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CONTENTS Vol.13 No.10 March 16-31, 2018 Chairman of the Board Viveck Goenka
Third edition of Healthcare Sabha discusses India’s Change Strategy for Public Health
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Sr Vice President-BPD Neil Viegas Editor Viveka Roychowdhury* Chief of Product Harit Mohanty BUREAUS Mumbai Usha Sharma, Raelene Kambli, Lakshmipriya Nair, Sanjiv Das, Mansha Gagneja, Swati Rana New Delhi Prathiba Raju DESIGN
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MANAGEMENT
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EXPRESS PUBLIC HEALTH AWARDS HONOURS HEROES OF PUBLIC HEALTHCARE
PHARMA LIFE
Senior Artist Rakesh Sharma Digital Team Viraj Mehta (Head of Internet ) Dhaval Das (Web Developer)
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Photo Editor Sandeep Patil MARKETING Regional Heads Prabhas Jha - North Harit Mohanty - West Kailash Purohit – South Debnarayan Dutta - East Marketing Team Rajesh Bhatkal Ambuj Kumar Ajanta Sengupta E Mujahid Nirav Mistry PRODUCTION General Manager BR Tipnis Manager Bhadresh Valia Scheduling & Coordination Santosh Lokare CIRCULATION Circulation Team Mohan Varadkar
32 29
CONTRACEPTION PORTFOLIO TO CONTINUE TO BE IMPORTANT GIVEN THE UNMET MEDICAL NEED
33
EISAI CLINCHES MERCK DEAL TO DEVELOP AND SELL CANCER DRUG ESPERION’S CHOLESTEROL DRUG SUCCEEDS IN LATE-STAGE STUDY
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BRITISH BIOLOGICALS WINS AWARDS AT ‘THE ASIAN BRAND & LEADERSHIP CONCLAVE’
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EXPRESS PHARMA
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March 16-31, 2018
EDITOR’S NOTE
Going beyond cosmetic changes
T
he 40 odd transfers of drug inspectors/ technical officers that followed Dr Eswara Reddy's appointment as DCG(I) have not impressed industry veterans like Dr Ajit Dangi of Danssen Consulting. Responding to my previous editorial (http://www.expressbpd.com/pharma/editors-note/aspring-cleaning-at-the-cdsco/398184/), he terms the transfers as ‘cosmetic changes’ and asks for ‘systemic and structural changes.’ Every organisation has black sheep and the CDSCO is no different. Are the new DCGI and his office willing to take a few hard decisions and weed out these officers? Merely transferring them could spread the rot, demoralising and demonising the rest of the CDSCO cadre for no reason. No doubt, some damage control has started. Dr Reddy started his career more than two decades back, as a Drugs Inspector in CDSCO, West Zone, Mumbai, a zonal office which has been in the news for the wrong reasons. A news clipping which went viral on social media, gives details of the tug of war between two deputy drug controllers, R Chandrashekhar and Dr A Ramkishan. Given the volume of business handled by this zonal office, the CDSCO thought fit to appoint an additional deputy drug controller but this strategy seems to have aggravated the problem. The two officers grew into parallel power centres in the zonal office. The news clip gives gory details of a fisticuffs between the two officials, allegedly over shares in bribe money from pharma companies. While the two officers have been transferred (Chandrashekar to Goa and Ramkishan to Kolkata), the problem could flare up once more, as once again, two officers of similar rank from the CDSCO Headquarters (PBN Prasad, who has been designated as administrative head and takes over Chandrashekhar's work and Rubina Bose, who will handle Ramkishan's duties) have been transferred to
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Is the new DCGI and his office willing to take a few hard decisions and weed out the black sheep?
the West Zone office. This is clearly a recipe for another disaster. Observers point out that the extra load of work did not need a second deputy drug controller but a larger staff under a single deputy drug controller. We will have to wait and watch for further developments. Elsewhere too, there are observations that deserve some thought from senior policy makers as they deliberate on replacements for the DGHS and other such high level posts. Dr Amar Jesani, one of the founders of the Forum for Medical Ethics Society and its journal, Indian Journal of Medical Ethics hails the sacking of the DGHS but makes the point that the position needs a doctor with excellent public health credentials and not clinicians. The Alliance of Doctors for Ethical Healthcare (ADEH) and the All India Drug Action Network (AIDAN) criticised the decision to shift the NPPA chief before his two year term was up. The ADEH suspects that the ''government succumbed to the pressure of the corporate hospitals and pharma lobby'' and "fears that the transfer will affect the momentum gained in curbing exorbitant prices of drugs and devices and hence is against the interest of general public and millions of poor patients." In fact, AIDAN's statement points out that Singh's predecessor, Injeti Srinivas, was transferred even before he completed a year, after he regulated the prices of cardiac and diabetes medicines via the DPCO. Not many believe that this reappointment, without appointing a new NPPA chief, was part of a reshuffle of senior civil servants. Does the transfer of the NPPA chief signal a change in stance of the government, given the roll out of the National Health Protection Scheme and the key role of the corporate sector in the scheme? Only time will tell. VIVEKA ROYCHOWDHURY Editor viveka.r@expressindia.com
MARKET DEAL TRACKER
M&A activity in lifesciences witness deals worth $2.5 bn The pharma and healthcare industry reported 48 venture capital deals worth $1.4 billion in February 2018
M
&A activity in the pharmaceutical and healthcare industry reported a significant drop of 81 per cent in deal value terms by recording deals worth $2.5 billion against the last five months average of $13 billion. Some of the key deals announced in February 2018 include Charles River Laboratories’ acquisition of MPI Research for $800 million, which enhances its access to growing end markets; Moderna Therapeutics’ raising $500 million from private equity firms to develop its pipeline products; and Merck’s acquisition of Viralytics for $394 million, expanding its immunooncology pipeline. The pharma and healthcare industry reported 48 venture capital deals worth $1.4 billion in February 2018, as compared to five months average of 82 deals worth $1.4 billion. Some of the major deals in February 2018 include Cellularity, a biotechnology company productising allogeneic cells and tissues derived from the postpartum placenta, raising $250 million; and Viela Bio, a clinical-stage biotechnology company focussed on the treatments for severe inflammation and autoimmune diseases, raising $250 million.
