Pf Magazine December 2016

December 2016 PHARMAFI E LD.CO.U K

Working towards the healthcare of tomorrow Global • #1 investor in healthcare R&D 1 • #5 investor in R&D (all industries) 1 • £6.6 billion invested in R&D in 2015

• A biotech leader Over 120 years of scientific research at our core

UK • £584.4 million total spend in 2015 • 60% of this on clinical development, 33% on nonclinical investment spend and 7% on sales and marketing

• Patients at the heart of everything An estimated 53,000 UK patients received a Roche medicine in 2015 alone

• Renowned scientific minds in the UK Contributing to and driving the global development of medicines for use around the world, including medicines for cancer and influenza

We are a sustainable partner Global • Dow Jones Sustainability Indices (DJSI)

named Roche as a Group Leader in sustainability within the pharmaceuticals, biotechnology and life sciences industry

UK

• Roche Children’s Walk 19,000 employees globally raised over £1 million for over 90 local communities in 2015 • Giving back to global charitable causes From the World Wildlife Fund to the International Committee of the Red Cross

good causes

• Giving back to UK charitable causes Our charities for 2016 are the children’s hospices EACH and Chestnut Tree House

volunteering in 2015

http://careers.roche.com/uk

• UK employees have raised over £337,000 in 15 years for • Across the organisation over 2,645 hours were given to

1.Strategy &. Website – Top 20 R&D spenders 2005-2015.

Available at: http://www.strategyand.pwc.com/global/home/what-we-think/innovation1000/top-20-rd-spenders-2015 [Last accessed September 2016]

WELCOME

EDITOR

John Pinching john@pharmafield.co.uk A S S I S TA N T E D I T O R

Amy Schofield amy@pharmafield.co.uk ART DIRECTOR

Emma Warfield emma@pharmafield.co.uk COMMERCIAL DIRECTOR

Hazel Lodge hazel@pharmafield.co.uk FINANCIAL CONTROLLER

Fiona Beard finance@events4healthcare.com P f AWA R D S

Melanie Hamer melanie@events4healthcare.com PUBLISHER

Karl Hamer karl@events4healthcare.com pharmafield.co.uk events4healthcare.com @pharmafield @pharmajobsuk HEAD OFFICE

Spirella Building Bridge Road Letchworth Garden City Hertfordshire SG6 4ET United Kingdom Cover illustration by Alex Buccheri alexbuccheri.com The content of and information contained in this magazine are the opinions of the contributors and/or the authors of such content and/or information. Events 4 Healthcare accepts no responsibility or liability for any loss, cost, claim or expense arising from any reliance on such content or information. Users should independently verify such content or information before relying on it. The Publisher (Events 4 Healthcare) and its Directors shall not be responsible for any errors, omissions or inaccuracies within the publication, or within other sources that are referred to within the magazine.

The Publisher provides the features and advertisements on an ‘as is’ basis, without warranties of any kind, either express or implied, including but not limited to implied warranties of merchantability or fi tness for a particular purpose, other than those warranties that are implied by and capable of exclusion, restriction, or modification under the laws applicable to this agreement.

W

Letter from the Editor

hatever our misgivings about President Donald J. Trump – and, boy, there have been a few – who are we to dismiss the will of the American people?

The creeping temptation to overrule democracy, or even alter the course of history – whether it be the result of the Scottish Referendum, the EU exit or the US election – is far more frightening. Our friends across the pond have voted for change – let’s see how he rolls.

Indeed, on the theme of change, this edition of Pf Magazine will analyse, speculate and celebrate it. In the form of NHS transformation, digital innovation and reflections on 2016 – we will focus on how we have changed in the last year or so, and how we might have to change further in the future.

Change in many ways is positive – those that survive and flourish are the ones that embrace it. Stubbornly resisting it, or worse – wallowing in pessimism – only ends in failure.

In my interview with Helen Kane we will learn how industry is beginning to realise the potential of Medical Scientific Liaisons – a role that has arguably been the most under-utilised in pharma.

Now, however, a revolution is underway and industry has a group of dynamic people who speak a language that healthcare professionals understand, and appreciate.

Meanwhile, in our careers section, you’ll find inspiration aplenty and – to quote your horoscope – ‘maybe it’s time for a positive change in your life’.

Finally, you won’t see many visual references to Christmas, Santa, the nativity scene or sleighs in these pages – our designer won’t stand for it – but from the entire Pf team, we wish you an unforgettable and indulgent festive season.

No copying, distribution, adaptation, extraction, reutilisation or other exploitation (whether in electronic or other format and whether for commercial or non-commercial purposes) may take place except with the express permission of the Publisher and the copyright owner (if other than the Publisher).

The information contained in this magazine and/or any accompanying brochure is intended for sales and marketing professionals within the healthcare industry, and not the medical profession or the general public.

Pf is published monthly. For subscription details, telephone 01462 476119 or email hello@pharmafield.co.uk.

HAVE AN OPINION ON SOMETHING YOU ' VE RE AD IN P f MAGA ZINE? @Pharmafield

M AG A ZI N E | D ECEM B ER 2016 | 1

MAGAZINE

Contents “The ‘annus horribilis’ of 2016, frankly, makes the Queen’s hell of ‘92 seem like a garden party. From the moment dear old Terry Wogan went ‘off air’, many more of our most cherished icons followed – and there’s nothing pharma could do about it.”

Cover story, page 8

3

12

It’s close to party season, but pharma is still targeting cancer, HIV and dementia

Alex Ledger rejects the Trump glare in favour of issues closer to home

N E WS

8

POLITICS

14

“While chat rages on about Trump and Brexit, do not overlook developments happening within our own, often quainter, Parliamentary system.”

Politics, page 12

25

F E AT U R E

COFFEE BREAK

P H A R M ATA L E N T

Reflections on an unforgettable year for industry, NHS and wider healthcare

JP takes coffee with the MSL messiah, otherwise known as Helen Kane

Shire’s triple Pf Award Winner Anthony Lamb takes a stroll down memory lane

10 OPINION

16 F E AT U R E

28 F E AT U R E

Just because it’s Christmas, doesn’t mean people aren’t starting new jobs

New columnist David Thorne tells pharma to get with the programme

Pharma arrives in the digital age, 10 years late, but making up for lost time!

F E AT U R E

OPINION

P H A R M ATA L E N T

Niamh is bringing down the forces of hell and, to be honest, who can blame her

He arrived here with 50 quid and now he’s been in pharma for 44 years

11

Apparently, after a rotten day, devouring chocolate may not be the best idea

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P f N E WS : B R IN G IN G YOU TH I S M O NTH ' S E SS ENTI A L H E A D LIN E S

M E S OT H E L I O M A

CANADIAN PASSPORT The Victor Dahdaleh Foundation has made a donation of £5million to the British Lung Foundation (BLF), allowing vital research into mesothelioma.

The amount matches the funding from the Government, announced in March, and is the largest sum ever donated to the BLF. The landmark gift from the charitable organisation of the Canadian philanthropist will support the research teams at the University of Leicester and Papworth Hospital NHS Foundation Trust in Cambridge.

Both institutions will join forces with the government-funded National Mesothelioma Research Centre at Imperial College to develop new treatments for the disease.

Furthermore, the BLF will establish a Mesothelioma Research Network, to include the research programmes at Leicester, Papworth and Imperial, in collaboration with other specialist mesothelioma centres across the UK. 2500 people die in Britain each year from mesothelioma – a type of cancer which affects the chest

or abdomen. It is particularly associated with exposure to asbestos fibres, it currently has no cure and the average survival time after diagnosis is just 11 months.

Dr Penny Woods, BLF’s chief executive, said: “This unprecedented and generous donation means we can co-ordinate a network of researchers into mesothelioma and ensure that the number and scope of research projects and clinical trials can be greatly increased.”

T HIV

So Tru

he appeal court has ruled that NHS England (NHSE) does have the power to pay for pre-exposure prophylaxis (PrEP) HIV treatment, Truvada.

The case was brought by the National Aids Trust (NAT) following NHS England’s conclusion that responsibility for public health, including HIV prevention, had been passed to local authorities.

The court upheld an earlier judgment that it is within the power of NHS England to fund PrEP treatment, which has been shown to protect partners of people with HIV from infection.

People may still miss out, however, if NHSE decides that it does not have the funds to prioritise PrEP over treatments for other conditions. Local authorities have said that they cannot afford to pay the cost of up to £20million a year, while NHSE considers the price to be excessive.

Deborah Gold, Chief Executive of NAT, said: “We are delighted to have been vindicated by the court.”

Ian Green, Chief Executive of the HIV charity, Terrence Higgins Trust, called PrEP “nothing short of a game–changer”. He also accused NHSE of singling out HIV: “The conduct of NHS England around the funding of this treatment has reminded us that, 30 years on, HIV is still stigmatised in a way that many other health conditions are not." NHSE has stated that it will not appeal the decision again.

M AG A ZI N E | D ECEM B ER 2016 | 3

BAC K T WE ET THE WORD ON CYBER STREET

GP SURGERIES.

DIY NHS

SOMETHING TO SAY? @Pharmafield

NHS England @NHSEngland

The pharmacist can help you manage your medicines during #selfcareweek and always. @SelfCareForum Bob Cesca @bobcesca_go

Reality: Obamacare extended the lifespan of Medicare by 11 years and closed the Part-D prescription donut hole.

Trump wants to repeal this.

Moe @Mollyright

#ThankYouObama My Mom would collapse in pain and we had no idea why becuz she had no insurance. #Obamacare changed our lives and her life

NHS England (NHSE) has announced upgrades for almost 300 GP premises across England.

