Annual Report 2011 - Boehringer Ingelheim

Value through Innovation 

Corporate Magazine 2011

corporate magazine 2011 

content 

value through innovation 

Solid foundations – 

flexibility and continuous 

change 

6 a n d r e a s B a r n e r i n c o n v e r s at i o n w i t h 

C h r i s t i a n B o e h r i n g e r 

corporate responsibility 

# 01 

Responsibility 

for future generations 

1 4 t r u s t, f a i r n e s s, d e v e l o p m e n t 

1 8 m a k e c h a n g e h a p p e n 

2 2 r e s p o n s i b l e D i a l o g u e 

2 4 p r e s e r v i n g b i o d i v e r s i t y 

2 6 G g r e e n A c t i v i t i e s 

2 9 r e s e a r c h a l l i a n c e s 

3 3 p r o m o t i n g e x c e l l e n c e l o n g - t e r m 

research & development 

# 02 

Innovation 

For The best medicIne 

3 8 D e d i c at e d t o I n n o vat i o n 

4 0 r e s e a r c h a n d D E V e l o p m e n t o f n e w b i o l o g i c a l e n t i t i e s 

4 4 t r a n s l at i n g R e s e a r c h , T r a n s f o r m i n g M e d i c i n e s 

4 8 B e t t e r m e d i c i n e s a n d va l u e f o r p at i e n t s 

5 0 B o e h r i n g e r I n g e l h e i m V e n t u r e F u n d

therapeutic areas 

# 03 

Health 

for a better quality of life 

[ prescription medicines ] 

5 5 a therapeutic breakthrough 

5 8 new treatment option for type 2 diabetes 

62 changing the way copd is treated 

[ consumer health care ] 

6 4 seeing the consumer’s point of view 

[ biopharmaceuticals and biosimilars ] 

69 connecting knowledge and innovation 

[ animal health ] 

73 taking prevention seriously 

76 H horses grow old as well 

future markets 

# 04 

Perspective 

For new markets 

8 0 e m e r g i n g m a r k e t s – g r o w i n g i m p o r ta n c e 

8 6 i n d i a – h i g h u n m e t m e d i c a l n e e d 

8 9 c h i n a – i n v e s t i n g i n h e a lt h c a r e 

9 2 B r a z i l – b e t t e r t r e at m e n t o p t i o n s 

production network 

# 05 

flexibility 

for strong networks 

9 6 s u p p ly c h a i n r e l i a b i l i t y a n d i n t e g r i t y 

9 8 s u c c e s s f u l P r o d u c t l a u n c h e s 

Content

Value through 

innovation 

We perceive ourselves as the patient ̒s partner, 

providing innovative medicines for better health. 

We thereby create Value through Innovation. 

[ photos on cover ] 

3d-structure of a monoclonal antibody 

biopharmaceutical production, biberach, germany 

the auditory cortex in the brain of a transgenic mouse


extracts from our ‘leitbild’ 

EXTRACTS FROM OUR 

Leitbild * 

Boehringer Ingelheim has been a successful, family-owned business 

for more than 125 years and intends to remain so for the second 

century of its existence. Although it is impossible to predict the 

future precisely, we are actively and creatively facing the changing 

tasks and challenges, building on our experiences and achievements. 

This gives us the strength, direction and confidence to shape 

our future. 

We have committed ourselves to the goal of serving humankind 

through research into diseases and the development of new drugs 

and therapies. In this endeavour the future of our company will 

depend on its innovative capability. 

In all our activities we safeguard our employees, facilities and the 

environment from harmful influences, conserve natural resources 

and promote environmental awareness. Parallel to pursuing these 

goals we seek to foster economic and social well-being in the countries 

and communities where we do business. 

In order to realise our goals, we must be financially successful, 

be willing to make the necessary changes, and be critically receptive 

to new ideas and developments. Maintaining and improving the 

performance of the company take precedence over maxi mising 

earnings in the short term. 

* guiding principles 

Extracts from our Leitbild 

5

SOLID FOUNDATIONS – 

FLEXIBILITY AND CONTINUOUS CHANGE 

Boehringer Ingelheim, like a tree, is firmly rooted in the ground. At the same time, the image of a tree 

also stands for flexibility and pliancy, two characteristics that allow it to remain able to adjust. 

And this is precisely how we behave. We constantly strive to renew ourselves and grow independently 

and from the inside. We thereby want to improve the established and develop the new our selves. 

We perceive Boehringer Ingelheim in the role of the partner of patients that produces innovative 

medicines for better health, thus creating value through innovation. 

Andreas Barner, Chairman of the Board of Managing Directors (left) in discussion 

with Christian Boehringer, Chairman of the Shareholders’ Committee 

6 

Boehringer Ingelheim annual report 2011


in conversation 

In conversation 7

What does 

“Be entrepreneurial” 

mean for us 

christian boehringer: “For me, as a member of Boehringer Ingelheim’s 

shareholder family, to be entrepreneurial means the ability and readiness to 

continually innovate so that Boehringer Ingelheim can continue to grow on 

the basis of its innovative capacity and remain an independent family-run 

company. 

But because the pharmaceutical markets and healthcare systems change 

constantly, to be entrepreneurial also requires being prepared for continuous 

adjustment to new circumstances, such as the simultaneous feedback on the 

needs of patients, physicians and decision-makers in healthcare systems. 

Furthermore, the current challenges of the systemic financial, economic and 

political crisis also demand a reappraisal of our growth expectations, a return 

to past values and determination of what long-term growth over generations 

means for Boehringer Ingelheim.” 

What does “Improve the 

established” mean for us 

andreas barner: “If we want to continue to successfully develop new, 

innovative medicines, it is essential that we ask ourselves at regular intervals 

what the medical needs of tomorrow will be and how our processes in research, 

development and production, as well as marketing, can be further improved. 

Our attention will be increasingly directed towards earnings management, 

productivity and efficiency. 

A good example of this is how we have sharpened our view of markets and 

their future potential, and given a differentiated focus to our business 

development in the rapidly developing new markets. The recently implemented 

product launches in mature markets in what are for us new therapeutic areas 

are also an example of the effort to constantly improve in order to make better, 

innovative medicines available.” 

What does “Develop the 

new” mean for us 

andreas barner: “With its diversified, broad portfolio of innovative 

medicines for people and animals, Boehringer Ingelheim enjoys sustained 

success. 