Source: GlobalData
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Deal Date
Acquirer (s)
Target
Deal value (US$ m)
12-Feb-18
Charles River Laboratories International Inc (US)
MPI Research (US)
800.0
1-Feb-18
Viking Global Investors; Banque Pictet & Cie; Julius Baer; Abu Dhabi Investment Authority; Sequoia Capital; BB Biotech; Alexandria Ventures; Fidelity Management & Research Company; EDBI; ArrowMark Partners
Moderna Therapeutics (US)
500.0
21-Feb-18
Merck & Co Inc (US)
Viralytics (Australia)
394.0
12-Feb-18
Oncologie (US)
Phosphatidylserine-Targeting Program (US)
103.0
13-Feb-18
Astellas Pharma (Japan)
Universal Cells Inc (US)
102.5
Deal Date
Acquirer (s)
Target
Deal value (US$ m)
15-Feb-18
Loius-Dreyfus Family Office; Genting Group; Heritage Group; United Therapeutics Corp; Sorrento Therapeutics; Celgene Corp; Human Longevity; Section 32
Celularity (US)
250.0
28-Feb-18
Temasek Holdings (Private); Boyu Capital Consultancy Co; Sirona Capital; Hillhouse Capital Group; 6 Dimensions Capital
Viela Bio (US)
250.0
27-Feb-18
The Invus Group; Leerink Partners; Deerfield Management Company LP; Fidelity Management & Research Company; Foresite Capital Management; Casdin Capital
Generation Bio Corp (US)
100.0
22-Feb-18
The Column Group; Alexandria Venture Investments; Polaris Partners; Illumina; Two Sigma Ventures LP; Euclidean Capital; Lux Capital
Kallyope (US)
66.0
1-Feb-18
Morningside Group; Clarus Ventures; Aisling Capital; Atlas Venture; Citadel; SV Health Investors; Brace Pharma Capital; Cormorant Asset Management; Eventide Asset Management
Avrobio (US)
60.0
Source: GlobalData
MARKET POST EVENTS
Third edition of Healthcare Sabha discusses India’s Change Strategy for Public Health Healthcare Sabha 2018, like its previous editions, was very well received and appreciated by all those who were present Lakshmipriya Nair Pune STAKEHOLDERS OF public health celebrate the successes and deliberate on methods to mitigate challenges at the two-day event, hosted by Express Healthcare and The Indian Express Group Healthcare Sabha, the national thought leadership forum for public healthcare, reconvened in Pune, Novotel to continue its mission of ushering crucial reforms in the sector. In its third edition, its theme was India’s Change Strategy for Public Health – Prioritise, Plan and Practise. After an auspicious and positive beginning to Healthcare Sabha 2018 with a lamp lighting ceremony, PBN Prasad, Deputy Drug Controller, CDSCO-West Zone, Government of India, was the Chief Guest at the event. In his address, he spoke on the need for a more cohesive and collaborative approach to achieve Universal Health Coverage (UHC). He also opined that NHPS is a project which seeks to achieve this objective. In a very interesting and informative keynote address, Lt General CS Narayanan, VSM, PHS, Dy Chief (Medical) & Senior Colonel Commandant HQ, Integrated Defence Staff, Ministry of Defence, GoI, spoke on the multi-faceted and significant role played by armed forces to improve and enhance public health. He elaborated on their significant efforts towards various aspects of public healthcare; for instance health surveillance, immunisation, disaster management,
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L-R: PBN Prasad, Lt General CS Narayanan, Brig Smita Devrani, Dr Nilima Kshirsagar, Pranav Chandna and Viveka Roychowdhury
L-R: Alok Vajpeyi, Shubhalakshmi Patwardhan, Dr Prakasamma, Dr Shelly Batra, Brig Smita Devarani and Viveka Roychowdhury
first responders systems, managing aftermaths of calamities, improving medical preparedness in India, etc. The fact that they often have to do it hostile conditions and difficult terrains made their
work even more worthwhile. His sessions also highlighted the contribution of armed forces in healthcare policy making as well. The next speaker, Pranav Chandna, Director, Solutions,
(PPP, Design, Consulting, LSP) – Philips -Indian subcontinent spoke on the future of PPPs in India. He opined on the role of effective PPPs in driving public healthcare reforms in the country. He also
elaborated on Philips’ offerings in this arena. He also spoke on the factors that are important to create a successful PPP venture in healthcare, i,e. financial viability, bidder selection, quality, contract, technology. Brig Smita Devrani, Principal, Matron Command Hospital, Pune, took the stage to speak on the importance of empowering women to enhance public healthcare. She also highlighted the gender bias and under representation of women in public health which is detrimental to its progress. She also elaborated on her organisation’s role in improving public healthcare in the country and their myriad initiatives in this direction. In observance of Women’s Day, Healthcare Sabha had a panel discussion on the success of women health programmes in India. The moderator, Viveka Roychowdhury, set the context for the discussion by pointing out how pivotal it is to give adequate focus to women’s health to reform public healthcare in India. Brig Devrani spoke on how armed forces has contributed to the success of this objective while she also pointed out that her organisation does not discriminate in the health services provided on the basis of gender. Dr Prakasamma, Director, ANSWERS, Hyderabad, highlighted the need to improve maternal care, as important part of women’s health. She pointed out that women are the creators of future generations and protecting their health is essential to ensure continuity of the human race itself.
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Pranav Chandna, Director Solutions (PPP, Design, Consulting, LSP) Philips -Indian Subcontinent
Lt Gen CS Narayanan, Dy Chief (Medical) & Senior Colonel Commandant HQ, Integrated Defence Staff, Ministry of Defence, GOI
PBN Prasad, Deputy Drug Controller, CDSCO-West Zone, Government of India
Brig Smita Devrani, Principal Matron Command Hospital, Pune
Dr Om Prakash Upadhyay, Medical Superintendent, Sir Sunderlal Hospital, Banaras Hindu University,UP
Dr Suresh Saravdekar, Consultant - Procurement of Medicines & Medical Devices, IMS - BHU
Dr Nilima A Kshirsagar, National Chair Clinical Pharmacology, ICMR, Govt of India
Shweta Talati, Assistant Professor, PGIMER, Chandigarh
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MARKET She also spoke on the need to have trained mid-wives to ensure improved outcomes during childbirth. Shubhalakshmi Patwardhan, Director, Niramaya Health Foundation, Mumbai, pointed out that women needs to get out of the sacrificial, self-denial mode to own their health and take the right decisions. Dr Shelly Batra, Co-founder, highlighted how TB is one of the greatest threats to women’s health in India and points out that women face a lot of stigma dan are often ostracised if they are infected with TB. She also spoke on the measures which can help tackle TB in women. One interesting suggestion was finger printing at temples to track, monitor and ensure compliance as well adherence to TB treatment. Alok Vajpeyi, Director Programmes, Population Founda-
tion of India, elaborated on the educating women to help them do effective family planning. He also said that women’s health is the responsibility of men as well and they should take it up seriously. Dr Nilima Kshirsagar, National Chair, Clinical Pharmacology, ICMR, GoI, reinforced the need for rational use of medicines, highlighted the various malpractices and shortcomings in our current systems and urged the public health officials to put an effective strategy in place to mitigate them in her session on Use of WHO ATC DDD methodology in procurement. Strategies to implement best practices, innovation in procurement in public health were presented through cases studies. Dr Suresh Sarvdekar, Consultant – procurement of medicines & Medical devices,
IMS_BHU elaborated on the use of tools of health technology assessment to prioritise health needs. Dr Om Upadhyay, Medical Superintendent, Sir Sunderlal Hospital, Banaras Hindu University, UP spoke on the advantages of NLEM-based hospital formulary. The first day of Healthcare Sabha 2018 came to a close with a presentation of a very effective use of technology at PGIMER, Chandigarh which helped create tele-evidence to improve healthcare operations and thereby health outcomes. While there were several learnings from the insightful sessions throughout the day, one outstanding message was that change will happen for the better when public health workers own their projects and are ready to trod
unconventional paths in their pursuit for solutions to the challenges they face. Informative and insightful sessions of the first day of Healthcare Sabha continued on the second day as well. Representatives from across the country came together to continue their discussions on different aspects of public health in India at the event, hosted by Express Healthcare. Dr Pradeep Haldar, Deputy Commissioner (Immunization), MoHFW, in the first session for the day, elaborated on India’s immunisation programme – Mission Indradhanush and its various achievements. He also spoke on the various challenges in immunisation and detailed on the methods to improve the reach and outcomes of our efforts in this direction. Dr Hal-
dar also shared the lessons learnt from his experience in this sphere which can be applied to ensure good governance in other segments of public healthcare. The next topic covered was stroke management, an often neglected aspect of public healthcare according to the speaker, Dr NR Ichaporia, Consultant Neurologist, Jehangir Hospital, Pune. He expounded on stroke management in public health and highlighted the gaps in the current system. He also explained how the disease, apart from physical and mental disabilities, also poses a great economic burden on the patients. A panel discussion on reviewing the role of states in public health followed his session. Dr Rakesh Kumar Srivastava, Ex-Director General of
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MARKET
Dr Pradeep Haldar, Deputy Commissioner (Immunization), MoH&FW
Dr NR Ichaporia, Head of Neurology Department, Jehangir Hospital, Pune
Dr Rupa Mitra, Medical Director, Central Hospital, South Eastern Railway
Dr Anjana Malhotra, Addl Chief Health Director, South Eastern Railway
Devbrat Ohri, Sr VP and Head of Govt Operations, Medi Assist
KB Vijay Srinivas, GM, National Insurance Company
Keshvendra Kumar- Mission Director, NHM, MoH&FW, Government of Kerala
Panel discussion on NHPS and its way forward
20 EXPRESS PHARMA March 16-31, 2018
MARKET Health Services, GoI, & Advisor, Wish Foundation; Dr Dev Varma, Director of Health Services & Ex-officio, Add Sect, Govt of Tripura; Dr K Rajo Singh, Director Family Welfare Services, Manipur; and Dr Sarveshwar Narendra Bhure, Mission Director (NHM), Government of Chhattisgarh were the panelists for this session. In the course of the discussion, they evaluated the current scenario of public health in their respective states, examines both, successes and failures and deliberated on the way forward to build strong and effective public health systems. The second day also witnessed several case studies which highlighted successful implementation of public health funds and resources. SN Bhure, Mission Director, NHM, MoH&FW, Government of Chhattisgarh, presented a case study on refomaing operations in Chhattisgarh through technology. Dr Rupa Mitra, Medical Director, Central Hospital, South Eastern Railway a presented case study on effective NICUs and Dr Anjana Malhotra, Additional Chief Health Director, South Eastern Railway spoke on their burns unit under the topic, ‘Initiatives for change at Central Hospital’. KB Vijay Srinivas, GM, National Insurance Company expounded on the need for a good health financing system and the role of health insurance in rforming public health. Keshavendra Kumar, Mission Director, Kerala spoke on a project called ‘Hridyam for little hearts’ a venture to provide free paediatric heart surgeries in the state. The last panel discussion at Healthcare Sabha revolved around a very pertinent issue – NHPS and its way forward. Dr Prateek Rathi, Special officer, ESCI, Govt of Maharashtra; Bejon Misra, International Consumer Policy Expert, The Partnership for Safe Medicines India and KB Vijay Shrinivas, GM, National Insurance Company were some of the panelists in this session. They discussed on the pros and cons of this initiative and debated on its efficacy and effectiveness in enhancing access and affordability of healthcare in India.