Speaking at the annual conference of NHS Clinical Commissioners, NHSE Chief Executive Simon Stevens announced a list of nearly 300 GP schemes earmarked for investment from 2016/17. It represents part of NHS England’s Estates and Technology Transformation Fund and follows the publication of schemes in the Midlands and across the East of the country.

The Estates and Technology Transformation Fund is a multi-million pound investment to improve GP premises, IT infrastructure and expand the range of services for patients.

Simon Stevens said: “Today marks the next instalment of our practical action to strengthen GP services, in this case by providing modern buildings in which a wider range of local care can be offered to patients across England.”

Jason @Lewishamdreamer

PrEP is A tool in a whole toolkit to stop HIV. Blaming people for any health condition in the world doesn’t help anyone anywhere.

LaurenMarie @JOJO774

Can we talk about Richard Branson getting another 700 million NHS contract won’t be an NHS left at this rate #marr Ann Moore @annieyncymru

Simon Stevens CEO of NHS worked in US for United Health.

Why do we have to follow US? Failed system yet this is what Stevens & Hunt want 4 UK Jeremy Hunt @Jeremy_Hunt

#AntibioticResistance is the biggest threat to global health.

Today I’ve signed up to become an #AntibioticGuardian

DEMENTIA .

OLD STORY

D

ementia and Alzheimer’s disease are now the leading cause of death in England and Wales, according to new figures from the Office for National Statistics.

For the first time, an ageing population and better diagnosis rates have led to Alzheimer’s and dementia replacing ischaemic heart disease.

In 2015, 61,686 people died of dementia or Alzheimer’s disease, which equates to 11.6% of all deaths. Among those aged 80 or over, the conditions accounted for 13.7% of male and 21.2% of female deaths.

The age-standardised mortality rate for dementia and Alzheimer’s has more than doubled over the last five years for both men and women.

Hilary Evans, Chief Executive of Alzheimer’s Research UK, added: “Dementia is not an inevitable part of ageing, it’s caused by diseases that can be fought through research, and we must bring all our efforts to bear on what is now our greatest medical challenge.”

Pf View: Dementia has crept up on us, but pharma is reacting.

There is a definite opportunity for companies to become a hero.

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P R O S TAT E C A N C E R

Prostate curse avenged A shorter course of prostate cancer radiotherapy is as effective as the current standard treatment for both survival and quality of life, according to a major new study.

The 14-year trial, which showed the benefits of a shorter radiotherapy regime involving fewer hospital visits and higher individual doses of radiotherapy, was led by a team at The Institute of Cancer Research, London, and The Royal Marsden NHS Foundation Trust.

The study authors believe the new treatment schedule could save the NHS millions. Funded by Cancer Research UK, it found the benefits of a 20-dose course of a modern type of radiotherapy outweighed the standard NHS 37-dose course.

Previous similar trials from the same research group proved the benefits of fewer, higher doses of radiation in breast cancer, and helped set NICE guidance that has saved the NHS around £50 million a year since 2009.

The new regime for prostate cancer would save 17 hospital trips and complex radiotherapy treatments for each patient, leading to a reduction of more than 150,000 visits per year nationally.

Quick doses A B P I ’s Mike Thompson, said: “The Chancellor has given us an Autumn Statement that delivers for science and emphasises the importance of UK pharma.”

VTS-270 has been made a ‘promising Innovative Medicine’, by the M H R A , for children with Niemann–Pick Type C1.

NICE’s recommendation for late-stage kidney cancer therapy, nivolumab, has been hailed by K I D N E Y C A N C E R U K as a “red letter day” for patients.

C D M O R E C I P H A R M has invested £5 million into a new ‘Good Laboratory Practice’ at its development in Uppsala, Sweden.

Melanoma cancer treatment, Yervoy – made by B R I S TO L- M Y E R S S Q U I B B – has been awarded the Prix Galien USA Discovery of the Decade biotech award.

Diabetes therapy, Fiasp, from N OVO N O R D I S K , has been given a positive opinion by CHMP under the European Medicines Authority.

C E LG E N E ’s multiple myeloma therapy, Imnovid, has been approved by NICE for adult use throughout NHS England.

ZIK A VIRUS.

FURTHER HOPE IN ZIKA BATTLE

S

cientists in the U.S. have found how Zika attacks the brains of newborn babies, in a discovery that could accelerate the development of treatment.

Researchers from the Florida campus of The Scripps Research Institute (TSRI) studied the effect of the virus in animals at two specific time points; early postnatal development – the point at which the brain is rapidly growing – and at weaning, when the brain has largely reached adult size.

TSRI Associate Professor Hyeryun Choe said: “In early postnatal Zika-infected models some brain areas and cell types showed particularly large increases in apoptosis that we did not observe in older animals.”

The results from the study, published in Nature Scientific Reports, are consistent with the theory that periods of rapid brain growth are especially susceptible to the damaging neurodevelopmental effects of Zika.

Associate Professor Damon Page said: “We can take advantage of this strong effect to test potential treatments and understand whether some genetic backgrounds may confer enhanced susceptibility or resilience to Zika-induced microcephaly.”

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HIV

POSITIVE NOTE PA R T N E R S H I P WO R K I N G

Pharma’s reinvention points to new world Janssen Vaccines & Prevention has announced results of a pioneering HIV treatment study. The findings – published in Nature – suggest that combining therapeutic vaccinations with immune stimulation may deliver a ‘functional cure’ for HIV infection. Ultimately, the strategy could suppress HIV infection long–term, without the need for life-long antiretroviral therapy (ART).

The two-year study – conducted in nonhuman primates (NHPs) infected with simian immunodeficiency virus (SIV), a virus similar to HIV – aimed to draw the virus out of hiding, eradicating it in the process.

Researchers combined two investigational therapies – an adenovirus serotype 26 vector vaccine (Ad26) and an MVA vector vaccine (MVA), with a TLR7 agonist – into a treatment regimen to be administered alongside ART. When this was given to NHPs they achieved decreased levels of viral DNA in peripheral blood and lymph nodes, while viral rebound was delayed when ART was stopped. The nine NHPs who received the investigational vaccine/TLR7 agonist combination showed decreased viral load, and the virus was undetectable in three of the NHPs when ART was stopped.

Dr. Paul Stoffels, Chief Scientific Officer of Johnson and Johnson, said: “Our goal is to work across the entire continuum – to have a functional cure, which would keep patients’ virus under check without the life-long burden of being on treatments – and, ultimately, have a preventive vaccine that stops HIV in the first place.”

Pf View: Only 35 years after AIDS first cast its shadow, we stand on the cusp of a cure. Surely it sets the template for how all diseases should be approached.

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O

ver half of major pharmaceutical companies have increased investment in outsourced and collaborative drug discovery work, in the UK, during the last decade. Meanwhile, there has been a decreasing number of in-house drug discovery lab staff, according to a report by the Association of the British Pharmaceutical Industry.

‘The Changing UK Drug Discovery Landscape’ details a shift towards greater partnership working across the biopharmaceutical sector.

The findings in the report emerge from a survey of around 70 leading organisations and interviews with senior drug discovery experts.

The report demonstrates how the traditional pharmaceutical industry

A P P R OVA L S .

SCOTLAND VICTORY

T

business model has evolved over the last decade through innovation. It also emphasises how companies now proactively seek opportunities to collaborate with academia, medical research charities, contract research organisations and biotech companies in order to maximise the potential of recent advances in science and technology.

This approach has facilitated some of the most ground-breaking discoveries of the last 10 years, particularly in the fight against cancer and unlocking treatments for rare or degenerative diseases, such as Alzheimer’s.

Pf View: This is unequivocal evidence that proves the pharma chameleon is not only adapting to the new healthcare scene, it’s forming the landscape.

he Scottish Medicines Consortium (SMC) has accepted AstraZeneca’s Lynparza™ (olaparib) for use within NHS Scotland, after clinical trials revealed significant quality of life benefits.

It is now available to patients as a monotherapy for the treatment of adult patients with forms of ovarian, fallopian tube, or primary peritoneal cancer who are responding to platinum-based chemotherapy. Olaparib increases the time it takes for the disease to spead.

Lisa Anson, Country President, AstraZeneca UK and Ireland, said: “The SMC recognised the significant unmet treatment need.”

P f N E WS : B R IN G IN G YOU TH I S M O NTH ' S E SS ENTI A L H E A D LIN E S INVESTMENT

A P P R OVA L S

STIVARGA MARCHES TO SECOND LINE

Bayer has submitted an application for the approval of its cancer drug Stivarga (regorafenib), with the view to expanding its use among liver cancer patients requiring second line treatment.

The application to authorities in the U.S., Japan, and Europe follows successful clinical trials, which produced data demonstrating that it helped to extend the lives of liver cancer patients.

Regorafenib has previously been approved in several other countries for the treatment of colorectal cancer and gastrointestinal stromal tumours. The German manufacturer will now seek approval for regorafenib to treat unresectable hepatocellular carcinoma, after first-line treatment.

Approximately 780,000 people are diagnosed with the disease worldwide each year.

Plasticell primed for progress Plasticell has announced the completion of a two-part equity financing round, through which it has raised £1.32 million from its shareholders and new investors.

The investment will bolster the biotechnology company’s therapeutic projects, including the expansion of haematopoietic stem cells, derived from bone marrow and the in vitro manufacturing of blood products.