To remain innovative and efficient in the future, we have built up our own 

network of independent, flexible research and development units in which we 

cover the complete value-added chain for research and development. Specialised 

scientists work together at seven locations in this worldwide network in order 

to convert their ideas into medicines. At the same time, we have further reinforced 

our traditional cooperation with academic centres and smaller companies. 

8 




The target of our research and development is to fulfil unmet medical needs. 

Our main goal is to research and develop the best-suited types of molecule, 

from either new chemical or biological active ingredients, for the treatment 

of diseases in our most important therapeutic areas. Initial approaches in 

translational medicine, such as the early development of biomarkers, should 

simplify the early development phases. 

Additionally, we are pursuing broader approaches to find new targets, often 

in cooperation with academic institutions. Furthermore, we have built up 

expertise in biopharmaceuticals over many years in the development and manufacture 

of biological medicines. We are thus not only well-positioned to 

develop, manufacture and market new biological active substances, but also 

have the possibility of successfully developing biosimilars.” 

Why are growth and 

renewal from the inside 

important for us 

christian boehringer: “To explain this, I frequently use the symbol 

of a tree. For Boehringer Ingelheim this means that the company, like a tree, 

must remain rooted in the ground and stable. At the same time, the image of a 

tree also stands for flexibility and pliancy, two characteristics that prevent the 

company from breaking in difficult times and always allow it to remain able 

to adjust. 

And this is precisely how we behave, unlike many of our competitors. We constantly 

strive to renew ourselves and grow independently and from the inside. 

We thereby want to improve the established and develop the new ourselves.” 

Why do we perceive 

ourselves as a partner 

for better health 

andreas barner: “The goal of all of our business activities is to make 

the best possible medicines available to people. We perceive Boehringer 

Ingelheim here in the role of the partner of patients that produces innovative 

medicines for better health. We create value through innovation. 

And this requires real partners: we cooperate trustingly, fairly and with mutual 

respect with our employees, our business partners and the public sector, be it 

government bodies or non-governmental organisations. In keeping with our 

fundamental principle, we encourage each individual to take responsibility for 

themselves and others in their actions. In this way, we make a logical connection 

in our company between a strong economic dynamic and social fairness. 

Increasingly often, especially in situations where we need external knowledge, 

medical or technical expertise in addition to our internal expertise, we enter 

into targeted cooperations and partnerships with other companies and academic 

organisations in order to achieve our goals. 

In conversation 

9

Partnerships in the field of research and development range from leading 

universities and basic research institutions to biotech companies. Boehringer 

Ingelheim has thus established itself as a reliable ally for our cooperation 

partners.” 

christian boehringer: “In addition, we have launched the ‘Making 

more health’ initiative which is designed to support social entrepreneurs in the 

healthcare sector. The goal of this initiative is to initiate new, innovative 

healthcare solutions and improve access to medical treatment worldwide. 

With the help of the non-governmental organisation Ashoka, we are searching 

for social entrepreneurs who are looking for new, innovative healthcare solutions 

or seeking to improve people’s access to medical treatment. 

What is particularly new in this approach is that social entrepreneurs should 

earn sufficient to finance their schemes, but, as not-for-profit organisations, 

no capital market return. These cooperations provide impetus and raise questions 

for us that give us food for thought and enable us to see things in a different 

light. The goal with these cooperations is not to earn money, but to learn from 

social entrepreneurs what the questions of the future are.” 

Why is a special corporate 

culture important for us 

christian boehringer: “We see Boehringer Ingelheim as a very special 

company in the pharmaceutical world. And why is that It is because, as a 

family-run company, we have a special cannon of values that forms our culture. 

Our actions are borne by mutual respect, trust, empathy and passion for our 

topics and targets. This special culture determines our actions and contributes 

decisively to firmly anchoring business processes and to retaining our innovative 

strength and efficiency.” 

andreas barner: “Our openness to change, in accordance with our 

Leitbild (guiding principles), productive, efficient research and development 

in new, innovative medicines for the benefit of people, while observing social 

and environmental standards, is for us the basis of company leadership. Our 

corporate culture, orientated toward and lived by ethical benchmarks and 

social and environmental standards, also contributes towards creating business 

adaptation processes that are constructive for our employees. 

For our employees are the most important asset in our company and the 

guarantors of its innovative strength and efficiency. Together with them we 

can succeed in realising our leitmotif ‘Value through Innovation’ in all our 

business activities. 

10 




The continuity of people in the workplace at Boehringer Ingelheim has created 

an environment of trust that makes it possible to work coherently and intelligently. 

We live out these values together with our employees. This corporate 

culture, which we live out to the same extent across national frontiers, is gaining 

importance for achieving our goals of raising the company‘s productivity 

and efficiency.” 

What are our tasks for the 

future 

christian boehringer: “Boehringer Ingelheim currently faces many 

challenges - and will face many challenges in the future too. Our company will 

be borne and taken forward together with our Board of Managing Directors 

and our employees. 

At the same time, we want to create the future for Boehringer Ingelheim early and 

on a sustainable basis. Only in this way will we actively counter the challenges 

and change and ensure that we are not driven by external developments.” 

andreas barner: “That calls for commitment, engagement, courage and 

creativity from everybody. With our organisational structure, our priorities, our 

focus on new fast-growing markets and our successful launches of new medicines 

in established markets, we are confident that we are on the right road to 

successfully developing the company further. Naturally, we must not slacken in 

these efforts now, as our environment is constantly changing and we should 

recognise and seize change as an opportunity for the future.” 

signed by 

christian boehringer 

chairman of the shareholders’ committee 

signed by 

andreas barner 

chairman of the board of managing directors 

In conversation 

11

# 01 

RESPONSIBILITY 

FOR FUTURE GENERATIONS 

Sustainability and future investment are our goals. And this requires real partners: 

we cooperate trustingly, fairly and with mutual respect with our employees, 

our business partners and the public sector, be it government bodies or nongovernmental 

organisations. We encourage each individual to take respon sibility 

for themselves and others in their actions. In this way, we combine economic, 

dynamic and social fairness. 