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After the sessions, the delegates reconvened for Express Public Health Awards to honour the champions of public healthcare in India. Healthcare Sabha 2018, like its previous editions, was very well received and appreciated by all those who were present. Panel discussion on ‘Reviewing the role of states in public health’
lakshmipriya.nair@expressindia.com
MARKET
Express Public Health Awards honours heroes of public healthcare Lauds deserving projects in the public healthcare space which have paved the path for reforms in the current public health scenario
Winners and jury members at Express Public Health Awards
Lakshmipriya Nair Pune HONOURING PUBLIC healthcare champions is a tradition at Healthcare Sabha. This year too, Express Public Health Awards were given to some very deserving projects across the country to acknowledge their efforts towards India’s public healthcare system. The awards nite began with a Welcome Address by Viveka Roychowdhury who welcomed the delegates and explained the vision and mission of Express
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Public Health Awards. She introduced the esteemed jury and thanked them for their contribution in helping choose the most deserving winners. Roychowdhury gave a prelude to ‘Be The Change’ movement, an endeavour to encourage and motivate public health professionals to believe in themselves and do their bit towards driving public health reforms. She invited Bejon Mishra, leading public health activist to explain the endeavour and launch the movement. He was also the first to take the
‘#BeTheChange’ pledge. Mishra also urged other public health officials to take the pledge and accelerate progress in India’s public health system. Next, Dr Prabhakaran, VP (Research & Policy), PHFI and the Chairperson of the jury for Express Public Health Awards took the stage to explain the methodology of the awards. Lauding Express Healthcare for this initiative, he explained the need to encourage good work in the sphere of public health. He went on to highlight various challenges in India’s public
health and the need for effective strategies to mitigate them. His address was followed by the awards ceremony. Eight awards in six categories and one special recognition were given away to public health champions across India.
ogy by a State Government Winner: Government of Haryana for their new innovative system called Online Drug Inventory and Supply Chain Management System (ODISCM) to monitor various government-sponsored health programmes.
The winners of Express Public Health Awards were as follows: Category 1: Innovation in Increasing Affordable Access to Quality Medicines, Vaccines, Medical Products and Technol-
Category 2: Most Effective Health Technology Systems by a State Government Winner: Government of Odisha for providing three main aspects of primary healthcare in a brick and
MARKET mortar dispensary within 45 minutes and offering consultancy with empanelled certified doctors through video conferencing.
efforts towards improving procurement services, supply chain and infrastructure development in two difficult districts of the state.
Chhattisgarh for making an alternate energy choice by opting for solar power plants and installed solar photovoltaic power plants across the state.
Category 3: The Most Efficiently Run Health Programme by a State Government Winner 1: Government of Ma-
Category 5: Innovative Models of Financing Public Healthcare by a State Government Winner: Government of
Category 6: Most Effective Healthcare NGO Winner: Jan Chetna Manch, Bokaro, Jharkhand for providing quality care during preg-
‘Be The Change’ movement, is an endeavour to encourage and motivate public health professionals to believe in themselves and do their bit towards driving public health reforms nipur for their Chief Ministergi Hakshelgi Tengbang (CMHT) project under which eligible households are given a CMHT health card to avail cashless treatment. It provides medical cover up to ` 2 lakhs per family per year for seven critical diseases and upto ` 50,000 for general ailments. Winner 2: Government of Kerala for their programme called Hridyam for Little Hearts that provides free access to healthcare for complicated paediatric cardiac surgery for newborn and children. Category 4: Most effective PPP Winner 1: Ziqitza Healthcare for multiple initiatives aiming to offer counselling and promote awareness and a noteworthy PPP in healthcare infrastructure. Winner 2: National Health Mission, Chhattisgarh for their
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nancy and childbirth for poor women, by training local women to provide healthcare in areas which have intermittent access to qualified medical professionals.
Special Recognition Govt Tribal Speciality Hospital, Kottathara, Attappady, Palakkad, Kerala as a
commendable attempt to provide quality treatment services as a first referral unit, completely free of cost in backward, tribal areas. The awards ceremony ended with a high note and a renewed commitment towards public health reform. lakshmipriya.nair@expressindia.com
cover )
24 EXPRESS PHARMA March 16-31, 2018
(
THE MAIN FOCUS
ATALE OF TWO TITANS Two stories of grit and glory that serves as exemplars for the lifesciences industry By Lakshmipriya Nair
F
ounder and erstwhile Apple CEO Steve Jobs had once stated, "The biggest innovations of the 21st century will be at the intersection of biology and technology". It seems his prophecy is coming true. Biologics or biosimilars are revolutionising the treatment of several health conditions, thereby reducing disability and improving the quality of life for many. Similarly, the pharma industry, in its quest to discover and develop new drugs to treat complex diseases, is rapidly adopting innovative technologies that will help them ramp up research and development, enhance their manufacturing and analytical capabilities and enable them to be competitive and compliant. Advancements in these areas are disrupting existing models and processes to accelerate discovery, enhance productivity and enable regulatory compliance in the
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pharma industry. In such a scenario, the role of pharma services providers takes on magnified importance. It is upto them to help the players in the pharma industry stand out in the domestic market and carve their niche in the global ones. Therefore, Express Pharma, in this issue, features two leading services providers – ACG and Gansons – who have evolved with the industry and is shaping its future with their offerings. At the first glance, one is likely to see the similarities in the two ventures. Both are family-run businesses, built by the grit and determination of two pairs of brothers and have withstood the test of time to become globally recognised firms. Yet, their business models and modus-operandi differs. Each firm has paved individual paths to progress. Let’s trace their success stories and examine their future.
