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🌍✨ Exciting news at AstraZeneca Greece as we have now officially reached our goal of transitioning our fleet to 100% electric! As we embrace this change, I'm reminded of the deep connection between the health of our planet and the well-being of the people we serve. By reducing our carbon footprint, we are not just investing in today’s health but also in a sustainable future for our children. I still remember the initial concerns we had about the challenges we would face during this transition - whether it was logistical hurdles, infrastructure limitations, or the complexities of managing such a change. But what truly kept us moving forward was focusing on the why behind this bold target rather than being overwhelmed by the how. By staying committed to the bigger picture - our responsibility to the planet and future generations - we were able to overcome each obstacle because when you are driven by purpose, no challenge is impossible to overcome. It’s inspiring to be part of a company that prioritizes both innovation and responsibility. Together, we’re paving the way for a healthier, more sustainable future for everyone. The journey is long but here’s to the next adventures that lie ahead! #AstraZeneca #EV100 #Sustainability #FutureGenerations 

AstraZeneca counts to biggest companies in #PHARMA industry and I am happy that it started to talk INDUSTRY 5.0. I do believe that PASCAL SORION, the new CEO will insist on the implementation of INDUSTRY 5.0 principles into the company policy and development framework and I would be happy if the membership in the INDUSTRY 5.0 STRATEGIC ALLIANCE will be part of the journey. INDUSTRY 5.0 AMBASSADORS NETWORK Industry 5.0

Meet the Four Executives Headlining the Drug Channels Leadership Forum: Good news, everyone! We have secured four outstanding fireside chat participants for our inaugural Drug Channels Leadership Forum, which will be held next March in Miami. I’ll be leading one-on-one conversations with each of these executives: * Steven H. Collis, Chairman, President, and CEO, Cencora, Inc. * Patrick Conway, MD, MSc, CEO, Optum Rx * Frank Cunningham, Group Vice President, Global Value and Access & Lilly Direct, Eli Lilly and Company * Tim Wentworth, CEO, Walgreens Boots Alliance, Inc. Our fireside chats will illuminate crucial issues and key strategic concerns affecting the prescription drug market and the entire U.S. healthcare system. The event will also include panel discussions covering a range of important topics. Participants in these panels will be announced this fall. IMPORTANT: To maximize the value of networking and learning, the event will have a limited number of attendees. Click here to request an invitation. We will also have a limited number of sponsors. Click here to learn more about sponsorship opportunities. Read on for the full press release. Hope you can join us! Read more » © 2006-2024 HMP Omnimedia, LLC d/b/a Drug Channels Institute, an HMP Global Company. All rights reserved. This Feed is for personal non-commercial use only. #pbm #lifesciences #financial

"Collaboration and joined up thinking is great, the need for joined up action is even more important." This quote has stayed with me since the recent The Association of the British Pharmaceutical Industry (ABPI) conference. I hosted a panel discussion there with experts from the industry and policymakers to discuss how the full potential of UK medicines manufacturing can be realised. I led the panel as the chair of the Medicines Manufacturing Industry Partnership, where we had excellent insights from the panelists. I also shared my own insights from my role as a manufacturing leader at GSK, where we have a significant footprint in the UK and across the world. I left the conference feeling confident and energised for many reasons - two stand out. First, the importance of government and industry partnership and the need for capital support, scale and longevity. Second, the focus on advanced and sustainable medicines manufacturing as a differentiator was clear. The innovation, research, regulatory processes and skills are all important focus areas. We now need to work together to continue to promote these areas, leverage these strengths and build on the progress being made. I want to say a big thank you to ABPI for creating a space to discuss this important topic. And thank you to the panelists @Roz Campion, John Arthur, Stella Peace and Stuart Carroll. I'm excited to see what can be achieved in the months and years ahead.  I commit to push for joined up action through the MMIP, as ultimately our efforts will result in more products for patients, and that's what matters most. #ABPIConf24