Please see 

annualreport.boehringer-ingelheim.com 

14 TRUST, FAIRNESS, DEVELOPMENT 

18 MAKE CHANGE HAPPEN 

22 RESPONSIBLE DIALOGUE 

24 PRESERVING BIODIVERSITY 

26 GREEN ACTIVITIES 

29 RESEARCHALLIANCES 

33 PROMOTING EXCELLENCE LONG-TERM 

12 



responsibility for future generations 

Responsibility for future generations 13

TRUST, FAIRNESS, DEVELOPMENT 

Together with our employees, we are creating the future of Boehringer 

Ingelheim. Every individual is encouraged to take responsibility for 

themselves and others. Our corporate culture, guided by respect, 

mutual trust, fairness and passion for our tasks, contributes to constructively 

establishing entrepreneurial processes and maintaining 

our performance. 

Talent management 

Employee development is the foundation 

for talent management. And 

effectively managing talent is essential 

for our future success. In order to 

prepare our employees for constantly 

changing working conditions and 

requirements, we foster their ongoing 

development through our global talent 

management approach. 

“The first observation I made when I joined 

the company was that it invests in nurturing 

its talents. I have also recently seen the 

introduction of the Talent Management Net, 

a structured, systematic and transparent 

platform to support the talent management 

initiatives.” 

jonathan chin 

regional product manager - pradaxa® 

regional operating unit south east asia 

boehringer ingelheim singapore 

Supported by a global web-based 

talent management system, all of our 

employees worldwide can access, 

work on and execute their individual 

development plans. The objectives of 

the development plan, which is aligned 

with business needs, are discussed 

individually between the employee and 

supervisor and aim to keep employees 

up to date with current and future 

working conditions and job requirements. 

Furthermore, we develop our employees 

for challenging opportunities 

ahead, both nationally and internationally. 

We thereby secure robust 

14



INDIVIDUAL DEVELOPMENT 

Our employees participate in diverse seminars 

within the framework of our management 

development programme. Measures are well-suited 

to their indi vidual needs in order to support them 

in different phases of their careers. 

succession planning, ensuring that 

the company has the right people in 

the right position at the right time at 

all levels in the organisation. 

Individual development planning for 

all employees at all levels will foster 

sustained employability and the sustainable 

competitiveness of our workforce. 

We believe that talent management 

needs to be built on a sound workforce 

plan linked with a business strategy 

highlighting the needs of future organisational 

and individual capacities 

and capabilities. A more anticipative 

approach is critical, not only in view 

of imminent demographic trends, but 

even more so because many parts of 

our organisation will continue to 

operate in dynamically changing 

environments. 

Leadership development 

To deliver on our talent management 

goals, our leaders must understand 

how to leverage employees as our 

most important resource. 

This requires 

leaders committed 

to developing and 

coaching employees 

and focusing on 

identifying, growing 

and developing future 

leaders. 

Our leadership development 

philo sophy is based 

upon self-awareness as the crucial 

foundation for leaders to deliver 

results and build the Boehringer Ingelheim 

of the future. The leadership 

development framework was established 

to support leaders by providing 

appropriate development, based on 

their individual needs at the different 

stages in their leadership careers. 

In 2011, leadership development 

programmes for three target groups 

were rolled out: the Global Strategic 

Leader ship Programme (GSLP) for participants 

who lead at a global enterprise 

level, the Regional Leadership Develop- 

“Boehringer Ingelheim has provided me the 

opportunity to learn and to apply learnings 

in action. The experience of working with 

colleagues all around the world has been 

exciting, challenging and rewarding. I am 

grateful to the company for giving me an 

opportunity to make a difference to our 

consumers’ lives.” 

christopher l. salzo 

brand manager consumer health care 

boehringer ingelheim usa 

Trust, fairness, development 

15

LEADERSHIP DEVELOPMENT PROGRAMMES 

values, lead & learn, leadership competence 

long-term objectives 

strategy 

GSLP RLDP LLDP 

GMDP 

global strategic 

leadership 

programme 

regional leadership 

development 

programme 

local leadership 

development 

programme 

global management 

development 

programme 

lead & learn 

global leadership curriculum 

ment Programme (RLDP) for participants 

who lead a business or function, 

and the Global Management Development 

Programme (GMDP) for participants 

leading others and demonstrating 

potential to become future global leaders 

for the organi sation. The curriculum 

for all programmes is based on our 

Leitbild (guiding principles), vision and 

values as well as the global strategy of 

Boehringer Ingelheim. 

“Hard work, dedication and delivering results 

are strongly rewarded in the form of a variety of 

career and personal development opportunities. 

The constant search for the inspiring leaders 

of tomorrow means leadership can very soon 

be a part of your job!” 

sandra quintero 

head of order-to-cash, 

global department regional 

business services, 

boehringer ingelheim germany 

Our global leadership development 

programmes will develop leaders who 

• set direction 

• lead innovation 

• lead and manage change 

• lead people 

• deliver results 

to ensure the sustained growth and 

independence of the company. 

Diversity and inclusion 

Our employees are the source of our 

competitiveness. We believe that diversity 

in our workforce fosters innovation, 

supports decision-making and 

increases our attractiveness as an 

employer. Diversity represents the differences 

between people, be it regarding 

gender, culture, ethnicity, education, 

religion or other dimensions, such as 

diversity of thought. It recognises that 

no two people are alike and that each 

person brings to the company a unique 

set of talents. 

Inclusion brings together diversity to 

make the company better and stronger 

16



“A working environment that gives men and 

women the same opportunities for personal 

development provides the necessary basis for 

a balanced representation of both genders in 

our management teams. There are many things 

that we can do to achieve this – what is crucial 

is that we really take it seriously.” 

dr sabine luik, 

head of corporate division quality 

regulatory, pharmacovigilance, 

epidemiology (qrpe) and member of 

the advisory council gender diversity, 

boehringer ingelheim germany 

because of each employee. It is a sense of 

belonging: feeling respected, valued for 

who you are; feeling a level of supportive 

energy and commitment from others 

so that you can bring your authentic self 

to work and do your best. To have them 

show their best, we encourage our employees 

to bring their uniqueness and 

potential into the company. To support 

a diverse and inclusive environment, 

where everyone can contribute, we have 

set up diversity and inclusion advisory 

groups. For example, two groups, Leaders 

of Diverse Nationalities and Gender 

Diversity, have already started to propose 

specific activities and measures. 