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March 16-31, 2018
cover ) GANSONS’GENESIS AND GROWTH I
t all began with Ganendra Nath Banerjee, a nationalist who set up Gansons just four days after independence on August 19, 1947. His family members inform that he believed India’s progress as an independent nation would largely depend on its ability to be self-sufficient and the entrepreneurs of the country would play a mammoth role in driving the economic engine of the new nation. Gansons was born out these ideals and ideas. In the face of considerable opposition and scepticism, Gan Banerjee started this company and initially began with the manufacture and distribution of laboratory and other equipment. It has several firsts to its credit including the first Bunsen burner, the first laboratory gas plant and the first ampoule cutter, among many others. After Gan Bannerjee, his second son NN Banerjee steered Gansons towards the manufacturing of larger equipment to serve India's emerging process manufacturing industries. Gradually, over the years, Gansons diversified its business dealings and ventured into manufacturing of larger equipment to meet the needs of India's emerging process manufacturing industries including chemicals, fertilisers, food, beverages, personal care products, pharmaceuticals and others. Currently, the company, helmed by NN Bannerjee’s children, Ashis Banerjee and Subrato Banerjee, is one of the leading suppliers of pharma solid dosage manufacturing equipment.
Evolving with the industry Ashis Bannerjee and his brother, Subrato Bannerjee recount how different decades saw the pharma industry go-
26 EXPRESS PHARMA March 16-31, 2018
“
“
Partnerships have helped the company tremendously in effectively leveraging the prowess of worldclass technology to deal with increasingly complex challenges faced by the pharma industry
ing through different phases and reminisce about Gansons’ efforts to fulfil the requirements of the sector, right from the year of independence. Citing an example, they narrate how Ranbaxy, one of the first big pharma companies in India, several decades ago was looking at commencing the manufacture of APIs. Dr Parvinder Singh, the company’s leader, was looking at setting up a process and needed the equipment to put the system in place. Right from identifying the optimal process to actually designing the equipment, Gansons was involved in each step of this activity and their engagement was multi-faceted. Highlighting that this was need of the erstwhile years, they point that as cost was a huge issue, hand-holding pharma companies through each step was essential as there wasn’t much scope for trial and errors and it was necessary to get the systems and equipment that serve the purpose right in the first attempt itself.
We are one of the truly Make in India companies, since the last 70 years. We buy into the concept and that’s what works for us. We are investing a lot in developing R&D to develop our own technology
SUBRATO BANERJEE
ASHIS BANNERJEE
Director, Gansons
Managing Director, Gansons
Ashis Bannerjee also talks about the various challenges that the industry faced in different decades and Gansons’ struggles to mitigate them to spur progress in the life sciences industry. For instance, in the 50s there was an embargo on the import of equipment, so there was a need to maintain, replicate or improve on the equipment indigenously. The 70s saw companies set up processes right from scratch, including the production of raw materials. Thus, the challenges were different and the company had to keep reinventing itself to be a preferred partner for pharma companies.
Partnering for progress Over the years, Gansons has built strong partnerships with global firms to strengthen its portfolio and maintain the growth momentum. Companies like Quadro (particle size reduction), Klenzaids (containment solutions), Innojet (fluid-bed processing), and Resodyn (acoustic resonance
mixing), Hanningfield (processing and containment solutions) have been some of Gansons’ partners in progress and growth. Ashis and Subrato Bannerjee apprise that these partnerships have helped the company tremendously in effectively leveraging the prowess of world-class technology to deal with increasingly complex challenges faced by the pharma industry. These partnerships have also facilitated an environment of innovation which has always been at the core of their success. The company management also updates that a strong innovation pipeline is the most important factor when Gansons looks at global partnerships. Even the financial stability of the partner company is secondary to its investment in innovation. Unless there is something to learn and new ideas to work with, we don’t enter into a partnership, say the Bannerjee brothers. Now, the company is train-
ing its focus towards Japanese players as its management believes that the Eastern country has lot of technological clout that can be very beneficial to the pharma industry.
Making in India for the World Ashis Bannerjee says, “We are one of the truly Make in India companies, since the last 70 years. We buy into the concept and that’s what works for us. We are investing a lot in developing R&D to develop our own technology.” With all their manufacturing bases in India as well, it makes in India for the world. Though the company serves several global pharma companies across the world, it is first and foremost an Indian company with Indian ethos. As per the company management, this model of working helps them with better forecasting of outcomes, enable more local jobs, assure consistent production quality, more efficient use of limited resources, and achieve better
( economies of scale, thereby emerging as truly ‘Make in India’ champions. Even in the near future, the company doesn’t have plans to set up manufacturing units outside and intend to continue operating from India itself. Yet, it is a major supplier of equipment and technology for pharma companies in over 30+ countries and definitely aims to expand its footprints in developed and developing markets such as Latin America, North and West Africa, Middle East, Western Eu-
rope, North America, Russia etc.
Value-driven growth Their growth strategy too is closely aligned with this idea. Ashis and Subrato Bannerjee tell us that value innovation is at the crux of their growth strategy. This, according to them, is the most important factor as the Indian pharma industry will slowly metamorphose from a volume-driven to a value-driven sector, a change which is crucial to its survival and success. The
company wants to partner the industry as it undergoes this transformation and is thereby focussing on inward-looking strategies for growth. With strategic investments in R&D, technology and most importantly, people, Gansons wants to ensure that they support their customers though each step of their operations and activities. The company wants be an end-to-end solutions provider for the pharma industry. In the next three years, it is looking to provide holistic
THE MAIN FOCUS
and comprehensive offerings which would help their clients avert operational flaws, manual errors and technical glitches. This, in turn, enable adherence to regulations, enhance product and process quality, reduce time and effort as well as offer them a competitive edge over their peers. Thus, the Bannerjee brothers inform that their plan is to not only to provide short term gains to their clients but also to ensure that their capabilities are enhanced with an aim
to empower them as they strengthen their foothold in the global arena.
Gearing for the future The Bannerjee brothers predict that the industry will be more innovation-driven in future and technologies that drive innovation will have significant roles to play in the sector’s growth. Hence, their message to the pharma industry is to plan carefully for the future, do their risk-assessment thoroughly and invest wisely to be future-ready.
ACG’S ADVANCE AND ASCENT A
CG (earlier known as ACG Worldwide) came into being in 1964, as a capsule shells manufacturer. Daljit Dharam Singh, serial entrepreneur and father of the company’s current leaders, Ajit Singh and Jasjit Singh started the business. Yet, he passed away before the business could be established and his sons were left with the responsibility of making his latest venture work with a huge debt to repay. However, the Singh brothers’ perseverance and resolve ensured that the company not only became profitable, but also grew to become one of the largest manufacturers of empty hardshell capsules as well as films and foils used for blister packaging of medicines. Yet, it was no bed of roses. Before liberalisation in 1991, the business environment and government policy, both, were not completely conducive for growth and progress. Many challenges came their way, but the Singh brothers handled all the tough situations with tact and out-of-the-box solutions. For instance, there is an anecdote that when the Singh brothers were thinking of downsizing in
businesses include manufacturing equipment for granulation, tableting, tooling, etc. ACG is also an end-to-end packaging solutions provider with an inspection vertical that offers world-class track-and-trace solutions. Ajit Singh and Jasjit Singh helm and steer this company towards further progress as the Chairman and Vice Chairman of ACG.
“
It is our commitment to continuous innovation that helped us set a strong and steady growth momentum
Tracing a continuous growth path
AJIT SINGH Chairman, ACG
Jasjit Singh Vice Chairman, ACG
the 70s without causing labour unrest. However, this required them to first appease trade union leader Datta Samant whose power and influence was immense in those days. Therefore, they met him at his office and presented them with a comic book which highlighted the threats and liabilities to their
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business. Pleased with their fresh and original approach, he supported the company’s strategy to reallocate the workers and settle them. This, in turn, saved the company from facing huge losses. Today, ACG is a global conglomerate with over 4,500 employees and presence in over
100 countries. It has a research affiliate with about 150 scientists, technologists and technicians. The company is a prominent supplier of products and services to most leading pharma giants, in India and globally. Its manufacturing sites are located in different countries of the globe. The company’s diversified
Since its inception, ACG has continued to grow very rapidly over the years, and Ajit Singh believes that it is their commitment to continuous innovation that helped them set a strong and steady growth momentum. ACG was the answer to Indian pharma companies who were looking for solutions which helped them achieve quality with quantity at affordable rates. Without much reliance on foreign technology, the company emerged as a fast growing group known for manufacturing quality capsules, advanced pharma machinery and sophisticated pharma packaging films, with over 20 factories, offices and warehouses in various countries.