Dr Yen Choo, Executive Chairman of Plasticell, said: “Together with non-dilutive financing from multiple government grants, this provides the capital required to progress our lead therapeutic programme towards the clinic.”

INVESTMENT

Lilly hell bent on helping Eli Lilly and Company has announced an ambitious goal to expand global access to healthcare for 30 million people in resource-limited settings by 2030.

The goal – known as ‘Lilly 30x30’ – is a five-year, $90 million investment in the Lilly Global Health Partnership, which will improve access to diabetes, cancer and tuberculosis treatments.

One half of the $90 million commitment will come from the Eli Lilly and Company Foundation, and the other from company funds. Lilly chairman, president and CEO John Lechleiter said: “Over the last two decades we have made tremendous progress in expanding access to quality care in poorer communities.”

ALZHEIMER’S DISEASE

Loneliness linked to Alzheimer’s

A new study suggests that people who had high levels of amyloid in their brain – the plaques of which are implicated in Alzheimer’s disease – were more likely to be classified as lonely.

Amyloid protein forms plaques in the brains of people with Alzheimer’s disease and is known to build up in the brain many years before dementia symptoms appear.

The study involved 79 adults, aged 65 to 90 years, who did not have dementia.

Of the 79 participants, 25 people (32%) were classed as having high levels of amyloid.

These participants were 7.5 times more likely to report being lonely than those not recorded as having the presence of amyloid.

Dr Clare Walton, from the Alzheimer’s Society, said: “Loneliness is a growing concern for our ageing population and we know that too often dementia and loneliness come hand-in-hand.

It is essential people with dementia are supported to continue living their life as they want.”

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I L L U S T R AT I O N B Y WORDS BY

Alex Buccheri Amy Schofield

TOP 5

Mergers & Acquisitions

1.

2.

3.

4.

5.

$66bn (£50bn) BAY E R A N D M O N SA NTO

$32bn (£26bn) S H I R E A N D BA X A LTA

Reflections on 2016

It may have only been a year but it felt like a decade

T

he ‘annus horribilis’ of 2016, frankly, makes the Queen’s hell of ‘92 seem like a garden party. From the moment dear old Terry Wogan went ‘off air’, many more of our most cherished icons followed – and there’s nothing pharma could do about it. Then the EU exit happened and so much was thrown into doubt. Indeed, just when we thought things couldn’t possibly get any more unpredictable, Trump trumped Clinton, hailing a new era of bafflement and uncertainty.

The world of pharma and healthcare has inevitably been swayed by these seismic changes in the political landscape at home and abroad – although, the day after Trump’s victory, pharmaceutical shares surged in Europe. Meanwhile, the world faced challenges such as Zika, antimicrobial resistance and the news that an ageing population has led to Alzheimer’s disease and dementia replacing heart disease as the number one cause of death. Consequently, demands on industry to come up with solutions to these conundrums are at an unprecedented level.

As we momentarily gather around the log fire, let’s reflect on a turbulent year, and hope that the progress being made will encourage flames of order from the embers of chaos.

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$25bn (£20bn)

A B B OT T A N D S T J U D E M E D I C A L

$14bn (£11bn)

P F I Z E R A N D M E D I VATI O N

$7.2bn (£6bn) M Y L A N A N D M E DA

JA N – CO L D WA R The junior doctors’ strike kicks off the year, as they fight back against Jeremy Hunt’s plan to impose a new contract.

F E B – N O TR U S T NHS trusts’ deficit is estimated at £2.3 billion as the NHS financial crisis deepens.

M A R – TE M P E R AT U R E R I S E S The NHS cracks down on GPs’ conflicts of interest, as junior doctors take to the picket lines again.

A P R – YO U R C A L L The junior doctors’ dispute rumbles on, while NHS England launches a programme to encourage patients to look after themselves.

M AY – D O C S D O C K E D A GP crisis is revealed as demand exceeds the rate of recruitment.

JUNE – EURO VISION New A&E statistics show that emergency departments are facing a crisis.

Brexit result brings more uncertainty.

J U LY – J E R E M Y B E A D L E Hunt has been removed by new PM Teresa May. Not true. Party poppers are returned to their original position, as is Mr Hunt.

AU G – P L A N N I N G P E R M I S S I O N Sustainability and Transformation Plans are hailed as representing a significant change in the way the NHS plans its services.

S E P T – H E A LTH D E C L I N E S NHS performance deteriorates and service needs to find £22bn to plug the gap.

O C T – PATI E NT S P L E A S E The much-trumpeted NHS Five Year Forward View is under threat as lack of funding jeopardises strategy.

N OV – TH R E E S TR I K E S Ellen McCourt, Chairman of the BMA strike committee, resigns, following her decision to call off further junior doctor strikes.

D E C – 19 4 8 A N D A L L TH AT… Michael Sobanja, Director, MSC, predicts: “The NHS is about to enter the most critical phase since its inception.”

T

he Brexit result has presented challenges in a number of areas, notably trading with other countries, attracting research funding, recruiting the brightest talent and dealing with regulation. But there are also opportunities.

Audrey Yvernault, ABPI’s Director of Government & External Affairs, said: “Before Article 50 is triggered and negotiations begin, it’s difficult to predict what Brexit will look like. Yet, during this period of uncertainty, it’s important that the UK’s existing strengths in science and innovation continue to be reinforced; that the full implications of exiting the EU are understood; and as far as possible, a predictable operating environment is maintained.

“So far we’ve been encouraged by government’s commitment to the pharmaceutical industry’s growth and continued success, and it will be welcome news to see the sector sitting at the heart of any new industrial strategy.

“What we do know is that navigating our way through the next few years will be complex, and will take some time.

For the pharmaceutical industry, the wider life sciences ecosystem, as well as patients and the NHS, it’s vitally important we get this right.”

Brexit

NHS

COVER STORY

THERAPY BREAKTHROUGHS CANCER Immunotherapy leads the way, with trials demonstrating remarkable results in types of blood cancer, using CAR T-Cell therapy. The next challenge is for the approach to successfully treat solid cancers too.

A NTI B I OTI C R E S I S TA N C E Scientists are researching ways to combat the rise of this threat to global public health. Trials into phage therapy, plasmids and compounds, with the potential to kill gram-negative bacteria, are projects offering hope to millions.

HIV New ways of treating the disease are being discovered, including an antibody named ‘N6’, which neutralised 16 of the 20 strains resistant to other antibodies in a trial. Other promising approaches include immunotherapy, and PrEP.

ZIKA The race to develop a vaccine for Zika is on, with several in development. The latest vaccine to show promising results harnesses immune responses for both preventing infection and improving symptoms caused by the virus.

ALZHEIMER’S Great strides have been made in researching the disease – now the number one killer in England and Wales. The latest development has been the emergence of a drug which successfully targets toxic amyloid proteins in the brain, raising hopes that an effective treatment could be within reach.

EDITOR’S VIEW: And so it came to pass – 2016 will soon be gone, and it won’t return. Yes, it was turbulent and, yes, we all want to get off and board 2017. But in the final analysis, I’m not sure any industry has emerged with more energy, more resilience and more determination than ours. That’s something we can all be proud of.

M AG A ZI N E | D ECEM B ER 2016 | 9

I

OPINION

Back to the future Our new columnist wrestles with the old ‘time conundrum’.

WORDS BY

David Thorne

n my GP federation role I meet pharma professionals about five times-a-week. Typical questions include ‘do Sustainable Transformation Plans (STPs) matter, are CCGs merging, is St Swithins linked to the Princess Di Infirmary, what is an ACO, are we going devo and how does this all relate to our formulary application for Obscurex Once Daily Fast Tabs?’

When I tell them that many of these things are already happening, they ask: ‘When you say happening now, when, exactly, do you mean?” In reality, they have happened while people try to understand what is going on.

Further questions are surfacing – if two CCGs now share a Chief Officer, do you think they will be separate CCGs again?

Why has 30 years of policy been reversed, so that STPs can manage their control total “Pharma needs to move and move money between organisations? If much faster and closer to the an Accountable Care Organisation ditches NHS to accurately anticipate ‘payment by results’, do you think they’ll ever reinstate it? Hospital chains have the developing landscape.” clear and present dangers for pharma, yet company value propositions and strategies remain largely unaltered.

Pharma needs to move much faster and closer to the NHS to accurately anticipate the developing landscape. I have long argued for the need to establish the positive role of medicines in the minds of managers who have no clinical or scientific training. Indeed, how many key opinion leaders do companies have who are clinicians or pharmacists, and do many industry folk have positive relationships with anyone in local authorities?

The consequence of not gaining traction in these areas is that STPs will reflect the paradigm of ‘medicines equating to a cost to control’.

At the moment, I see no content that links medicines to increased health, decreased illness or reduced hospital activity. Pharma, therefore, risks being forced into reactive mode, defending itself against a Carter Review ‘race to the bottom’.

Complicated NHS nettles are being grasped and STPs are addressing the big rocks − acute hospitals and staff issues.

The plans also signal the merging of trusts, centralised key specialisms and hospitals losing status to become ‘support sites’.

Expect NHS terms and conditions to be attacked, giving rise to treatment restrictions, co-payment and other access limits.

The NHS has resorted to centralised control to force change and has thereby exposed the facade of Foundation Trust independence and CCGs being membership organisations. The new NHS, however, hinges on local authority collaboration, and those draft STPs that were published early, emerged from councils keen to cite democratic openness.

NHS commissioning has always lacked a mandate and a constituency of support to drive change. We could be about to witness a true public debate about the purpose, funding and boundaries of the NHS – and unless it acts decisively, pharma will be stranded on the outside.