The Asian council group has set out a 

vision for their work: “By 2020, Asian 

leaders will play a prominent role 

within our global leadership team 

within and outside Asia.” The 

group will actively follow 

through to make their vision a 

reality through process 

excellence and specific programmes 

and interventions 

along our talent management 

cycle. 

As another example, the Gender 

Diversity group pursues the vision 

that, in the future, our culture will involve 

equal contribution from both 

genders at all levels. It will drive the 

visible monitoring of gender diversity 

by the company leadership, support for 

networking and role modelling for 

women, the provision of globally 

aligned mentoring framework and the 

amendment of the hiring, succession 

planning and staffing processes. 

“The opportunities within Boehringer 

Ingelheim to work on assignments 

diverse in terms of people, thought and 

culture has been greatly beneficial in 

developing myself as well as preparing 

for leadership roles in a global 

company.” 

rajeev sukumaran, 

information systems, service development 

& delivery, service management, 

boehringer ingelheim usa 

Trust, fairness, development 

17

Ashoka: The word “Ashoka” is Sanskrit and can be translated as “the 

active absence of sorrow”. The eponym was an Indian emperor around 

300 BC who unified the Indian subcontinent and committed himself 

to a policy of peace promotion and social welfare. 

MAKE CHANGE HAPPEN 

Boehringer Ingelheim and Ashoka are working together in a global 

partnership, “Making more health”, devoted to innovative health 

solutions and promoting social entrepreneurship. 

Ashoka is a global non-governmental 

organisation (NGO) of 

leading social entrepreneurs who 

are finding solutions to the world’s 

most urgent social problems in 

order to change society in the 

long run. 

Once social entrepreneurs are 

elected as “Ashoka Fellows,” they 

are provided with living stipends, 

professional support, and access 

to a global network of peers in 70 

countries. 

“Making more health” is the ambition 

to deliver new health care models – 

more health – to the world, that is to 

say, to individuals and society. More 

health means prevention, diagnosis 

and treatment. Promising solutions to 

challenging health problems worldwide 

are identified and approached in 

the course of the initiative. 

By 2014, Ashoka and Boehringer 

Ingelheim will support 50 so-called 

social entrepreneurs who advance 

sustainable health solutions with 

their concepts (for our first 13 elected 

entrepreneurs, see examples). The 

social entrepreneurs are selected at a 

national and international level by 

Ashoka and Boehringer Ingelheim. 

We support them for three years, 

but afterwards their concepts should 

be self-sustaining. Our partnership 

forms a win-win situation. On the one 

hand, Ashoka displays competence in 

creating change and comes with the 

network and know-how to identify 

and to advance social innovators. 

Boehringer Ingelheim, on the other 

hand, is competent in the healthcare 

and business sectors. We can provide 

the social entrepreneurs with a great 

MICHAELA NACHTRAB, VERBAVOICE 

[ germany ] 

her idea: a society in which open communication 

for citizens with hearing difficulties or 

deafness is the norm instead of the exception 

her approach: introducing a web-based 

service that reduces the cost 

of transcription services 

18 




KRYSTIAN FIKERT, MYMIND 

[ ireland ] 

REBECCA ONIE, HEALTH LEADS 

[ usa ] 

her idea: doctors prescribing food or other basic 

resources necessary for families to be healthy 

her approach: training students to liaise 

between doctors, patients and community 

resources and to staff health desks in urban 

medical centres 

his idea: making mental healthcare available 

and affordable without stigma 

his approach: providing in-person and online 

psychological services, with quick and 

affordable access to a team of 

counsellors, psychotherapists 

and psychologists 

deal of experience in professional 

project management. Furthermore, 

we support the entrepreneurs with 

our skills, experience, and network. 

We would hereby like to achieve a 

change in the healthcare system. And 

we would like to give something to 

society, something that cannot be 

mea sured and solved monetarily. 

Changemakers competition 

As part of the partnership initiative, 

Boehringer Ingelheim and Ashoka’s 

Changemakers launched their first 

online competition, the “Making more 

health Changemakers competition”, in 

July 2011. In this way, we sought new 

ideas for improving the health and 

well-being of diverse communities 

around the world – rural and urban, 

developed and developing – and in 

different political and economic systems. 

Through the competition, we 

also “feed the pipeline” for future 

social entrepreneurs. 

Everybody has been able to use this 

platform to express their ideas. More 

than 470 entries from 82 countries 

were made, including those of our 

employees. Through the contributions 

we also established contact with people 

who think innovatively whom we 

would not have met in other ways and 

with whom we engage in active exchanges. 

Using the website, ideas could be submitted 

on how to improve services 

and treatment, on promoting prevention, 

early detection and diagnosis, on 

empowering individuals, families and 

GUILLAUME BAPST, A.N.D.E.S. 

[ france ] 

his idea: improving health and social integration 

by making better choices of food available 

for low-income families 

his approach: delivering food to the poor who 

can buy everyday products cheaper in 

so-called solidarity stores 

MARIANA ANGELERI, 

FUNDACIÓN EDUCACIONAL 

[ argentina ] 

her idea: attacking the problem of 

child obesity by focusing on health 

and wellness 

her approach: building 

healthy habits at schools for 

successful prevention 

Make change happen 19

LUH KETUT SURYANI, 

SURYANI INSTITUTE FOR MENTAL HEALTH 

[ indonesia ] 

her idea: expanding the definition of a mental 

healthcare provider – “everyone can be a self-healer” 

her approach: low-cost mental health treatment 

and rehabilitation, involving 

different groups in the 

recovery process 

JOSH NESBIT, MEDIC MOBILE 

[ usa ] 

his idea: transforming the efficacy of 

decentralised rural public health 

his approach: medical workers use mobile 

phones to gather health data efficiently 

MIA SUTANTO, ASOCIASI IBU 

MENYUSUI INDONESIA (AIMI) 

[ indonesia ] 

her idea: raising awareness about and 

promoting breastfeeding 

her approach: a support group for 

breastfeeding mothers, the 

Indonesian Breastfeeding 

Mothers Association (AIMI) 

Ashoka’s Changemakers is an 

online action community that connects 

social entrepreneurs around 

the globe to share ideas, inspire, 

and mentor each other. Through 

its online competitions, changemakers.com 

is one of the world’s 

most robust spaces for launching, 

discussing and scaling ideas to 

solve the world’s most pressing 

social problems. Changemakers 

builds on Ashoka’s history and 

vision for an “Everyone a Changemaker” 

world by creating a place 

where the best ideas in social innovation 

can be shared, refined 

and funded. 

www.changemakers.com 

communities to address their health 

issues and on targeting vulnerable 

and underserved populations. 

