomedical Innovation
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The usual instruments are inadequate
Low industry participation
Bureaucratic and lengthy process
Lack of transparency
Focus on social agenda, i.e. balance between genders, countries, etc. distracts from the science
Not conducive to real partnerships
JTI's can address these inadequacies
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What is the Environment of the IMI?
RDG
EFPIA BoardEFPIA CommitteesPhRMA S&R Committees
Member StatesUKItaly
SpainFrancePoland SwedenGermany
Etc.
Res
earc
h
Ent
erpr
ise
Info
rmat
ion
Soc
iety
San
Co
European CommissionAZGSKBayerRocheServierNovartisScheringNovo-NordiskSanofi-Aventis etc
Biopharmaceutical industry
EMEA & national authoritiesAcademia & Hospitals
Health ProfessionalsPatients’ organisations
Biotechs: EuropaBio, EBE
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Approach – Keep focus on the patients
Patient
National Governments
EMEA & national authorities
Academia & Hospitals
Industry
European Commission
Health Professionals
SMEs
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Agenda
Background on The Innovative Medicines Initiative
Challenges
Key success factors
Lessons learned
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Industry will not be funded by the EC
Research performed by industry funded by industry
50%50%
IMI to be funded equally by pharma industry and European Commission
100%
Research performed by public organisations funded by EC
100%
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Key success factors
Constant/regular communication between EC and EFPIA at all levels:
– Decision level– Implementation level
Building understanding and trust
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Key success factors (contd.)
Alignment of the EFPIA companies around the strategic research agenda and the core values of the IMI:
– Focus on science– Focus on patients– Lean and agile
Building a strong value proposition for the community
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Agenda
Background on The Innovative Medicines Initiative
Challenges
Key success factors
Lessons learned
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Lessons Learned
Building trust through exchange of information and views
Focus on science drives consensus on objectives
The Association as «one-stop-shop» for industry involvement
Results driven
Top executive buy-in
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The ultimate beneficiaries ...
People living longer, healthier and more prosperous lives in the EU