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cover ) As Ajit Singh, Chairman, ACG divulged in an earlier article carried in Express Pharma, “By the fourth year of our production, when the output had reasonably stabilised, we were producing about 50 million capsules per year. We are now producing about a 100 billion capsules a year. It is difficult to comprehend, but this amounts to a growth of 200,000 per cent over these few decades.” Today, with over 40 patents, ACG is among the world’s largest integrated pharma consumables and machinery supplier in solid dosage forms. Singh informs that their efforts have helped the entire lifesciences sector, including the public sector procure worldclass products at affordable prices.
Rise as an Indian MNC ACG is a company with a major focus on exports. Over 50 per cent of its production is exported to more than 100 countries across the world. Thus, its productivity and innovation has helped the company maintain a leading position in the world, and make profits each year for reinvestment and fast growth. Moreover, the next gen leader of the company, Karan Singh is also
a part of the company’s growth trajectory as its Managing Director. Now the company’s strategy is to magnify its global presence and entrench itself as a strong player in regulated markets such as the Europe and the US. It believes in being where the customer is and therefore it is establishing facilities in Eastern Europe and South America. Karan Singh, MD, ACG, in an earlier conversation at CPHI India had outlined the company’s vision and informed that manufacturing facilities in the markets that ACG serves is part of their global strategy and will help strengthen and consolidate the company’s footing and position in these markets. He had also divulged that a facility to manufacture capsules and films will soon be inaugurated in South America. Singh says, “It is a mix of both, greenfield and brownfield projects, to be near our customers and provide them with value.” The company’s management is of the opinion that local manufacturing in the markets will offer them myriad benefits such as flexibility, being closer to their customers, improved and opportune information, more motivated managers and
“
Manufacturing facilities in markets that ACG serves is part of our global strategy to strengthen and consolidate the company’s position Karan Singh Managing Director, ACG
employees, and the advantage of low labour costs in different areas. Another rationale is that in case protectionist policies and import duties makes trade difficult in coming times, then ACG would have already established its presence in major pharma hubs of the globe.
Investing in people Another of the company’s strategies to aid and support its global expansion has been the appointment of experts and veterans from different countries in several key positions of the organisations. Their experience and learnings have paved the path for ACG’s progress and lent the
wings to its global ambitions. To cite some examples, Richard Stedman, the Group CEO of its engineering division is a seasoned professional of South African origin, He has extensive experience across multidisciplinary functions. Roy Cook is the CEO and VP of Scitech Center, ACG’s R&D facility. Ettore Cucchetti, CEO at ACG Inspection Systems is someone who is adept at the design and the delivery of strategy for markets and products with high technology contents. At the same time, leaders of Indian origin help the company understand the needs and requirements of the Indian
market and fulfill them effectively. Thus, ACG has maintained a very fine balance of Indian and international expertise which is very central to its growth strategy.
Seeking new horizons Now, ACG is looking at different avenues for growth. For instance, the company has plans to make biotech and biosimilars in capsule form. Similarly, technology is another of its focus areas. It plans to leverage the huge potential of emerging technologies in the lifesciences sector to bring in new paradigms in the industry. ACG has a team working on projects that leverage AI, virtual reality etc. One such example was demonstrated at CPhI India this year. It also underwent a major rebranding exercise wherein the company consolidated their diverse businesses into four major verticals. With this move, the management intends to streamline and improve their processes and bring in more co-operation and collaboration between different verticals. Thus, the homegrown pharma services giant is on a rapid growth trajectory. lakshmipriya.nair@expressindia.com
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services introduced by your organisation for our various sections: Pharma Ally (News, Products, Value Add), Pharma Packaging and Pharma Technology Review sections. Related photographs and brochures must accompany the information. ❒ Besides the regular columns, each issue will have a special focus on a specific topic of relevance to the Indian market. ❒ In e-mail communications, avoid large document attachments (above 1MB) as far as possible. ❒ Articles may be edited for brevity, style, and relevance. ❒ Do specify name, designation, company name, department and e-mail address for feedback, in the article. ❒ We encourage authors to send their photograph. Preferably in colour, postcard size and with a good contrast.
28 EXPRESS PHARMA March 16-31, 2018
Email your contribution to: The Editor, Express Pharma, Business Publications Division,
The Indian Express (P) Ltd, 1st Floor, Express Towers, Nariman Point, Mumbai - 400 021. Tel: 91-22-2202 2627 / 2285 1964/ 6744 0000 Fax: 91-22-2288 5831 viveka.r@expressindia.com
MANAGEMENT I N T E R V I E W
Contraception portfolio to continue to be important given the unmet medical need Bayer Zydus Pharma is committed to focus on working with the relevant stakeholders to enhance its presence in gynaecological therapies in India. Manoj Saxena, MD - Bayer Zydus Pharma, reveals more in an interaction with Viveka Roychowdhury
What are the health issues faced by women which are unique to India, due to socio-economic reasons, genetic disposition, etc? Women in India face numerous health challenges throughout their lives from puberty to menopause, and even beyond that. Issues like malnutrition, poor reproductive and maternal health are dominant among women in India. The World Bank Data 2015 reports that nearly 45,000 maternal mortality cases in India are due to causes related to childbirth every year accounting to about 17 per cent of such deaths globally. The lack of knowledge on proper family spacing through the appropriate use of contraceptives is a major challenge in India, while gynaecological issues like Polycystic Ovary Syndrome (PCOS), menstrual disorders and endometriosis are also on rise in our country. These issues not only impact the physical health of women but also affect their overall wellbeing, hampering their quality of life. According to Indian Human Development Survey 2012 about 79.8 per cent of women need permission to visit a health centre either from a senior male or female member in the family. This indicates the lack of empowerment among women to make decisions related to their health. Literacy plays an
important role in understanding and addressing health concerns. With a low female literacy rate at 68.4 per cent, reported in the National Family Health Survey 2015-16 (NFHS-4), there is still an unmet need to increase the level of awareness on health issues among women in India in order to encourage earlier intervention and proper management
With a low female literacy rate at 68.4 per cent, reported in the National Family Health Survey 2015-16 (NFHS-4), there is still an unmet need to increase the level of awareness on health issues among women in India in order to encourage earlier intervention and proper management
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Which are the three to four segments within women healthcare where Bayer has chosen to specialise in? With almost nine decades of experience, Bayer is a pioneer in the field of women’s health. The first studies on female hormones were initiated by Bayer in the 1920s. Since then, we have come a long way – from developing the first Combined Oral Contraceptive pill (Anovlar ) to pioneering research in intrauterine contraception systems. Bayer is committed to delivering science for a better life by advancing a portfolio of innovative treatments. Women’s health including family planning and menopause management has been in the centre of Bayer’s gynaecology franchise for many years. Today, our research efforts focus on finding new treatment options for gynaecological diseases with a high medical need such as uterine fibroids and endometriosis, which affect a large number of women in our
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MANAGEMENT society. In India, our women’s healthcare business focusses on three areas: contraception, menopause management and gynaecology. We recently launched Visanne in India for treatment of endometriosis. This marks a considerable step forward in managing this chronic, debilitating disease. What have been the disease trends in this therapeutic segment? The recent National Family Health Survey 2015-16 (NFHS4) released in 2018 showed that 47 per cent of the married women between 15-49 years did not use any method of contraception. Another recent study of postpartum unintended pregnancies published in 2016, has revealed that 88 per cent of them end in induced abortions1. The low use of contraceptive methods is attributed to the lack of information on the available options and apprehensions about their use. Some of the major roadblocks in decision making on the contraceptive use are the social barriers and the patriarchal system of society which does not encourage discussion of the topic with family and elders. In gynaecology diseases, two in five adolescents and one in five adult women in India are likely to suffer from PCOS 2. These are higher than the global numbers of one in 10 women suffering from PCOS. Similarly, from about 17 crore women with
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endometriosis in the world, around 2.6 crore women (in reproductive age-group) are in India.3 These prevailing health challenges deteriorate the quality of life for women impacting their physical and emotional well-being. Are there enough cost effective treatment options in India in these disease areas? There are various cost effective treatment options available in India The cost of opting for contraception is affordable in India. In fact it is lesser in comparison to dealing with an unplanned pregnancy. Bayer continues to make some of its well-researched, innovative and modern therapies available in India and they are priced according to the value they offer to patients. I must say the treatment options in India are on par with the treatments offered to women in developed countries. Given that India is a price sensitive market, under insured and that the average woman tends to prioritise her family’s health rather than her own, most women health conditions go undiagnosed until too late. For instance, breast and cervical cancers are not detected until in the 3rd/4th stages. How can we address these challenges? The announcement of the Universal Health Cover by the
government in the recent budget is a positive step to make healthcare accessible. This may help address the financial burden for the patients. There is also a need for continuous awareness initiatives to educate and inform women about the health issues, which would help them in early diagnosis and treatment. There is still a stigma attached to discussing issues like menstrual hygiene, infertility issues, contraception etc. How can pharma companies build awareness around these areas in a responsible manner? Early awareness is required on these topics among both men and women. We need to overcome the social barriers and be open to discuss contraception, and gynecological issues which concern women’s health and society at large. Most of women depend on peers and the Internet as the source of information. It is important to guide them towards the right sources of information. As a healthcare innovator, pharmaceutical companies can play a responsible role in educating women and men and helping them make the right choices. Globally, Bayer has identified this cause and supports initiatives like the World Contraception Day (WCD) that takes place on September 26th every year.