From 13 finalists chosen by the competition 

jury, the public then voted to 

select the three winners. Their innovations 

describe new healthcare delivery 

models for extremely impoverished 

communities, the novel use of 

GERALD KOLLER, RISFLECTING 

[ austria ] 

his idea: training individuals to develop responsible 

behaviour in risky settings. His focus: 

drug and alcohol consumption, gambling, 

extreme sports, etc. 

his approach: conveying risk competence as a 

central component of addiction 

pre vention and health promotion 

in workshops and training sessions 

local human resources to expand the 

capacity of rural and urban clinics, 

and holistic approaches to sustainable 

health. Each winner received a prize 

of USD 10,000. 

The winners were: 

• ColaLife, zambia: simple medicines 

are piggy backed on Coca-Cola supply 

chains, i. e. tucked into Cola 

boxes, to save lives in underserved 

rural areas in Africa. 

• Saúde Criança, brazil: families receive 

support for different areas in 

the favelas in Rio de Janeiro. This 

includes improving their living situation 

and education. The families 

shall be lifted out of poverty to live 

healthily in the long term. 

20



DR FRANK HOFFMANN, 

DISCOVERING HANDS® 

[ germany ] 

CLAUS GOLLMANN, 

KIND IN DÜSSELDORF 

[ germany ] 

his idea: improving the quality of care for 

abused children 

his approach: opening an inpatient diagnostic 

centre where children stay for 

up to six months 

his idea: detecting breast cancer earlier 

his approach: training blind women to 

examine women’s breasts and introducing 

the profession of medical tactile 

examiner (Medizinische 

Tastunter sucherin - MTU) 

JORDI MARTI, DRY BLOOD SCREENING 

[ spain ] 

• Unite For Sight, ghana: the organisation 

is partnering with local eye 

clinics in poor regions all over the 

world. Patient barriers to care in 

rural villages, slums and refugee 

camps and preventable blindness 

shall be eliminated. 

his idea: enabling affordable detection of infectious 

and non-communicable diseases in disadvantaged 

communities and poorly funded health systems 

his approach: developing a new method to analyse 

biochemical parameters (uric acid, 

cholesterol, glucose, etc.) in dried 

blood samples 

Employees as changemakers 

Our employees not only participated 

in the changemakers competition by 

contributing their ideas. We are also 

matching the needs of social entrepreneurs 

with our employees’ skills and 

interests. Within their different functions, 

they engage where the Ashoka 

social entrepreneurs need some help 

with their projects. 

We can engage and develop individually 

and as a whole company by pursuing 

a common aim. By contributing 

to the projects voluntarily, we help to 

bring more health to the world as well 

– we also become changemakers at our 

workplace and in our community. 

www.makingmorehealth.org 

PHIL CONWAY, COOL 2 CARE 

[ united kingdom ] 

his idea: introducing a new type of personal 

assistant into the homecare industry 

his approach: modern recruitment techniques 

to bring new types of carers, namely energetic 

young people, to the disabled

PROVIDING INFORMATION 

Providing more information to patients is our ethical duty. On our social media channels, we 

illuminate different disease issues and provide information on our cooperations or disease 

awareness campaigns. By engaging in dialogue with our stakeholder groups, sustainable and 

innovative values and solutions can be found. 

For more information, visit our channels on Facebook, Twitter and YouTube. 

RESPONSIBLE DIALOGUE 

New communication channels, such as Facebook, Twitter and 

YouTube, enable us to engage with stakeholder groups. These 

social media channels allow rich interaction between the company, 

patients, scientists, physicians and other interested parties. 

Social media channels are two-way 

communication that is more intensive 

and more direct than traditional 

digital channels. This is important, as 

sustainable, innovative values and 

solutions can only be found through 

dialogue between different social 

groups, with people expressing their 

opinions and ideas. We appreciate discussion, 

criticism and open expression 

of opinion, so that we can benefit from 

the community’s wealth of ideas and 

stay up to date. With the right social 

media tools, we can also attract talents. 

Different issues on different channels 

On our YouTube channel, we have 

about 70 videos which illuminate different 

disease issues, provide information 

on projects and collaborations, 

and report on patients’ disease 

experiences. With Facebook and 

Twitter, we also want to be genuine 

and transparent, to engage more, to 

share more, to learn more, and to help 

more. Providing more information to 

patients is our ethical duty. 

PREVENTING STROKES 

The campaign “1 Mission 1 Million – 

Getting to the Heart of Stroke” 

started in 2011 to raise awareness 

of atrial fibrillation (AF) and its 

link to stroke. The public was empowered 

to decide how to spend 

EUR 1 million on projects to help 

to prevent as many as one million 

AF-related strokes. In August 

2011, the 32 best projects were 

announced in Paris, France. 

We were among the first pharmaceutical 

companies to use Twitter and 

we are one of the most engaged users. 

It enables us to tweet news, disease 

awareness slides, infographics and 

other information. And it allows us to 

engage in healthy dialogue, answering 

questions and solving problems, providing 

quick, accurate responses. 

Support for campaigns 

Our global initiative “1 Mission 1 Million 

– Getting to the Heart of Stroke” 

(box, left) was supported by our social 

media channels. The public submitted 

more than 200 projects. One of the 

winning projects suggested a social 

media platform to motivate stroke 

prevention. 

22 




BETTER UNDERSTANDING 

Interest groups can with this game dive into 

the daily working process of a pharmaceutical 

company. This helps them to understand the 

process and points Boehringer Ingelheim’s 

employees have to work through before a 

product can be launched. 

The goal of our DRIVE4COPD campaign 

was to drive one million people to 

a website to fill out a diagnostic questionnaire 

to detect their risk of chronic 

obstructive pulmonary disease (COPD). 

We also support the “Making more 

health” project, a collaboration with 

Ashoka (see page 18), on our social 

media channels. They are integrated 

in all our cooperations and activities. 

Breaking new ground 

In the second half of 2012, we will 

launch a game played on Facebook. 

Based on research and development, we 

will use it to educate people about diseases 

or disease awareness. Players will 

equip and use a laboratory to discover 

new drugs and bring them to market 

with a view to increasing global health. 