David Thorne is Chair, Washington Community Healthcare and Non-Executive Director, City and Vale GP Alliance. Go to blueriverconsulting.co.uk

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F E AT U R E WORDS BY

Amy Schofield

Rubbish days at work could lead to super-sized waists Don’t believe the hype: health headlines dissected

STRESS TEST

TH E S TO RY

TH E R E S U LT S

After a stressful day at work, the first thing you do is reach for a large glass of wine or chocolate bar the size of Spain. We know that, while these comforting indulgences melt the stress away, they also lead to weight gain. But it’s not just the late-night snacks that pile on the pounds. Scientists have discovered that stress triggers a hormone – Adamts1 – which matures certain fat cells. This fat doesn’t just cause your ‘spare tyre’; it also deposits fat around internal organs, leading to dangerous conditions including heart disease and Type 1 diabetes.

The previously elusive trigger for why our bodies make more fat was found to be the Adamts1 hormone, which completes the maturation process of precursor fat cells into more cells, primed to store fat. “We think it is a signal that there may be hard times ahead, a trigger to store as much available energy as you can,” Dr Feldman said. The hormone is associated with biological pathways, which appear to be activated by stress as well as a high calorie diet.

THE AVERAGE

TH E R E S E A RC H A team of researchers from Stanford University School of Medicine in California conducted a series of in vitro experiments using fat cells, followed by in vivo studies in mice – then humans – to identify the role of Adamts1. ‘Fat depots’ around the body contain numerous mature fat cells and small numbers of stem cells, which can differentiate into any type of cell, including fat cells. Until now, no one knew how the process was triggered. The scientists were searching for the molecular pathways involved in the regulation of fat cells in the body and how the stress hormone, cortisol, might be complicit in weight gain. The study’s senior author, Dr Brian Feldman, said that the research went a long way to filling in the “in-between steps” that tell your body to make more fat when consuming food.

TH E D E A L The headlines weren’t hype – this research could lead to further studies and the possible development of a safe and effective antiobesity drug, which targets this molecular pathway. The study also highlights awareness around how stress can lead to weight gain, by prompting us to reach for fat-laden comfort food and high-calorie booze to take the edge off a tough day.

W HAT TH E PR E S S SA I D : ‘Why stress can make you overweight’ MailOnline; ‘Researchers discover the role of hormone in “creating fat”’ NHS.uk ‘Mechanism that triggers fat formation uncovered’ Medicalnewstoday.com

wine drinker puts on

HALF A

STONE OF FAT A YEAR

*

250ml ONE

GLASS OF AVERAGE STRENGTH RED WINE =

214 CALORIES

= one bag of Wotsits

**

CHRONIC STRESS LEADS TO

SERIOUS HEALTH PROBLEMS,

INCLUDING HEART DISEASE, HIGH

BLOOD PRESSURE, AND DEPRESSION

LAUGHTER

LOWERS LEVELS OF THE

STRESS

hormones cortisol, adrenaline & epinephrine *Department of Health campaign 2009 **weightlossresources.co.uk

M AG A ZI N E | D ECEM B ER 2016 | 1 1

UNDER the RADAR Alex reminds us that there is political life beyond Trump

Y

WORDS BY

Alex Ledger

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ou would be forgiven for thinking that, unless a current story references either Brexit or the outcome of the U.S. presidential election, it is unimportant, not newsworthy or entirely irrelevant.

Gradually, however, a new piece of legislation is working its way through the House of Commons and it stands to make a significant impact on the life sciences industry. It doesn’t come with coiffured hair, or a catchy strapline like, ‘Brexit means Brexit’ and it doesn’t even come with a particularly appealing name.

What I’m referring to is the ‘Health Service Medical Supplies (Costs) Bill’. You need to know what it says, because it may well change the nature of the game when it comes to pharma in the UK and – quite possibly – it will arrive sooner than the UK’s departure from the European Union So why care about this clumsily-titled piece of draft legislation? The Bill – rapidly becoming known as the ‘Costs of Medicines Bill’ – is designed to strengthen the Department of Health’s (DH) powers over the costs of medicines to the NHS. It is currently being reviewed by a House of Commons committee, where amendments are being proposed. These will ultimately be voted upon, before being passed over to the Lords for further scrutiny.

And we’re not talking ‘Article 50, two-year exit period’ here – this legislation is on track to be passed in the coming months and would likely come into effect by spring 2017.

The idea behind the broad new powers for the DH is to prevent significant price rises for medicines, where a competitive market doesn't function properly. Although not considered a major problem in the UK, there have been several high-profile news stories in the U.S. recently, where unbranded, generic medicines – supplied by a single manufacturer – experienced significant price hikes. The Government wants to protect the NHS from that situation occurring here, although its new powers go some way beyond what would strictly be necessary.

This Bill will impact throughout all aspects of the life sciences industry that provides medicines to the NHS. Indeed, Keith Ridge, Chief Pharmaceutical Officer for NHS England, has already stated in front of the public bill committee, that provisions of the Bill will set the basis for future PPRS negotiations.

Ultimately, this is a clear indication that while chat rages on about Trump and Brexit, we must not overlook developments happening within our own, often quainter Parliamentary system.

POLITICS

“The costs of medicines bill works by applying a 15% cut to the list price of medicines – whether branded or generic.”

PILL BILL VOL. 1: KEY INGREDIENTS

T

he Bill has three vital provisions.

Firstly, it introduces a ‘payment mechanism’ for companies whose medicines fall under the statutory pricing scheme, which applies to any manufacturer or supplier of branded medicines that is not a member of the voluntary Pharmaceutical Price Regulation Scheme (PPRS). It works by applying a 15% cut to the list price of medicines – whether branded or generic – and, according to ABPI figures, the statutory scheme covers about 20% of NHS spend on branded medicines, with the remainder covered by the PPRS. The Bill proposes to replace the blanket 15% price cut with a system that would see companies paying a fee back to the DH, based on a percentage of their net sales. The exact level of this figure has not been disclosed in the Bill, but when the Government ran a consultation on the statutory scheme earlier in 2015, the level of the fee proposed was between 10% and 17% of net sales, including on sales of new products.

The rationale behind the proposed reforms to the statutory scheme are clear – the Government wants it to achieve at least the same level of savings as those delivered by the PPRS. While the PPRS caps spend on medicines, the statutory scheme has grown over the last two years and the DH wants to balance its books and, in doing so, create some financial headroom for the rest of its stretched funding obligations.

A consequence might be a migration of some statutory scheme companies into the PPRS, possibly increasing the level of fees required to be paid by PPRS member companies.

It is worth remembering that the PPRS is a voluntary agreement between Government

and industry that places a cap on NHS spend for those branded medicines covered by the scheme. If the cap is exceeded, companies will reimburse the NHS for any additional spend it makes over the cap level. Such an arrangement ensures that the NHS spend on branded medicines is maintained within agreed limits and offers budgetary certainty to Government. The latest PPPRs came in force in 2014 and, since this time, the industry has paid £1.4bn to the DH in the form of a financial rebate.

The second key proposal from the Bill requires companies to provide additional information on how their medicines are priced. The draft legislation gives the DH power to require ‘any party in the medicines supply chain’ to provide profits data on a product-by-product basis. This is designed to ensure that the reimbursement system and supply chain offers the NHS value for money, while also providing transparency.

It is expected that the Government will run a consultation with the industry on the scope of the information required by the Bill if it is passed into law. Further accompanying regulations will certainly be needed in any case. Companies currently provide data on medicines pricing and discounts to overall profitability, via existing systems, but not typically on a product basis. Supplying this degree of data is quite a step-change and is likely to be considered overly exacting by industry.

Finally, the Bill proposes new powers for the DH to decide upon acceptable prices of medicines where a competitive market is deemed to have broken down, including authorising a limit to the price of an unbranded generic medicine not covered by the PPRS.

Alex Ledger is Deputy Managing Director at Decideum – the views expressed here are entirely his own.

M AG A ZI N E | D ECEM B ER 2016 | 13

KANE & ABLE JP meets the woman who is putting the magic into MSLs INTERVIEW BY

John Pinching

A

s industry changes, the role of medical scientific liaison (MSL) has taken on much greater significance. I’m here with, Helen Kane − one of the MSL pioneers − and the person most qualified to explain a fascinating cultural shift.

JP What’s your background, Helen?

Although I am a pharmacist by background, I worked for many years as a Medical Scientific Liaison (MSL) and an MSL lead Manager. My last role was as Associate Director for MSLs, so it’s fair to say I have a great passion for the role of MSLs! JP What is so exciting about the potential of MSLs? It’s the idea of engaging with healthcare professionals − the possibility that you can engage on a peer-topeer basis, through science, and become a valued partner of the NHS. I was Chair of the MSL Association(MSLA) between 2012 and 2015. It gave me a fantastic insight into how the role was developing throughout the UK, and Ireland, and how vital it was going to be for the future of pharma and biotech.

JP How has the traditional role of the MSL had to change? 10 years ago medical roles were seen as a supporting service, but now they are increasingly viewed as a essential partner. I argued very early on that the ‘end of stream’ model was going to change − it was moving away from what was always perceived as quite a commercially-driven model, to one that was more evidence-based.

Interactions would be carried out with healthcare professionals − making decisions on behalf of patients − on a scientific basis.

JP What have you been up to recently?

My world has gone mad! I stepped away from a fabulous career in corporate life at the end of 2015.