This annual worldwide campaign centres on the vision where every pregnancy is wanted. Since the last 10 years, WCD has been celebrated around the world with a mission to improve awareness of contraception and to enable young people to make informed choices on their sexual and reproductive health. Bayer in India has also introduced the #Bareyourpain campaign to create awareness and encourage women to come out and speak up about endometriosis or periodrelated pain, instead of suffering in silence. In another initiative, Bayer has supported the development of the guidelines for disease management of PCOS and menstrual disorders. These guidelines serve as the standard of treatment and care and help healthcare practioners determine the right treatment options that benefit patients. The government has some schemes dedicated to women’s health. How can pharma companies like Bayer collaborate with the government to maximise resources and amplify awareness? Bayer Zydus Pharma closely works with Federation of Obstetric and Gynaecological Societies of India (FOGSI) on various campaigns to create awareness on women’s health. We have conducted about 75
programmes in colleges last year to educate young girls on the PCOS and its management. We are open to evaluating projects which could benefit women and society. As part of our Corporate Societal Engagement (CSE) initiative – Discovering Hands, Bayer is empowering visually impaired women by training them to detect signs of breast cancer. In another project, Bayer is also working to provide low cost sanitary pads to rural women and girls in and around Hyderabad. Empowerment of women is one of the pillars of our CSE initiatives and we are also contributing to this cause though our expertise and offerings in women’s healthcare. How does Bayer Zydus’ women healthcare (WHC) leadership position differ from its peers, globally as well as in India? Bayer is a pioneer in the research of women’s health, be it in the development of its first oral birth control pill or its highly effective intrauterine contraceptive systems or research in areas of endometriosis and PCOS. Bayer has always led the way. Our long-standing history and expertise in women’s health is trusted among the healthcare community. It is the quality of our products and promise they deliver that makes us a trusted partner. We are in a leadership position
MANAGEMENT in most of the women’s health products in the represented market. What is the revenue share of the WHC business? What is the strategy to grow the WHC business? The pharma business sales were € 16.4 billion in 2016 and we have invested € 4.4 in research and development. Our portfolio in Women’s Healthcare contributed significantly to our overall business. Bayer Zydus Pharma is committed to focus on working with the relevant stakeholders to enhance its presence in gynaecological therapies in India. The launch of Visanne is a milestone in this direction. The contraception portfolio will continue to be important for us given the unmet medical needs in contraception in India. We will stay committed to the cause of women’s health and empower women to make informed choices in taking care of their health and wellbeing. What are the promising leads in the research pipeline in the WHC segment? What are the future disease trends in this therapeutic segment? Today, our research efforts focus on finding new treatment options for gynaecological diseases with a high medical need such as uterine fibroids and endometriosis, which affect a large number of women in our society. The gynaecology pipeline at Bayer includes several investigational compounds in various stages of preclinical and clinical development. Together, these projects reflect the company’s approach to research, which prioritises targets and pathways with the potential to alter the way that gynecological diseases are treated. As an example our research pipeline comprises Vilaprisan - a novel oral treatment of uterine fibroids currently in Phase III clinical development as well as for endometriosis in Phase II.
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Will 2018 see any new launches in the WHC segment? Do give some details. Bayer Zydus Pharma has recently launched Visanne in India for the treatment of endometriosis. This extended long-term oral therapy is specifically developed for
women with endometriosis. Visanne has been proven to benefit patients in many countries and is currently available for Indian women suffering from pain due to endometriosis. We are committed to improving the health and wellbeing of women and their families by contributing to
better disease awareness to drive early diagnosis and by bringing to women safe, effective and tolerable treatments for diseases afflicting women.
References 1.Hooda R. et.al. International Journal of Reproductive Medicine Volume 2016, Article ID 7695847
2 Fertility Science and Research Journal of the Indian Fertility Society in 2014, 3 Bendigeri T, Warty N, Sawant R et.al. Endometriosis: Clinical Experience of 500 Patients from India. The Indian Practitioner. July 2015; 68(7): 34-40. viveka.r@expressindia.com
RESEARCH UPDATES
Eisai clinches Merck deal to develop and sell cancer drug Under the deal, Eisai will receive an upfront payment of $300 million and up to $650 million for certain option rights through March 2021
FDApanel backs Pfizer’s Xeljanzas bowel disease treatment The 15member panel voted unanimously in favour of the drug
M
erck & Co and Japan’s Eisai have signed a potential multibilliondollar collaboration to develop and sell Eisai’s cancer drug Lenvima, which is already approved in dozens of countries for two uses. The deal, under which Lenvima will be developed for several types of cancer alone and in combination with Merck’s immunotherapy Keytruda, could be worth up to $5.76 billion to Eisai, but most of that would be contingent on eventual sales. US drugmaker Merck will be entitled to half of all global Lenvima sales revenue, even for its already approved uses for thyroid cancer and in combination with another drug for kidney cancer. The deal is similar to a multibillion-dollar oncology collaboration Merck struck with AstraZeneca on its cancer drug
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Lynparza and another medicine last July. “Like the Lynparza deal with AstraZeneca, this starts to really broaden out Merck’s portfolio,” Frank Clyburn, head of Merck’s commercial oncology business, said in an interview.“And Merck will start to receive revenue right away.” Under the deal, Eisai will receive an upfront payment of $300 million and up to $650 million for certain option rights through March 2021. Eisai could receive another $385 million in clinical and regulatory milestones, and Merck will pay another $450 million as reimbursement for research and development costs. The collaboration gives Eisai access to Merck’s R&D and sales clout as well as a means of maximising the potential of Lenvima in combination with the leading immunotherapy drug.