On the cross-country flight home from a wonderful and busy BIO International Convention, I spent some time reflecting on three years here at the National Pharmaceutical Council. I still remember flying to DC as the brand-new President and CEO of the organization in June 2021 – a trip that simultaneously feels like yesterday and a lifetime ago, given the changes in the industry, health policy, and research environment. The work of NPC has never been more relevant — or more important. We have a great team, and this team appreciates the challenges we face. Here are three reflections I’d offer for anyone interested in the future of innovation. • To meet the challenges of today and tomorrow, NPC has built new capabilities that allow us to build on our 70-year legacy as we conduct rigorous, policy-relevant research and communicate it with impact. I invite you to learn more about the value we provide to NPC members and the benefits member companies experience. https://lnkd.in/etCWVqTE • NPC’s research informs many of the important policy conversations going on right now. To stay up to date on our latest, I hope you subscribe to the NPC This Week Newsletter to get a weekly look-ahead at the policy, research, and industry conversations that matter to the future of biopharmaceutical innovation. https://lnkd.in/eBAj7B_B  • I’m proud of the team at NPC and what we’ve accomplished — while recognizing the challenges in front of us. If you’d like to see more of our recent research, analysis, and work, check out our 2023 Annual Report. https://lnkd.in/eB6u2nWd  I’ve loved every minute of the past three years and look forward to many more. These aren’t challenges we can solve alone, and it has never been more important for drugmakers, payers, and policymakers to understand the ecosystem and work together for the benefit of patients. If we haven’t spoken in a while, I’d love to hear from you, whether in the DMs, email, or phone.  #pharma #innovation #healthpolicy

Excited to be part of the Women Empowered: Leading in Business Negotiation panel! Join us for a powerful discussion on how women can excel in negotiation—an essential skill for both personal and professional growth. Don’t miss it! #WomenInBusiness #Leadership #Negotiation #Empowerment"

AstraZeneca India continues to advance its mission of transforming the future of healthcare by unlocking the power of science. The company's commitment to innovation is reflected in its strong pipeline progress, reinforcing its position as a key player in the healthcare industry.   Recently, AstraZeneca unveiled its new Bold Ambition during the Global Investor’s Day setting the stage for 2030! Aspiring to be pioneers in science, focused on transform patient outcomes, by 2030, globally we will deliver 20 new medicines, industry leading growth and aim to be carbon negative.   In India, we have recently announced our financial results for FY 2023-24 with 29% growth in revenue, which is one of our strongest years of performance. We owe this our talented, committed and passionate group of employees who go above and beyond in terms of achieving greater milestones every single day to transform the lives of patients. Proud to be part of a company that is unlocking the power of what science can do for people, society and the planet.   Read more here: https://lnkd.in/gtJHuUeK   #ScienceCan #AZProud

AstraZeneca Reports Impressive Q2 2024 Financial Results AstraZeneca has announced a strong performance for Q2 2024, with notable financial growth: Net Profit: $1.92bn, or $1.24 per diluted share, marking a 6% rise from Q2 2023's $1.82bn, or $1.17 per diluted share. Total Revenues: $12.93bn, a 13% increase from Q2 2023's $11.41bn, and a 2% rise compared to Q1 2024's $12.67bn. Operating Profit: $2.74bn, a 12% increase from Q2 2023's $2.45bn. Profit Before Tax: $2.39bn, up 15% from the same period last year. CEO Pascal Soriot commented: "Building on our strong growth in the first half of the year and continued underlying demand for our medicines, we are upgrading our FY 2024 guidance for both Total Revenue and Core EPS. At our Investor Day in May, we set out a new revenue ambition to deliver $80 billion of Total Revenue by 2030. This is a clear reflection of the substantial growth potential we see from both our approved medicines and those in our late-stage pipeline. Already this year we have announced five positive, potentially practice-changing Phase III studies that are anticipated to meaningfully contribute to our growth." H1 2024 Highlights: Net Profit: $4.10bn, or $2.65 per diluted share, a 13% rise from H1 2023. Total Revenues: $25.61bn, a 15% increase from H1 2023. Operating Profit: $5.86bn, up 17% from H1 2023. Profit Before Tax: $5.19bn, a 19% rise from the same period last year. AstraZeneca's continued growth and strategic initiatives highlight its robust potential and commitment to delivering impactful medical advancements. #AstraZeneca #Pharmaceuticals #Q22024 #FinancialResults #Growth #Innovation #Healthcare #Biopharma 🔗 Read Full Article