The game provides an outstanding way 

of helping people to understand the different 

stages and obstacles of R&D, i. e. 

the challenges facing the pharmaceutical 

industry. It is also a great way of 

communicating with, educating and 

engaging with people. 

Alignment in future 

By striving to find new ways to reach 

our audiences, we can provide patients, 

customers and other stakeholder groups 

with up-to-date in formation. Disease 

awareness and interaction will advance 

the understanding and importance 

of health. 

DRIVE4COPD 

This was a campaign that aimed 

to raise awareness of and increase 

screening for COPD. It was an example 

of how to use social media 

effectively to drive social change. 

70 

On our YouTube channel about 

70 videos illuminate different disease 

issues, provide information on 

projects and collaborations, and 

report on patients’ disease experiences. 

Responsible dialogue 

23

2 3 

1 

1 The Jaborandi shrub is harvested from June to October. 

2 The registered gatherers receive a harvesting cutter and a 

personal identity card. 

3 Gatherers learning the correct harvesting technique, which is 

essential for the plant’s preservation. 

PRESERVING BIODIVERSITY 

In Brazil, Boehringer Ingelheim is engaged in a cooperation to pre - 

serve biodiversity and support families whose livelihoods depend 

on gathering Jaborandi leaves. 

JABORANDI: 

PILOCARPUS MICROPHYLLUS 

STAPF 

• shrub, 1.20 to 1.60 metres in 

height 

• grows mainly in Brazil’s Amazonas 

region 

• leathery leaves and greenyellow-coloured 

flowers 

• active substance pilocarpine 

is used to treat glaucoma and 

severe dry mouth 

• 0.8 % pilocarpine per leaf 

• threatened with extinction from 

past unsustainable harvesting 

Through a development partnership 

we actively promote fair and improved 

working conditions as well as sustainable 

cultivation of a native plant and 

the preservation of biodiversity. 

We work jointly with the Brazilian company 

Centroflora Group and the German 

Society for International Cooperation 

(Deutsche Gesell schaft für internationale 

Zusammenarbeit GmbH – GIZ) on 

realising a project for the sustainable 

use and preservation of the Jaborandi 

shrub in northeast and north Brazil 

in the protected forest of Carajás 

(Amazonas region). Furthermore, the 

social and economic integration of 

local Jaborandi gatherers is to be intensified. 

Project partners 

Centroflora uses Jaborandi leaves 

directly, which are employed to isolate 

the alkaloid pilocarpine, used to treat 

glaucoma and severe dry mouth. 

The GIZ supports people and societies 

in developing, fast-developing and industrialised 

countries to develop their 

own prospects and improve their living 

conditions. As a federal German organisation, 

its most important client is the 

German Federal Ministry for Economic 

Cooperation and Development (Bundesministerium 

für wirtschaftliche Zusammenarbeit 

und Entwicklung – BMZ). 

The GIZ also works for other German 

ministries, federal states and municipalities, 

as well as public and private sector 

clients in different countries. These include, 

for example, governments in other 

countries, the European Commission, the 

United Nations and the World Bank. 

Ensuring future harvests 

When harvesting Jaborandi leaves, 

special factors must be taken into consideration. 

Branch tops should only be 

24 




DEVELOPMENT PARTNERSHIPS – 

BUSINESS FOR MORE RESPONSIBILITY 

JABORANDI GATHERING AREA 

IN BRAZIL 

manaus 

brazil 

pará 

maranhão 

piauí 

In development cooperation, partnerships 

between the public and private sectors are 

described as development partnerships. 

They link the business interests of companies 

to the development policy goals of 

the public sector in the mutual interest of 

both sides. The partners can thus jointly 

pursue their goals, which could only be 

realised poorly, or to an inadequate extent, 

if undertaken alone. 

The leaves are harvested in the 

northeastern and northern federal states 

of Pará, Maranhão and Piauí. 

harvested after the first fruit has ripened 

from a height above 50 centimetres. 

Moreover, cutters should be used 

to ensure propagation from seed, regeneration 

and further harvests in the years 

ahead. 

Harvesting takes place during the dry 

season from June to October. Illegal 

picking of the shrubs was widespread in 

the past. To harvest as much as possible 

to sell to dealers, pickers shortened the 

branches to the point where the species 

Pilocarpus microphyllus was threatened 

with extinction. The small payments that 

dealers made to gatherers was only 

enough for food during the harvest 

season, but not for the rest of the year. 

Helping to solve the problem 

The problem-solving approaches developed 

by the project partners first of 

all include gatherer registration in a 

land register in order to contain illegal 

gathering. After theoretical and 

practical instruction in harvesting 

guidelines and techniques, gatherers 

receive a harvesting cutter and a personal 

identity card. This card contains 

important information concerning 

harvest amounts, dates and locations. 

Centroflora will in future purchase 

Jaborandi leaves at fair prices from 

these gatherers only, securing their 

living for many months. Prices for 

dried Jaborandi leaves will, however, 

be renegotiated each season. To ensure 

the preservation of the shrub, 

and reforestation of the regions, gatherers 

also replant with seedlings. We 

support gatherers in organi sing themselves 

to become economically independent 

and to negotiate free of dealers 

to secure their living. 

As sustainable enterprise can only be 

achieved in the developing countries within 

a stable economic, ecological and social 

environment, both business and development 

cooperation organisations are interested 

in creating the corresponding preconditions. 

These include job creation and the 

improvement of production processes, environmental 

protection and technology. 

Private companies can benefit from the 

contacts, experiences and the expert network 

of the organisations that implement 

developmental policies. Furthermore, they 

gain access to new markets for their products 

and services. Public sector partners 

strive to integrate poorer social groups in 

markets, thereby improving their incomes 

and quality of life as well as contributing 

towards preserving natural resources. 

[ project partners ] 

Preserving biodiversity 

25

1 Reforestation project at our farm in Solana, Brazil 

2 By integrating three climate systems we save about 2,000 tons of 

CO 2 

per year at our site in Petersburg, USA. 

3 At our German sites we systematically identified the optimisation 

potential of energy efficiency measures in buildings. Here: biopharmaceutical 

production plant G 104 in Biberach 

1 

2 3 

GREEN ACTIVITIES 

Acting in an environmentally sustainable way is a global challenge. 