JP Crikey, what happened next? Truthfully, I didn’t know what I wanted to do! I started off doing some consultancy and then became involved in training – particularly around communication skills. What gets me out of bed in the morning is enabling people to be the best they can − the role of coach is hugely rewarding.

JP Why did you strike out on your own?

The development of individuals and teams, and how that translates to organisational success, is something that has always appealed to me.

MSLs are probably one of the fastest growing roles in industry, and I felt there was going to come a point when the market wasn’t able to provide sufficient MSLs to meet demand.

JP What new ideas did you have? As a hiring manager, I’d seen some incredible CVs arrive on my desk from people in academia, but historically they wouldn’t have made it through because they lacked pharma experience. I wanted to try and support those individuals

1 4 | PH A R M A FI EL D.CO.U K

COFFEE BRE AK

“Reputation is everything in pharma, but sometimes industry can have a onedimensional view of things.

The onus is on an MSL to have as much impact, in a limited amount of time, as possible.”

in understanding pharma’s language and culture, while also helping them succeed during an interview.

JP How has your career change played out? In 2015 I ran my first pilot ‘Aspiring MSLs’ workshop. I invited six people who had been in contact with me, saying they desperately needed help to secure a position.

It felt like a bit of a gamble, but having considered what they needed to know, I pulled together some slides and we spent a few hours together. Within three months, half of them had jobs in industry.

JP Are the MSLA on board with the brave new world? The MSLA’s mission is to drive the credibility and sustainability of the MSL role. They are very much on board with supporting aspiring candidates in this ‘new world’, and invited me to carry out its inaugural workshop in July, which I ran that with Susan Shaffer − Head of MSL Excellence at Astra Zeneca. There were 32 delegates and we ended up having to close registration − the energy and passion in the room was incredible, and people didn’t want to go home.

is on an MSL to have as much impact, in a limited amount of time, as possible. The only way we can do that is by understanding their environment. Therefore, much of what I do concerns emotional intelligence − seeing the world through their eyes.

JP Now, let’s go back, what was it like at Brighton uni in the mid-eighties? I’m a girl from Northern Ireland, who had attended boarding school in Belfast at the height of the troubles. It was boarding school in the real sense − I didn’t get out much. Can you imagine what it was like moving to Brighton − and straight into mixed halls of residence. It was wonderful and hedonistic − I loved it!

JP Choose one record for the soundtrack of your life. Bruce Springsteen, Born To Run. JP It’s your last supper, what do you fancy? Smashed avocado on sourdough toast, with a poached egg.

JP That’s definitely the healthiest choice we’ve ever had. So long, Helen.

Bye John.

JP The future looks bright, what other irons do you have in the fire? I am passionate about individuals and their professional development, and am keen to be recognised for the delivery of a gold-standard programme.

JP It shows that pharma almost sees the MSL as a new moral compass. Reputation is everything in pharma, but sometimes industry can have a one-dimensional view of things. The ‘external stakeholder’ is under considerable pressure now, so the onus

M AG A ZI N E | D ECEM B ER 2016 | 15

HEALING PEOPLE: Managing Director of Urgo Medical, Justin Cole, on going for gold with an Olympic winning strategy INTERVIEW BY

Amy Schofield

hat is Urgo Medical and what makes it unique?

Urgo Medical is a global wound healing company, taking R&D to a new level in this vital area. We are committed to transforming the lives of patients with chronic wounds and believe in always putting people first. We have a strong commitment to the development of our employees and believe that an engaged workforce, that truly understands the unmet needs of the NHS, is our best competitive advantage.

Looking for an exciting career that you own?

Join us and make the most of your talent. urgocareers@uk.urgo.com 16 | PH A R M A FI EL D.CO.U K

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What does Urgo focus on? Our patients are the priority and, therefore, we always try to strike the right balance between setting ambitious goals and aligning our products and services to the accountability of the NHS. Everything we do is connected to quality; improving patient experience, supporting patient safety and driving clinical effectiveness. We achieve this by ensuring our joint working initiatives and NHS engagements are transparent and our employees across the whole organisation are motivated by improving outcomes in wound care.

“We always try to strike the right balance between setting ambitious goals and aligning our products and services to the accountability of the NHS.”

Did you have a set of established targets at the beginning of the year? Accelerating our growth plan to ensure patients have access to our new products, our Sales Force Expansion plan is implemented, we achieve enhanced health and wellbeing in the workplace, organisational performance is increased and our market access capabilities are strengthened, as part of our commercial excellence programme – quite a long list!

consultancy, who have foundations in winning Olympic Gold medals. We used this to enhance our organisational performance and, consequently, everything we did stemmed from ‘winning Gold’. Across our business – through our core functions of Sales Force Effectiveness, Marketing, Sales and Clinical Services, we asked each other one simple question: “Will it make the boat go faster? If we do this will we win Gold?”.

What significant milestones has Urgo achieved in 2016? We expanded our sales force by 25%, launched two outstanding products and reached fourth in the UK market, growing faster than any of our industry partners, and winning more tenders than ever. This has involved significant people development, while rapidly delivering our ‘Sales Force Effectiveness’ strategy.

Our employees like to do exciting things, so we joined forces with an Olympic winning team to help accelerate organisational performance! Meanwhile, an innovative work-based learning programme saw our Market Access Teams partner NHS stakeholders to further understand the value created through partnerships.

What have been the biggest challenges over the last 12 months? The growth has presented challenges in itself. We have continued to focus on what’s important and performance. Over the past 12 months we have redefined sales force excellence, introduced new coverage models, refined the key account process and introduced motivating incentive schemes. We must recruit talent in order to grow and ensure we have the right programmes and benefits, so that great people can thrive.

Have there been any unexpected victories? Urgo has created a culture in 2016 that has earned a reputation as a very attractive workplace in industry. Our best companies survey demonstrates consistently higher engagement ratings this year, which we are exceptionally proud of, especially in a time of expansion and growth.

What single moment sums up Urgo’s year? Urgo adopted an Olympic winning strategy – ‘Going for Gold’. This accelerated into a ‘Business as Usual’ conversation, as we linked up with a great external performance

What motivates your employees? We have created a work culture that engages and enhances. At Urgo people are part of a unique company and are values driven. Our employees are motivated to raise the voice of wound care and enhance the quality of life for patients, who often are not heard.

We have a strong CSR strategy that promotes a good feel throughout the business.

We strive to be socially, financially and environmentally responsible with our UK head office based in the Midlands.

devise a strategy to ensure a bright future.

It’s full steam ahead. It is not easy to predict how changes will be made, but it is not too early for companies to considering different options. Wound care companies can plan for the correct business continuity strategies, once the UK has separated from the EU. What does the future hold? It’s very bright for Urgo UK. We have an outstanding portfolio of best-in-class products and our innovation will only expand in the next few years. We are breaking through barriers into a really exciting wound care market space.

The burden of chronic wounds cost the NHS £5.3 billion in the UK iduring 2013/14 and Urgo has the capabilities to contribute significantly to direct NHS need, while improving the quality of outcomes for patients.

“Over the past twelve months we have redefined sales force excellence, introduced new coverage models, refined the key account process and introduced motivating incentive schemes.”

Has Brexit turbulence affected Urgo?

We are a French–owned company and have received much support from our global stakeholders. After the initial noise around Brexit, it is now time for wound care companies to realign their thinking and

M AG A ZI N E | D ECEM B ER 2016 | 17

WHY: The importance of good quality Market Access learning platforms – which develop an understanding of NHS language – remain a challenge in both the medtech and pharmaceutical industries. The pharmaceutical industry has been seen to lead the use of this ‘new language’ in defining joint working. In 2016 Urgo Medical – in partnership with Real Healthcare Solutions – raised the bar in wound care and, in the spirit of going for gold, delivered a development programme aimed at increasing the quality of NHS engagements to improve patient outcomes.

WHAT: UrgoExpert is a quality work–based learning programme promoting skill development, measured through credible assessment and based on aligning services to the accountability of the NHS. Our Market Access Programme presented an opportunity in 2016 for Urgo’s Healthcare Partnership team to engage with new wound care stakeholders in order to understand the positioning and perception of Urgo’s partnership offering.

This supported patient safety, ensured an improved patient experience and drove clinical effectiveness within wound care.

HOW: Various protocols exist that support the engagement between health professionals and the wound care industry. What is of real importance, however, is how Urgo leverages interactions with the NHS to ensure we are supporting improved patient outcomes and not just partnering for the sake of it. The NHS continues to face challenges to deliver high quality care under economic pressure and it is inevitable that these issues will need to be overcome through innovative partnership, in an environment where sharing skillsets, multi–disciplinary working and measuring results become ‘Business as Usual’.

TRANS FORMERS

Urgo Medical has embarked on a culture of transformation that truly supports engagement between healthcare professionals and industry.

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RESULTS:

WHEN: Phil Wilkinson, National Sales Manager: “Currently the wound care industry engages with health professionals through education, sponsorship, research and product evaluation, with the NHS supporting the wound care industry by developing pathways for product assessment and education. As part of our SFE strategy we realise this has to change. Through engaging with external partners, such as Richard Shorney, author of ‘Working with Industry for Improved Patient Outcomes’, Urgo are totally confident that we can take this to a new level. We must understand where Urgo can best pool skills and experience with the NHS for the joint development and implementation of transparent, patient-centred projects, where goals are jointly written. Successful delivery depends on the commitment of Urgo and the NHS. By inviting non-clinical NHS stakeholders to work with us, we are already working towards a fundamental shift in Partnership working”.

Our results measurement allowed for both elements of external support and resource measure.