Healthcare is entering a defining moment, with an opportunity to embrace a new wave of innovation. Yet if Europe is to realise the full potential of these breakthroughs, it is vital that people across the region have more timely and equitable access to these treatments.   It is with this potential in mind that I take up a new position on the Board of the European Federation of Pharmaceutical Industries and Associations (EFPIA) – the main body representing the research-based biopharmaceutical industry in Europe.   Alongside my peers from world-leading pharmaceutical companies, I will be working to help deliver on EFPIA’s mission to create an environment that enables our industry to innovate, thrive and deliver new therapies across Europe. At Pfizer, our goal is to change the lives of one billion patients a year by 2027 – but as EFPIA’s mission alludes, this is only possible with the right policy and legislative environment in place.   Europe is often seen as a pharmaceutical powerhouse, with the skilled workforce, academic infrastructure, multi-national institutions, and manufacturing capability making it a location of choice for life science investment. Yet in spite of all this expertise and promise there is still significant inequity in access to new medicines. Patients in Europe are having to wait 517 days for access to innovative treatments on average, ranging from 128 days up to a staggering 1,351 days.* This is an unacceptable situation, and I believe our industry is and should remain an important voice in profiling and remedying this issue. Timely and equitable access is a cause I am deeply passionate about. Through my new role on the EFPIA Board, I am committed to finding and fighting for solutions in partnership with policymakers and stakeholders across Europe, based on a shared understanding of the root causes of unavailability and access delays. This is a real opportunity to create a modernised system that can embrace the next generation of medicines and vaccines. Together, I hope we can achieve a healthier and stronger Europe. * https://lnkd.in/egnbJgvd   #EFPIA #HealthPolicy #LifeSciences #HealthofEurope #MedicineAccess  

I had a stunning career spanning more than 20 years at AstraZeneca. For me, it was a game of two halves (as they say in football speak). The first half began with ICI Pharmaceuticals UK as a medical rep which then became Zeneca (when it was de-merged from ICI). We had to create a new brand that nobody ever heard of before. This was followed by the second half with a decade that began in 1999 with the merger with Astra to create AstraZeneca. The culture changed overnight. The first half saw me in the UK business. I had spent ten years with a smaller pharma company in the UK business before ICI. After 20 years of selling and launching new products and numerous new indications in the UK NHS, I was itching to move into the International business. The UK GM lost his job. In the eyes of a new senior leadership team, the door opened for me to move into international. It was wonderful. I realised how narrow the view was when working with the UK affiliate. I moved to global manufacturing in the Supply Chain & Logistics business followed by Programme Management across 18 European Affiliates. My vision took on a longer, broader focus on the business landscape. I worked with inspirational leaders (many were Swedish that I admired and they respected my ability to deliver results and deliver the numbers). In my final seven years, I headed up 18 countries in the MEA region with full P&L accountability via 8 GMs and 2 Finance and Logistics Managers based in those markets. When I saw this announcement, NOTHING surprised me. As a senior black book leader, I was accustomed to being stretched to the boundaries of my capabilities and then stretched beyond some more! We were great at setting ambition and what stood us out from the other Big Pharma was that we went on to deliver those ambitions. We did not take lightweight passengers. Those on the bus were there for a purpose, and they HAD to deliver these ambitions. AZ will deliver this ambition to be $80bn in revenue by 2030. It would put them as the first $200bn valuation company ahead of Shell. My VP International who reported to the CEO spoke in his French Corsican accent all the time how "We need to set and deliver zee ambeeshon" as I kicked off my business review presentation of my markets at Stanhope Gate when the MEA region was presenting. He was forensic with the numbers. That is probably where I learnt my master craft. I was taught to be cautious, with a risk-assessed approach allied to ambitious numbers. He tested my thinking for rigour, he drilled hard, and the thinking had to be cohesive and thorough. But that's what it takes to deliver and exceed the P&L for seven successive years with ambitious targets. If that same focus and rigour are still present, these ambitions can and will be realised. The share price last week exceeded £121 per share! What a pity that the UK government has slapped a huge Capital Gains Tax on me when I sell shares each year from my considerable holding.