We owe it to our employees, customers and the whole society. 

For us, it means, for instance, reducing energy consumption and 

enhancing environmental protection. Furthermore, we make every 

effort to protect our employees and guarantee their health. 

SUSTAINABLE ENERGY 

CONCEPTS 

Energy concepts with time frames 

of up to 15 years ensure the sustainable 

use of energy at our sites. 

A scientific board of external advisors 

and internal specialists is 

engaged in working out sustainable 

energy supply strategies for 

Germany. Regular reviews ensure 

integration of the best available 

techniques in the concepts and 

tell us which energy resources and 

technologies to use in the future. 

Protecting the environment, conserving 

natural resources and promoting 

environmental awareness are valued 

principles at Boehringer Ingelheim. 

This is reflected in our Leitbild (guiding 

principles), as well as our new 

Environment, Health and Safety (EHS) 

Policy and Strategy being rolled out 

in 2012. 

We investigate important “green strategies” 

that go further to improve the 

environmental impact of our operations. 

Embarking on greener paths 

will help us to manufacture clean, 

safe and efficient products through 

sensible component sourcing. 

Energy and emission savings 

For many years, projects reducing 

energy consumption and greenhouse 

gases have been implemented at our 

sites with the aim to improve our performance. 

We consider these issues a 

prerequisite to enjoying a competitive 

advantage and to being economically 

sustainable in the future. Some examples 

of energy- and emission-reducing 

projects in 2011 are: 

• The reforestation project at our 

farm in Solana, Brazil: we evaluated 

that the amount of CO 2 

that is 

absorbed by the plants in our reforestation 

activities broadly matches 

the CO 2 

emitted at our pharmaceutical 

production facility, farm 

and administrative buildings in 

Brazil. 

• At our plant in Petersburg, Virginia, 

USA: we integrated three existing 

process and heating, ventilation and 

air conditioning (HVAC) chilled 

water systems into a fully-controlled 

building automation system, saving 

an estimated 2,000 tons of CO 2 

per year. 

26 




4 5 

4 The roll-out of BE SAFE took place at several sites in 

2011: Here: Fornovo, Italy 

5 Boehringer Ingelheim Germany receives the Responsible 

Care Award for its BE SAFE activities 

6 Alternative engines: the new acquisitions for the 

German car fleet symbolise our requirement to reduce 

CO 2 

emissions effectively. 

6 

• At our plant in Yamagata, Japan: we 

installed a heat recovery chiller. It 

reduces the yearly consumption of 

energy and the emission of CO 2 

at 

the plant by more than 7 % (status 

October 2011). 

• At our German sites: we systematically 

identified the optimisation 

potential of energy efficiency 

measures in buildings and initiated 

projects for implementation. These 

optimisation projects are scheduled 

from 2011 to 2014. Savings will 

amount to about 20 GWh per year, 

corresponding to about 4,500 tons 

of CO 2 

per year. 

• Our German car fleet: we are currently 

improving its environmental 

performance. Within the next few 

years, we are going to reduce the 

CO 2 

emission rates of our cars. The 

current average rate is 142 g. Reductions 

will be reached by switching 

to more efficient conventional 

cars, as well as by introducing alternative 

power resources. The 

number of electric cars is currently 

eight and is going to be increased to 

20 by end of 2012. Furthermore, a 

pilot project is ongoing, using a hydrogen-based 

car and the possibility 

of implementing our own hydrogen 

filling station is under 

evaluation. 

Our “Sustainable Use of Energy” team 

coordinates this kind of energy- and 

emission-reducing activities at an 

international level and fosters the 

knowledge exchange between our 

sites. This team has been integrated in 

our new project “BE GREEN”, which 

was started in 2011 with the aim of 

coordinating and optimising our 

green activities. 

Protection of employees’ health 

Since the start of the roll-out of the 

new Boehringer Ingelheim safety culture 

“BE SAFE - Zero by Choice” in 

May 2010, great effort has been made 

to systematically improve how we 

deal with our own safety. The aim is 

to encourage both the management 

and employees to pro-actively take on 

the responsibility of their own well- 

GREENHOUSE GAS REDUCTION 

A concept for calculating 

Boehringer Ingelheim’s corporate 

carbon footprint has been set 

up in accordance with the Greenhouse 

Gas Protocol, a multistakeholder 

initiative coordinated 

by the World Business Council 

for Sustainable Development and 

the World Resources Institute. We 

seek to minimise our footprint 

and have set a new goal to reduce 

our CO 2 

emission equivalents by 

20 % by 2020. 

Green activities 

27

SOIL CLEAN-UP AT OUR INGELHEIM SITE 

Until the beginning of the 1970s, it was common practice and 

legally permitted to fill exhausted sand, gravel and clay pits 

with chemical development and production waste. This is how, 

for example, the Ingelheim disposal site came about. We 

have already removed part of the contaminated deposits. 

In 2011, observing nature conservation, some 45,000 m² of 

the soil at the disposal site was relocated and replenished, and 

the site secured with a surface barrier. 

If it is impossible to dispose of contaminated deposits completely, 

we extract groundwater in the immediate vicinity of 

the substances using protective boreholes in order to clean it 

in our wastewater treatment plant. 

1 

being and also look out for others 

working around them. The roll-out 

ensures that all functions go through 

a workflow comprised of various steps, 

such as self-assessments together with 

management and setting up specific 

improvement plans. By the end of 

2011, the roll-out of “BE SAFE” had 

been started in Germany, the USA, 

China, Austria, Spain, France, Italy, 

Mexico, Russia and other Eastern 

European countries. More countries 

will follow in 2012. In Germany, our 

activities in relation to this initiative 

have been rewarded by the German 

Chemical Association with the local 

Responsible Care Award. 

Care through protection 

In the interest of social responsibilty 

stretching over generations, and of 

sustainable environmental protection, 

the potential contamination of the 

soil at our sites should be eliminated 

wherever possible. For this purpose, 

we have started an extensive, global 

project for the inspection and, if necessary, 

clean-up of contaminated deposits 

in the soil at our company sites 

and in their immediate vicinity. 

We concentrate our efforts on longstanding 

sites. This approach is not 

stipulated by the authorities, but is 

undertaken voluntarily. We will bear 

all costs. Where pollution is identified, 

the soil will be returned as far as 

possible to a near-natural, geogenic 

state. Contaminated deposits should 

be disposed of such that they can 

cause no long-term damage. 