The UrgoExpert programme was not education for education’s sake.

I believe that if training is at the right level and blended through the organisation, it can open the eyes of the teams involved and establish unseen opportunity ahead. The methods we used throughout our market access programme in 2016 were based on those of academic rigour and reflected the principles of work-based learning platforms within the NHS. In addition to the reaction, knowledge transfer and best practice within Market Access action learning sets, we now have in-field results that determine the measurable impact of the performance of our Market Access team. The development of the UrgoExpert Market Access programme has not only supported internal colleagues to have the confidence and competence to engage with senior NHS stakeholders, but moreover it aligns the company solutions to overall NHS accountability.

Sam Buckby, Sales Force Effectiveness Manager for Urgo UK, explains:

M AG A ZI N E | D ECEM B ER 2016 | 19

WORDS BY

John Pinching

Digital watch Is pharma finally catching up with the future?

W

hen it comes to science, pharma has left many other industries in the dust – but ‘digital’ has never been a straightforward bedfellow.

Now, however, distinct silicon valleys are emerging in the terrain of pharma, and digital is no longer on the horizon – it’s here.

CLOU D COVE R David Bennett – Vice President of Strategy for Veeva Systems – on Sanofi Pasteur MSD’s transformative journey to cloud marketing

2 0 | PH A R M A FI EL D.CO.U K

M

ore than ever, companies are putting the customer squarely at the centre. Engaging with them quickly and relevantly through digital channels is the new imperative – but achieving global brand alignment is a huge challenge for pharma.

Almost three years ago, Sanofi Pasteur MSD embarked on that perilous journey and – with three products to launch – it incorporated new digital channels in the quest to maximise customer engagement. As a company entirely dedicated to vaccines – with nearly 1000 employees, across 19 countries – it realised the magnitude of the task, but the results were still greater than expected.

“Our 2013 product launches were critical for the company,” explained Alexandre Gultzgoff, Sanofi Pasteur MSD’s deputy director of IT. “We searched for a modern platform that would enable a digital transformation and improve compliance quickly.”

The company chose a leading cloud-based multi-channel solution – fully integrated across email, face-to-face and web. Subsequently, the company’s sales representatives immediately began sending emails directly from the system to customers and personally engaging with healthcare professionals via interactive web presentations. Indeed, field teams and brand managers embraced it so quickly that the company tripled expected adoption rates, six months ahead of forecasts.

Over time, however, a pattern began to surface – after six to seven weeks, engagement would drop off. “It became very clear that we needed to change content much more often to keep customers engaged,” explained Gultzgoff.

To improve the speed of content development, Sanofi Pasteur MSD took a two-pronged approach. Firstly, it sought to harmonise content, by consolidating its

agency partners and harmonising content development and, secondly, looked to streamline material by adopting a cloudbased commercial content system.

The results were remarkable – content production had become centralised, but local regions were still able to adapt it to meet specific regulatory or cultural needs.

“The impact has been amazing,” said Gultzgoff. “We expect a return on investment in less than six months, due to content reuse alone.”

“Content production had become centralised, but local regions were still able to adapt it to meet specific regulatory or cultural needs.”

It is now expected that the time to release commercial content will be reduced by at least one third, while medical, legal and regulatory review time will decrease by up to 50% per year. The company also projects efficiency gains of 17% in the first year, followed by a 33% annually in years two through to five.

Furthermore, Sanofi Pasteur MSD is now looking forward to implementing a complete audit trail that puts brand owners in the driving seat, and makes them accountable for where an asset is being used and for what purpose, improving compliance in the process.

“The next crucial step is to gain richer customer knowledge,” concluded Gultzgoff. “We can’t wait to see what else we can accomplish.”

F E AT U R E

“Nobody has a clear picture of what initiatives are already in place, so efforts are often duplicated and resources used inefficiently.”

EG G TI M E R Chris Knight – egg Innovation Director – on the use of digital to release the potential of instant data

E

gg is the ‘innovation hub’ at Virgo Health, the global healthcare communications agency. egg’s mission is to develop products that make a meaningful difference to patient lives on a daily basis, while also supporting healthcare professionals and pharma. It recently launched with two proprietary white-label digital products.

PRODIGI is a ‘Collaborative lnnovation Tool’ combining enterprise collaboration, project management and ideation technology. An early adopter of PRODIGI was Imperial College Health Partners – as part of Digital Health London it is using it to facilitate better collaborative working among practitioners in the area of atrial fibrillation.

Meanwhile, TRIAL360 is a digital platform which optimises clinical trial efficiencies, without compromising standards. From protocol development to data milestone readouts, it provides education, resources and support. It is a pioneering example of how tech is better fulfilling the needs of investigators and – critically – patients, throughout the trial process.

KE E PI N G IT RE AL Nicholas Brooke - Patient Focused Medicines Development Chief Executive – on the rise of patients in the digital space

P

atient engagement is increasingly popular, but good practices aren’t being spread.

Nobody has a clear picture of what initiatives are already in place, so efforts are often duplicated and resources used inefficiently. This knowledge gap makes it difficult to identify patient engagement opportunities that are relevant.

That’s why Patient Focused Medicines Development has launched a global online tool to understand patient engagement.

It digitally maps and categorises initiatives to provide much-needed structure to the landscape. Patients can search for initiatives, and healthcare stakeholders can track other projects to see where they fit.

Most importantly, all users provide honest feedback on the successes and limitations of each initiative.

Using this information, developers can easily improve their platforms, and create multi-stakeholder partnerships and working groups.

All interested parties collaborate to synergise and globalise good practices, creating a pioneering framework, which takes patient involvement into the 21st century.

The tool could mean big things for biopharmaceutical companies.

Drug development is already expensive and time-consuming, so putting patient needs first ensures that the right things are prioritised and resources are not wasted. The tool will also streamline drug trials by identifying potential risks and barriers to patient participation at an early stage.

Already, 15 biopharmaceutical companies are using the platform and sharing information on 42 different initiatives. Of course – as with any big data tool – the more it is used, the more valuable it becomes.

Ultimately, we need users all over the world to participate and share their experiences.

M AG A ZI N E | D ECEM B ER 2016 | 2 1

OPINION

The final insult Niamh is back and she is in no mood for festive pleasantries WORDS BY

Niamh McMillan

D

avid Mowat recently announced, in Parliament, details of imposed funding for community pharmacy. ‘Community Pharmacy Funding Package – The Final Package’ details a £113 million reduction for 2016/17, which will take total funding to £2.687 billion for the 16/17 financial year. This is a deficit of 4% compared with last year, but – in reality – will mean that contractors will witness an average decline of 12%, between December 2016 and March 2017, compared to current levels.

Further reductions will follow in 2017/18, equating to £2.592 billion for the financial year – a drop of 7.5% from April 2017.

It is a bitter pill to swallow.

“PSNC’s Chief Executive, Sue Sharpe, said the cuts were extremely disappointing, but not a surprise given the lack of genuine consultation.”

As part of the package, the Department of Health will make changes to the way funding is distributed, introducing quality payments and a Pharmacy Access Scheme (PhAS). It's also about to get busier – the Government has recently announced a ‘urgent repeat medicines’ supply pilot, along with plans to refer NHS 111 callers, with minor ailments, to pharmacies – relieving pressure on GPs and A&E. PSNC’s Chief Executive, Sue Sharpe, said the cuts were extremely disappointing, but not a surprise given the lack of genuine consultation. I totally agree and, what’s more, the ‘final package’ is beyond vague. It all amounts to a tough time ahead for contractors trying to navigate gateway criteria and quality indicators.

To be eligible to collect the points necessary to claim the quality payments, contractors must meet four of the ‘gateway criteria’.

These include the provision of at least one specified ‘advanced service’; up-to-date NHS Choices; ability for staff to use NHS mail and utilisation of the Electronic Prescription Service (EPS).

These criteria are largely indecipherable. It would be useful to know which ‘specified advanced service’ the government pertains to – as far as I know it has not been specified anywhere. NHS Choices have to be up-to-date – fine, I’ll give them that one! The requirement for contractors to send and receive from an NHS email address, however, is laughable, given NHS England’s unwillingness to provide one. I’d also love to know the definition of ‘ongoing utilisation’ – would a single EPS script per month count? One can only speculate.

These measures are laborious and will be difficult to meet in time for the first payment claim date in April. The government will need to make some clarifications, or we are simply left to hope that the ‘final package’ isn’t quite so final. If it doesn’t change, there won’t be many contractors left to receive funding next year.

Niamh is Clinical Development Manager at Superdrug. Please note, these are Niamh’s personal views and do not necessarily reflect those of the Superdrug business.

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HUMAN LEAGUE: Global talent VP, Erica Briody, looks back on a fascinating 12 months for QuintilesIMS​​​ INTERVIEW BY

W

hat is QuintilesIMS and what makes it unique? We make it easier for clients to get answers faster, more efficiently and with better quality. Furthermore, we are able to do so because we have approximately 50,000 very talented employees globally, who pull together and strive to deliver their best.

What does QuintilesIMS focus on?

Our focus is to create solutions to help our clients drive healthcare forward.

Did you have a set of established targets at the beginning of the year? My primary goal for 2016 was to establish a great Talent Acquisition team of highly-skilled recruiters and sourcers. I also wanted a leadership team that could engage with potential new candidates, and enhance our employer brand, by showcasing testimonial videos which demonstrate why people come to work for us and love working here.

What significant milestones has QuintilesIMS achieved in 2016? The merger of IMS Health and Quintiles was complete on 3 October 2016. The merger itself is a very significant milestone for the year and our new, combined company positions us to do something different – bigger and better.