Following positive trial data showing that Lenvima with Keytruda led to tumour shrinkage in 63 per cent of advanced kidney cancer patients, the combination received breakthrough designation from the US Food and Drug Administration. The combination also appeared to enhance the impact of Keytruda on advanced kidney cancer. Breakthrough status is a designation given to treatments demonstrating substantial improvement over existing therapies in treating a serious or life threatening illness. The companies said they will develop the combination for 11 different potential uses across six other cancer types, including skin cancer and bladder cancer. “It makes sense ... to try to develop the drug to the full extent possible as monotherapy and in combination with
Keytruda,” Roger Perlmutter, President, Merck Research Laboratories, said. Lenvima, an oral drug known chemically as lenvatinib, was discovered by Eisai scientists and belongs to a class of medicines known as tyrosine kinase inhibitors that block the blood vessel supply to tumours and tumour growth. The injection of funds following the deal will be used to accelerate research and development of treatments for Alzheimer’s disease and cancer, Haruo Naito, CEO, Eisai said. One drug, BAN2401, failed to meet the main goal of a mid-stage trial, Biogen said in December. In February, the US drugmaker said it was enrolling more patients for its late-stage trial drug aducanumab, heightening concerns about the challenges of Alzheimer’s drug studies. Reuters
PFIZER’S XELJANZ should be approved to treat patients with moderate to severe ulcerative colitis, a chronic bowel disease, a US Food and Drug Administration (FDA) advisory committee said. The 15-member panel voted unanimously in favour of the drug. The FDA is not obliged to follow the recommendations of its advisory panels, but typically does. Xeljanz, which is already approved to treat rheumatoid arthritis and psoriatic arthritis, raked in $1.35 billion in 2017 sales for Pfizer. Ulcerative colitis is a chronic condition triggered by an abnormal immune response that creates long-lasting inflammation and ulcers in the large intestine lining. It is the most common inflammatory bowel disease. Reuters
Esperion’s cholesterol drug succeeds in late-stage study Esperion is looking to target patients who are unable to take or do not show improvement with statins ESPERION Therapeutics said a late-stage trial of its experimental oral drug met the main goal of reducing cholesterol by 28 per cent in patients suffering from, or at a high risk of, an artery-clogging heart disease. Esperion is looking to target patients who are unable to take or do not show improvement with statins, a class of medi-
cines that lower the level of lowdensity lipoprotein cholesterol (LDL-C) in the blood. Although less potent than PCSK9 inhibitors - newer, injected cholesterol medicines usually prescribed to such patients - Esperion’s drug is expected to be cheaper. Esperion’s 12-week study tested a 180 mg per day dose of its drug, bempedoic acid, versus a placebo in 269 patients with high cholesterol whose treatments were not adequate. “The study looks generally fine to us and within our expectation and we appreciate the more important study reads out in May, which is the Phase 3 one-year safety study,” Jefferies analyst Michael Yee said in a client note. Reuters
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PHARMA ALLY PRODUCTS
Gandhi Automations: India’s leading entrance automation and loading bay equipment company
G
andhi Automations is India’s number one entrance automation and loading bay equipment company. This widely recognised position has been achieved over years of hard work, innovation, commitment to quality and reliable customer service. The company is proud to be certified to ISO 9001: 2008. Since its inception in 1996, we have been manufacturing, importing, distributing and installing products that are problem free and easy to operate. The company offers complete logistics solutions by providing dock levellers, dock shelters, sectional overhead doors and dock houses. Electro-hydraulic dock levelers offered by Gandhi Automations are not only ‘a bridge for connecting a vehicle,’ but also facilitate fast, smooth and safe transition by compensating the difference in heights between the loading bay and the vehicle. This contributes to minimising energy used and savings on heating and chilling costs resulting in maintaining the quality of the transported goods. Dock levellers offered by Gandhi Automations are designed as per EN 1398 standard for the most demanding loading and unloading operations.
plied and engines shut off. This eliminates the exit of hot air, intake of cold air (or the opposite in hot and inside conditioned places) and intake of exhausting gases in the warehouse. After the sectional overhead door opens, the lip of the dock leveller connects to the truck bed for loading / unloading to take place. At the end of the loading/unloading, the dock leveller is put in rest position and the sectional overhead door is closed, without moving the vehicle. The vehicle then departs at the end of the process. Following are the two types of dock levellers. a) Radius lip dock levelers Radius lip dock levellers allow the dock to connect with the truck bed, thus making it possible to drive directly on and off with forklift trucks etc. The selfcleaning lip hinging system does not retain rubbish with automatic end-of-run, so as to keep the 25 mm security distance between the folded lip and structure as per EN 1398 & EN 349. b) Telescopic lip dock levellers Telescopic lip dock levellers are ideal for connecting vehicles unable to drive near dock i.e. sea containers, side loading railway wagons etc. These types can be supplied with a lip extending up to 1 m. Gandhi Automations’ dock levellers are equipped with the most secure safety devices and accessories.
Efficient loading and unloading of goods The importance of efficient loading the goods has always been evident, and it has increased over the years, essentially for two reasons: the lesser availability and the higher cost of manpower. Consequently lesser qualified manpower is being utilised which leads to damage in the goods. The cost of loading and unloading the goods can be calculated precisely and is exactly de-
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finable, which allows for a scientific approach to find out the investment that goes into the process. Gandhi Automations has always designed solutions based on such scientific approach and feedback from clients. The dock levellers offered by the company ensure
loading and unloading with lesser effort and minimal cost. It is possible to load and unload your products in a safe way and in the process obtain remarkable energy savings. The loading bay remains with the dock leveller in rest position and the sectional overhead door
closed, until the vehicle is positioned. The driver drives back centring to the dock shelter and stops the vehicle the moment it gets in contact with the bumpers. The sectional overhead door is then opened only when the vehicle is positioned, brakes ap-
Contact details Gandhi Automations Chawda Commercial Centre Link Road, Malad (W) Mumbai – 400064, India Off: +91 22 66720200 / 66720300 Fax: +91 22 66720201 Email: sales@geapl.co.in Website: www.geapl.co.in
Industrial Equipwash hose down unit provides instantaneous hot water IEWI HOSE Down Unit (Mixing Battery) provides instantaneous hot water economically by mixing steam and ambient water to the required temperature through a simple turn of a knob. The mixing battery is supplied with isolation valves, check valves, union joints, strainers and thermometer to know the temperature of the emerging hot water. Mixing battery provides industry with cheap hot water wherever steam is available, along with water. It incorporates a hydraulic fail safe device, so that when correctly installed and maintained, no steam regardless of its pressure can enter the mixing chamber until the water flows to raise the steam valve of its seat. When turned off at the outlet, there is an immediate and positive shut-off.
Hot and cold water hose stations and mixing UNITS will produce hot water instantly and keep on producing it as long as there is a constant supply of steam and cold water.This unit is equipped with a dial thermometer which indicates the temperature of the wash water, and by means of the control valves the user can adjust the unit to produce hot water of the desired temperature If for some reason the cold water supply fail, the steam is instantly shut off. This action is positive and automatic and does not rely on thermostats or electrical devices. When the unit is properly maintained, this safely feature eliminates the hazard of steam burns. This unit comes fitted with 3 to 5 metre of high pressure water hose. Within this complete wash down unit, the operator can do a better and more economical clean-up job since the unit furnishes a steady supply of hot water at the desired temperature and the spray nozzle allows him to regulate the water from a solid jet to a fine spray. Moreover, there is no waste of water since the flow stops the instant the spray nozzle lever is released.
Advantages Low initial cost, low maintenance, no complicated mechanism to get out of
order, no expensive hot water steam needed, can be easily installed in the part of the plant where steam and water lines.