John Pinching

Have there been any unexpected victories? Talent Acquisition is part of our Human Resources department and we are very proud to have been awarded the HR.com ‘2016 Leadership Excellence Award’ for Innovation in Deployment of Leadership Programs. This prestigious award salutes the world’s best leadership practitioners and highlights their roles in industry.

What single moment sums up your year? Definitely the merger of Quintiles and IMS Health, which brought together professionals working across 100 countries. These individuals are driven, insightful and practical, and deliver a better way of doing things. They enable our clients to continue providing true medical and scientific breakthroughs, while taking on more complex diseases.

What have been the biggest challenges over the last 12 months? A merger is a big undertaking – there are many factors and moving parts to consider, and many difficult decisions had to be made. I have to say, however, that we really pulled together as a combined team to make this merger happen and are very excited about how well we instantly gelled.

What motivates your employees? It is highly motivating for our employees to know that everything we do helps our clients drive healthcare forward, so that they can improve patient health globally. We recognise the value we are adding every day, by leveraging our capabilities in data management, analytics and technology to accelerate clinical trials. Another great motivator is the people we work with – we have great experts, leaders and camaraderie among our colleagues. Everything we do is carried out with our clients and patients in mind.

What does the future hold for QuintilesIMS? We are the next generation of clinical development. Our comprehensive evidence and depth of healthcare data allows the charting of more precise and predictable paths to product approval, and beyond.

Did the EU turbulence effect your company? It is currently business as usual for QuintilesIMS in the United Kingdom. The UK is still a member of the European Union, so there are no changes in terms of the ability of EU nationals to work or travel across EU countries at this time. All clinical trial and commercial activities are proceeding as normal.

Go to quintiles.co.uk

Join the future of healthcare

M AG A ZI N E | D ECEM B ER 2016 | 2 3

F E B R UA RY 2 017

F E B R UA RY 2 017

Making sense of the NHS Five Year Forward View

Exploring Devolution – the future of healthcare spending

ADVANCE YOUR THINKING M A R C H 2 017

A P R I L 2 017

What do sustainability and transformation plans mean for NHS shared planning?

New regulations for the Care Quality Commission – the next big issue?

Tackling the critical subjects at the heart of the industry, these engaging webinars feature key opinion leaders from healthcare and offer you the unique opportunity to take part in our live Q&A. Book online now for a 20% early bird discount

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P H A R M ATA L E N T

INTERVIEW BY

John Pinching

AWA R D W I N N E R S :

Where are they now?

JP talks to Pf Award hattrick hero Anthony Lamb You’ve got a few of these, Anthony!

In 2011 I wanted to gain an insight into where my skillset was, and won the New Hospital Representative title. In 2012 I won the Account Manager award – a real opportunity to benchmark against wider industry. I won my third in 2015, when I was the lead for Shire’s entry into the Sales Team of the Year award.

Who were you working for at the time?

All at Shire. I have been in industry off and on for 18 years, and initially worked for Sanofi and Eli-Lilly, before working in healthcare recruitment. I joined Shire in 2010, having decided that there is no place to work like the pharmaceutical Industry.

What are your recollections of that first evening? The wow factor – the venue and sheer number of people. The first award was presented by TV’s Matt Baker, and the whole occasion celebrated industry and its talented workforce.

How did you celebrate? Several Shire colleagues were also finalists, so many congratulatory drinks were heartily received. The celebration of such achievements is enhanced by the presence of people who have supported you.

Once the champagne had settled, how did you change? You trust your ability to get things right and you become an outwardlooking individual. I certainly became more

comfortable offering advice, as my own methods had been verified.

Were you more ambitious?

The confidence that the awards had given me – coupled with the birth of my two children – meant that there was an increasing need to gain promotions!

How did it impact on your career? I had more self-belief. Previously I had just gone with the flow rather than having control over what I wanted to achieve.

What was your next position? I was promoted to Senior Key Account Specialist and then later appointed as an Account Lead within the LSD Rare Disease Business Unit.

Where are you now and what are you doing? I’m still at Shire and in July I was promoted to Northern Business Leader for the LSD Rare Disease Business Unit.

I look after a team of six highly-skilled individuals and have never been happier.

“If you win it’s fantastic – if you don’t, the feedback will only enhance your development.”

Would you recommend entering the Pf Awards? Definitely. Partly out of a love for celebrating at the awards dinner, but mainly because you are taking that leap of faith – testing your skills and experience. If you win it’s fantastic – if you don’t, the feedback will only enhance your development.

Do you still look back fondly on your wins? I have loved every minute of them, but I think – most importantly – I loved feeling part of a special industry.

Go to pfawards.co.uk

Do you think winning an award was a trigger for more success? The second and third awards were major triggers – it was the realisation that I could succeed above my role.

“The celebration of such achievements is enhanced by the presence of people who have supported you.”

M AG A ZI N E | D ECEM B ER 2016 | 2 5

OUR WAY: Talent attraction specialist, Gemma Sawyer, reflects on a memorable 2016 for Novo Nordisk WORDS BY

Gemma Sawyer

hat makes Novo Nordisk different?

Novo Nordisk is a unique company because we really care about our social, environmental and financial responsibility and, indeed, how this is perceived by our customers, employees and healthcare professionals. We also have the ‘Novo Nordisk Way’ – a special culture, which supports all our employees to focus on what matters most. It reminds us that the patient is at the centre of everything we do, no matter which department we work in. Additionally – through our partnership with cycling team Team Novo Nordisk – we seek to inspire, educate and empower people affected by diabetes. We also give back to the community through initiatives such as TakeAction and Novo Health. It’s not always about work.

to work within haemophilia, growth hormone therapy and, more recently, obesity.

What is Novo Nordisk’s main focus?

Novo Nordisk is a world leader within diabetes care and has been producing insulin since 1923. We are also very proud

What single moment sums up your year?

Our move into obesity, at time when the burden of this disease is increasing in the UK, has been a key milestone for us.

Did you have a set of established targets at the beginning of the year? We have targets, both financial and non-financial – ranging from our commercial expectations, to how we go about educating HCPs and our work in the community.

What significant milestones has Novo Nordisk achieved in 2016? In 2016 we continued to deliver the outcomes of new clinical studies that demonstrate the potential of our pipeline medicines.

Have there been any unexpected victories? In 2016 we were delighted to make our medicines more accessible for UK patients.

“The patient is at the centre of everything we do, no matter which department we work in.”

What motivates your employees? When you ask employees why they like working at Novo Nordisk, they will often talk about the environment and atmosphere. We are very focussed on motivating them, while also recognising that they have to be active outside their roles to remain engaged.

Developing talent is a key area of focus and we believe this goes a long way towards showing employees we want to help them move forward in their career. NovoHealth and TakeAction are two global initiatives that the employees love; NovoHealth enables the employees to be healthy at work through eating well, going to the gym, attending pilates classes, tracking their steps with their ‘fitbits’ and keeping an eye on their health with our annual wellness days. TakeAction

Looking for a life-changing career?

Join us and make the most of your talent www.novonordisk.com/careers 2 6 | PH A R M A FI EL D.CO.U K

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M AG A ZI N E | D ECEM B ER 2016 | 2 7

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P H A R M ATA L E N T

MOVERS & SHAKERS

RICHARD JONES

ANKE LINNARTZ

Mereo BioPharma Group will welcome Richard Jones as Chief Financial Officer in early 2017.

He joins Mereo from Shield Therapeutics, where he held the roles of Chief Financial Officer and Company Secretary.

Prior to this, he pursued a career in investment banking.

Anke Linnartz has joined MorphoSys AG as Vice President and Head of Corporate Communications and Investor Relations. She succeeds Dr. Claudia Gutjahr-Löser and will report to Chief Financial Officer, Jens Holstein.

Ms Linnartz previously worked for Gerresheimer, a global partner to the pharma and healthcare industries.

HELEN CARBERRY

Helen Carberry has been announced as Galderma’s new Human Resources Director, UK & Ireland. Prior to joining Galderma Helen held the position of Executive Director of HR with Mundipharma Research, in Cambridge and, before that role, was Head of Human Resources & Development at Lundbeck. She will be responsible for developing the HR function at Galderma into a more strategic business partner.

DR SIMON BOULTON

WHO’S GOING WHERE AND WHY THEY’RE GOING THERE. WORDS BY

Amy Schofield

2 8 | PH A R M A FI EL D.CO.U K

Artios Pharma has announced the appointment of Dr Simon Boulton as Vice President (VP) Science Strategy. He will assist the business development team in identifying and evaluating new pipeline opportunities from the global academic and industrial DDR network. He will also provide scientific leadership and support to the ongoing development of two lead DDR programmes that Artios has in-licensed from Cancer Research Technology.

ADVERTORIAL DR MARTINE DEHLINGER-KREMER

SynteractHCR’s vice president for global medical and regulatory affairs, Dr Martine DehlingerKremer, has been appointed as Chair of the European Forum for Good Clinical Practice, Children’s Medicines Working Party. Dr Dehlinger-Kremer draws on over three decades in clinical research and has contributed to the global development of numerous pharmaceutical products and devices.

CHAMPIONS OF CHANGE

By Rachel Burton, Commercial Director, Excel Communications

DR JOHN FORD

Brighton-based drug discovery company Enterprise Therapeutics has appointed Dr John Ford – a biotech entrepreneur who previously co-founded Xention and Ario Pharma – as CEO. He gained his BSc and PhD at the University of Leeds, where he worked on the structure and function of TRP channels. Dr Ford has over 18 years of experience in ion channel research, drug discovery and drug development.

Dr Peter Finan, Chairman, Enterprise Therapeutics, said: “We are thrilled to have him on board.”

IRINA ANTONIJEVIC

Privately-held biopharmaceutical company vasopharm has announced the appointment of Dr Irina Antonijevic as Chief Medical Officer. She will be responsible for advancing the clinical development of the company’s lead ongoing programme, VAS203. Prior to joining vasopharm, Dr Antonijevic served at Sanofi Genzyme, in the US, as Global Head Early Development in Neurology, Multiple Sclerosis and Ophthalmology. Dr Antonijevic said: “I am excited to join vasopharm’s dedicated team in addressing a major unmet medical need in neurology.”

It’s been a year of significant political change.

We thought Brexit was the most dramatic event, but then the US elected a reality TV star as President! Consequently, we look towards 2017 with some uncertainty regarding what the future holds.

At Excel Communications we have some significant achievements to reflect on this year.

With an average satisfaction score of 95.7%, there is nothing better than receiving feedback on how our bespoke training programmes have made a positive impact on peoples’ lives.

Now our clients can also measure their ‘return on investment’ in training, through Excel Evaluate – a tool to measure ‘behavioural change’ as a result of attending a course.

We also looked at ‘How to Develop a Training Plan’, creating an audio-enabled PowerPoint slide–deck, which takes you through five simple steps. If you would like a copy, please email me on the address below.

Finally, we have completed our own research into what motivates ‘Millennials’ – how to engage, train and retain key talent in a continually changing ‘NOW’ culture. The results will be published in a whitepaper early next year!

As you reflect on 2016, ask yourself these three questions – what did I do well, what could I have done differently and – pivotally – what did I learn? You may be pleasantly surprised by the answers.

Wishing you a successful 2017!

For more information, email rachel.burton@excel-communications.com Go to excel-communications.com

M AG A ZI N E | D ECEM B ER 2016 | 2 9

P H A R M ATA L E N T

A

rriving in the UK with just £50 in his pocket and dreams of a bright future, Jay Parikh has built a successful career across five decades.​​

Q What do you do? I am an Independent Pharmaceutical Consultant providing unique field coaching to sales teams. The role provides enormous satisfaction, because I can draw on my 35 years of senior leadership in sales, marketing and commercial functions, while sharing the lessons I have learned.

Q How long have you been in pharma?

I have been in the pharma industry for 44 years. I arrived in the UK in 1972 – as a refugee from Uganda – with just £50 in my pocket, but I had a lot of determination to succeed. Unconsciously, this new reality

“Top banana” Jay Parikh reflects on an incredible 44 years in pharma INTERVIEW BY

Amy Schofield

3 0 | PH A R M A FI EL D.CO.U K

shaped my determination to work hard, build an enduring career and achieve success, credibility and focus.

Q How did you get into industry?

In Uganda, I had worked for Twiga, a subsidiary of the multinational ICI Pharmaceuticals, based in Cheshire.

Filled with fear and trepidation, I made contact and, fortunately, the approach was successful. I was interviewed and offered a job on the strength of a reference from Twiga. I started work as a Marketing Assistant, and the company also enabled me to study, providing day release and three evenings every week to attend college. I worked for various guises of AstraZeneca during 35 years and gained diverse and valuable experience, building my knowledge and people management skills.

Q What are your career highs? A big career break came for me four years after starting with ICI, when I was appointed Medical Representative in North West London. In my different management roles, I developed a strong track record for, not just achieving sales targets, but consistently exceeding them.

This success propelled me into more challenging opportunities, which helped me build my reputation.

“I arrived in the UK in 1972 – as a refugee from Uganda – with just £50 in my pocket, but I had a lot of determination to succeed.”

Q What have been the most rewarding aspects of a life in pharma? I have enjoyed the openings that came with my Area Manager role. This provided the chance to develop the regional business through building relationships with key customers. The ‘human development’ aspect of my job was immensely satisfying and – in many ways – forms the basis of my current work and has provided the recognition that I have achieved in industry. I am immensely proud to be a Fellow of the British International Doctors’ Association and it was hugely pleasing when the current CEO of Vectura referred to me, as: “Inspiring leader, confident supportive peer and team leader; strong coach, and top banana”.

Q What drives you? There are three key drivers in my career: to be motivated to achieve success; to meet challenges and objectives by setting my bar high; and to develop people by sharing lessons and experiences.

Q What’s the best piece of careers advice you’ve been given? Five years into my career, when I was still uncertain of career progression, a senior manager directed me towards a field management role. I believe that success comes through

hard work and personal dedication, but often it is facilitated by a progressive mentor, who genuinely cares for your advancement. This value is very much at the forefront of my professional approach.

Q How do you turn challenges into opportunities? Intrinsically, having an enabling frame of mind to respond positively to any new situation is key.

Alongside this, different approaches and skills need to be developed in order to confront challenges.

LEAP FOR A

HIGHFLYING CAREER with PharmaJobs.

Q What is the current state of the pharma industry and how has it changed? The rate of change and complexity of the NHS continues at such a pace that the pharma industry finds it difficult to keep up to speed. Those that can stay on top of change are most likely to have successful partnerships. This new strategic scenario means that the industry must respond to a wider set of stakeholders and offer more than a product with improved patient-centric solutions, for better outcomes and service redesign.

Q Where next? Nothing is more motivational and rewarding than working with the next generation of the pharma industry. I want to continue sharing the experiences, knowledge and skills developed over the last four decades with new entrants, so that they can provide effective inputs into the current business environment.

“Nothing is more motivational and rewarding than working with the next generation of the pharma industry.”

Q What advice would you give to a person entering the pharma sales industry now? Understand the evolving NHS and keep on top of change. Don’t be afraid of challenge, be open minded, resilient, committed and always work as part of a team. It is a rewarding industry where you can make a real difference to the quality of patients’ lives.

All the best jobs and recruiters in one place.

Find your next role, get career advice and gain industry insights. Swing into a new role today!

PHARMA JOBS.CO.UK

W H E R E TA L E N T G R O W S

M AG A ZI N E | D ECEM B ER 2016 | 3 1

E VENTS & CONFERENCES

DEAR DIARY

Up-and-coming pharma events for your diary DON' T MISS

2 2 -2 3 F E B R UA RY 2 017

3 - 4 M AY 2 017

World Affordable Medicine Congress 2017

Pharma Pricing & Market Access Congress 2017

Drug Safety Congress Americas

WHERE: Victoria Park Plaza, London

WHERE: Hilton Philadelphia City

WHO: Health Network Communications

The World Affordable Medicine Congress Europe brings together two world class events in 2017 – World Generic Medicines Congress and Biosimilar Drug Development World – that have been central to the industry’s business and networking needs for more than 10 years.

Over 2000 business leader participants have benefitted from this series since 2007.

The event unites senior executives from the generic and biosimilar industry to provide fresh insights into future market trends, innovative commercial strategies and opportunities for growth for affordable medicines.

healthnetworkcommunications.com

Avenue, USA WHO: Health Network Communications INFO : https://goo.gl/2q6oW9 CONTACT: 0207 092 1151 or chris.shanks@ healthnetworkcommunications.com

7- 8 F E B R UA RY 2 017 WHERE: Catalonia Barcelona Plaza

Hotel, Barcelona WHO: Health Network Communications INFO : https://goo.gl/AtnBNq CONTACT: 0207 092 1173 or alahore@ healthnetworkcommunications.com

INFO : https://goo.gl/DlgwS3 CONTACT: 0207 092 1070 or ajack@

2 2 -2 3 F E B R UA RY 2 017

9 -10 M AY 2 017

Evidence Congress Europe 2017

DigitalPath Europe 2017

WHERE: Victoria Park Plaza, London

WHO: Health Network Communications

WHO: Health Network Communications

INFO : https://goo.gl/qUAAYt

INFO : https://goo.gl/NkF7nG

CONTACT: 0207 092 1173 or alahore@

CONTACT: 0207 092 1196 or eglanville@

healthnetworkcommunications.com

healthnetworkcommunications.com

8 - 9 M A RC H 2 017

Clinical Innovation & Partnering World 2017 WHERE: Hilton Tower Bridge, London WHO: Health Network Communications INFO : https://goo.gl/Dz7lZE CONTACT: 0207 092 1196 or eglanville@

healthnetworkcommunications.com

2 6 -2 7 A P R I L 2 017

BioData Congress West

3 2 | PH A R M A FI EL D.CO.U K

WHERE: Hilton Tower Bridge, London

9 M A RC H 2 017

Pf Awards Dinner

WHERE: Hotel Kabuki, San Francisco, USA

WHERE: Lancaster London Hotel

WHO: Health Network Communications

WHO: Events4Healthcare

INFO : https://goo.gl/fZvnte

INFO : pfawards.co.uk

CONTACT: 0207 092 1196 or eglanville@

CONTACT: 01462 476120 or

healthnetworkcommunications.com

enquiries@pfawards.co.uk

UPCOMING E VENT WE SHOULD KNOW ABOUT? JADE@PHARMAFIELD.CO.UK

The 2017 Pf Awards are now open.

Enter today and change the course of your career forever

“I think it’s great to recognise when excellence is happening and the Pf Awards are a fantastic portal through which to celebrate it.”

For more information visit PFAWA R D S .CO.U K

or contact the events team on 01462 476120 # PFAWA R D S2 017

Lucy Kendall, 2015 Joint Working Award