Water saver nozzle
Heavy duty, stainless steel, water saver nozzle is designed for cleaning applications in pharma, food, dairies, breweries, beverage and cosmetics. It does a better job with the least amount of water. The precision made nozzle enables the operator to get any type of stream of water to do jobs by simply pressing the lever. A slight spray is sent forth with slight pressure on the handle. The nozzle automatically shuts off the moment the lever is released, thereby eliminating water wastage. The nozzle is provided with molded rubber jacket to avoid thermal shock. The unit operates on water max pressure of 10 kg/cm². Inlet hose connections offered are ½” and¾”. Contact details Industrial Equipwash8/B, Surat Singh Industrial Estate, Near Agarwal Industrial Estate, Captain Suresh Sawant Marg, Off SV Road, Jogeshwari (W), Mumbai - 4000 102.Maharashtra. INDIA.Mbl. 09869231815 Tel No.022-26797941/26798066 Email us on : iewisvraja@yahoo.co.in; iewi@mtnl.net.in, iewisuvarna@yahoo.in, iewi@vsnl.net Website : www.iewi.net
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PHARMA ALLY VALUE ADD
Akums Drugs and Pharmaceuticals: Ensuring healthier and happier lives Receives 'India Pharma Leader Award' by Department of Pharmaceuticals, Govt of India
AKUMS DRUGS and Pharmaceuticals, India's single largest Contract Research and Manufacturing (CRAMS) organisation is responsible for manufacturing more than 12 per cent of all drugs consumed in the country. The organisation is led by Sanjeev Jain and Sandeep Jain (Cofounder, Directors) and offers a comprehensive range of services starting from formulation development to market launch all en suite: Contract Research & Manufacturing Services (CRAMS), Formulation & development of Novel Drugs Delivery Systems (N.D.D.S.), Technical collaboration and Joint venture, New Formulations with DCGI Approvals, Institutional business, Technology Transfer and loan license. Akums eleven state-of-theart facilities are equipped to produce all modern dosage forms — tablets, hard gelatin capsules, soft gelatin capsules, powder in sachets, liquid syrups and suspensions, injections, eye/ear drops, ointments, creams, gels, lotions, ayurvedic and herbal preparations, nutraceuticals and cosmetic preparations and many more. The company also has several new products under development. Akums Drugs and Pharmaceuticals was incorporated in the year 2004 with a single manufacturing unit—Plant 1 catering to solid dosage forms. Akums followed up by setting up manufacturing units extending its expertise across all dosage forms and today the company has eleven manufacturing facilities equipped with the latest that the technology has to offer. The company is built on the idea that newer, better, high quality treatments should be
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Sanjeev Jain
Sandeep Jain
available to the masses so that it is simpler for patients around the world to manage their health and lives in a manner that suits them. It is our endeavour to work towards "Ensuring longer, healthier and happier lives for all".
Differentiated appeal Akums sustained adherence to quality and compliance has aspired to develop a unique brand for themselves in an otherwise crowded industry. Akums enjoys a unique market position with almost nil competition from other manufacturers plying in the same market. The sheer variety and breadth of operations remains unrivalled so far. Akums
PHARMA ALLY facilities undergo more than 15000 hour’s audits in a year by top notch international regulators, multinational firms. Apart from offering traditional contract manufacturing services, they have created a unique model wherein market ready products are offered to the client, expediting the market launch by several notches. The latest advances in various therapies are tracked and analysed which are yet to have reached India. Based on this intelligence,
Akums sustained adherence to quality and compliance has aspired to develop a unique brand for themselves in an otherwise crowded industry. The company enjoys a unique market position with almost nil competition product ideas /concepts are then developed further at Akums. A clear Competitive advantages to offer with: 3500 commercial formulations, 650 DCGI approvals, 127 FSSAI approvals and 63 patent applications
INNOVATIVE THINKING Along with core service offering, they have stepped up to offer advanced solutions for formulation development and testing. There is continuous quest to improvise and offer patient compliant formulations with ease of administration, dosing frequency, taste masking etc. A significant percentage of Akums revenue goes into
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our R&D activities. Apart from offering all standard dosage forms, they have developed some specialised formulations involving variety of controlledrelease mechanisms. These technologies can be applied to number of products and formulations to enhance the patient drug experience, some of our path breaking solutions includes — ◗ 3 releasing profiles in a tabletin-tablet ◗ Multiple tablets in a capsule ◗ Inlay tablet ◗ Gastric floating tablet ◗ Instant and sustained release products ◗ Taste masking of bitter drugs
◗ Liquid vitamins in soft gel ◗ Mouth dissolving tablets/Powder form, fill & seal technology products ◗ Aqueous base injectables ◗ Preservative free formulations
IMPACTING LIVES As the country's largest finished drug manufacturer, they are responsible for the health and wellbeing of millions of individuals. Taking this responsibility very seriously; they ensure that every dosage unit that leaves their sites lives up to the most stringent quality standards for healthier and happier lives. Akums is one of the few providers who offer customised,
dedicated manufacturing units, tailored to the exact needs of its valued partners.
◗ 0.85 million 3-Piece Eye/Nasal Drops ◗ 0.54 million liquid orals
QUICK FACTS
RECOGNITIONS
◗ Core values ◗ To dedicate ourselves for humanity's quest for longer, healthier, happier lives through innovation in medicines. To be a globally admired pharmaceutical company, providing excellent quality products to our customers and people of the world.
The company's growth and contribution to the pharma industry has recently earned it INDIA PHARMA LEADER Award by Department of Pharmaceuticals, Government of India. Ranked 12th In India’s Next Fortune 500 companies in pharma sector and also have been featured in Forbes Magazine. The endeavour is to manufacture unique formulations and redesign global healthcare towards a happier world.
Akums manufacturers ---◗ 77.01 million tablets in a day ◗ 9.71 million hard gelatin capsules in a day ◗ 0.74 million ampoules in a day
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Section view of the Sifting Gyratory Sifter Sieve
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PHARMA LIFE AWARD
British Biologicals wins awards at ‘The Asian Brand & Leadership Conclave’ The company received the awards in the following categories: Asia’s Most Admired Brand, Asia’s Most Admired Business Leader and Lifetime Achievement Award
Ajit SK, Head, Corporate Communications, receives the award from Patrick Tay Teck Guan, Member of Parliament – Republic of Singapore
Taha Coburn-Kutay, Chairman – UK Asian Business Council, Ajit SK and Rohit Ohri
I
tional. The company also awarded as Asia’s Most Admired Brand 2017-18, in commendation for its Growth, Innovation, Goodwill and Trust. The company’s huge performance is an evidence to create and redefine market acceptance and sustainability in one of the world’s fastest growing economies. On behalf of Reddy, Ajit SK,
n a convergence of great brands and extraordinary leadership organised by White Page International in association with UK Asian Business Council, held in Singapore, British Biologicals won three awards. British Biologicals is the only company to win three awards at ‘The Asian Brand & Leadership Conclave’.
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In the conclave, VS Reddy, MD, British Biologicals was honoured with ‘Lifetime Achievement Award’ for his outstanding leadership and valuable contribution to industry. Also, he was awarded as ‘Asia’s Most Admired Business Leader’ in recognition of his consistent superior leadership and extraordinary achievements by White Page Interna-
Head - Corporate Communications, British Biologicals received the awards from Patrick Tay Teck Guan, Member of Parliament – Republic of Singapore and Taha Coburn-Kutay, Chairman – UK Asian Business Council. Reddy said, “We are overwhelmed to receive three prestigious international awards. This
is a huge validation for our consistent endeavour to build innovative nutraceutical products for the wellness of the society. The award is recognition of our brand quality and excellence, leadership and entrepreneurship. We share this achievement with all our medical fraternity and associates.” EP News Bureau
REGD.WITH RNI NO. MAHENG/2005/21398, POSTAL REGD. NO. MCS/164/2016 – 18, PUBLISHED ON 5TH / 20TH EVERY FORTNIGHT, POSTED ON 5TH, 6TH, 7TH & 20TH, 21ST, 22ND OF EVERY FORTNIGHT POSTED AT MUMBAI PATRIKA CHANNEL SORTING OFFICE, MUMBAI – 400001
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