28 




2 

Neurobiologists at the Research Institute of Molecular 

Pathology (IMP) in Vienna, Austria, study the mating ritual 

of flies to find out how the nervous system generates complex 

animal behaviour. 

1 

1 Fruit fly (Drosophila melanogaster). 

Copyright Solvin Zankl 

2 Picture of a fly brain. Digital atlas of the fruit fly brain, 

assembled from numerous individual images. 

Genetically defined neuronal networks are shown in 

various colours. Source IMP 

RESEARCH ALLIANCES 

We continue to support cooperations with academic research 

scientists to better define the underlying causes and molecular 

mechanisms of human disease. This is part of our involvement 

in public-private partnerships and guided by the notion of active 

citizenship and service to society. 

We have established a strong track 

record of working with academic scientists 

around the globe on drug discovery 

projects, ranging from the 

search for new drug targets to drug 

profiling and development. In addition, 

we have established a number 

of preferred, long-term partnerships 

with academic centres that transcend 

the scope of individual research projects. 

Examples include our involvement 

with the Institute of Molecular 

Pathology (IMP) in Vienna, Austria, 

and a newer partnership with the University 

of Ulm in Ulm, Germany. 

Networks: Boehringer Ingelheim and 

the Institute of Molecular Pathology 

The Institute of Molecular Pathology 

conducts basic research in molecular 

biology and engages in excellent networking 

for cutting-edge scientific 

research. The IMP is connected through 

cooperation at a scientific and administrative 

level to the Institute of 

Molecular Biotechnology of the Austrian 

Academy of Sciences (IMBA) 

and the neighbouring Gregor Mendel 

Institute. Numerous overlaps with the 

institutes of the University of Vienna 

and the Medical University of Vienna, 

as well as synergies with Austria-based 

biotechnology companies, characterise 

The Research Institute of Molecu - 

lar Pathology (IMP) conducts basic 

research in molecular biology and 

engages in excellent networking for 

cutting-edge scientific research. 

Research alliances 29

2 

1 At the Vienna Drosophila RNAi Center 

(VDRC), 32,000 transgenic lines of the 

fruit fly Drosophila melanogaster are bred 

and dispatched around the world when 

ordered by scientists and laboratories. 

Copyright Solvin Zankl 

1 

2 Elucidation of the infection apparatus 

of Salmonella using advanced cryoelectron 

microscopy. Pictured: 

a three-dimensional reconstruction 

of the needle complex with which 

Salmonella infects human cells. 

Source IMP-IMBA 

In 2011, Jan-Michael Peters, biologist, 

received the Wittgenstein 

Award of the Austrian government, 

Austria’s most prestigious 

research prize. Together with his 

team at the IMP, he is studying 

the molecular mechanisms of cell 

division. 

the local network at the so-called 

Campus Vienna Biocenter site. 

IMP research is borne by Boehringer 

Ingelheim as well as Austrian and European 

research funding. 

Internationally networked 

Networks – whether virtual or real – 

leverage capabilities and give greater 

freedom of manoeuvre. The around 

200 IMP researchers are permanently 

in contact with working groups worldwide. 

The researchers are formally 

linked through major, international 

projects and informally through the 

active exchange of know-how and 

scientific material. There are also 

constant connections to Boeh ringer 

Ingel heim’s research and development 

teams. The researchers’ personal 

careers, that frequently switch 

between institutions and continents, 

weave the web tighter at an individual 

level. 

The goal of academic and extra-university 

basic research is to gain insights 

that are documented in scientific 

publications. IMP researchers 

annually publish some 80 specialist 

articles in peer-reviewed journals. 

Wittgenstein Prize for cutting-edge 

research 

In 2011, Jan-Michael Peters received 

the Wittgenstein Prize, the most prestigious 

Austrian award for scientists, 

to become the sixth IMP winner. 

Since the European Research Council 

(ERC) was established in 2007, wellendowed 

support has also gone to 

six IMP researchers. In 2011, Group 

Leaders Andrew Straw and Manuel 

Zimmer both received approval for 

an ERC starting grant and Meinrad 

Busslinger, Senior Scientist at IMP, 

for an advanced grant. 

Securing this funding is extremely 

competitive and is exclusively related 

to the quality and potential of the research. 

The funds make it possible to 

address questions that can only be answered 

with major personnel and 

technical expenditure. 

30 




4 

RESEARCH INTO CELL DIVISION IS ONE OF THE CORE AREAS AT THE IMP. 

3 Human cells dividing. The chromosomes are grey, the spindle apparatus protein 

(tubulin) coloured blue or red, depending on intensity (pseudo-colours). Source IMP 

4 The course of cell division in human HeLA cells. Chromosomes in blue, spindle apparatus 

in green. Points of contact for spindle fibres (kinetochores) shown in red. Source IMP 

3 

Unlocking the immune system’s 

regulatory network 

Meinrad Busslinger researches the 

adaptive immune system with the 

goal of unlocking the regulatory network 

that controls the development 

of the blood’s B and T lymphocytes 

from stem cells. A significant factor, 

the PAX5 gene, was identified by 

his group some years ago. In 2011, 

the team described new regulatory 

elements that control the formation 

of millions of different immunoglobulins. 

Networking with basic research 

institutes 

Networking is also essential for Jan- 

Michael Peters’s group in elucidating 

the structural mechanism of the anaphase 

promoting complex (APC), 

which initiates cell division. While 

the IMP-team is specialised in biochemical 

methods, Holger Stark of 

the Max Planck Institute for Biophysical 

Chemistry in Göttingen, 

Germany, contributes his expertise in 

three-dimensional cryo-electron microscopy. 

Structural biologists at the Howard 

Hughes Medical Institute in Memphis, 

Tennessee, USA, complement the 

analyses through crystallographic 

methods. This cooperation between 

several teams is exemplary for the 

modern approach to complex biological 

questions. 

With its three new group leaders in 

2011, the IMP also imported their 

networks. Physician Johannes Zuber 

previously conducted research at Cold 

Spring Harbor Laboratory in New 

York, USA. In Scott Lowe’s laboratory 

he investigated novel therapeutic approaches 

for leukaemia and in 2011, 

in a joint publication, described a new 

active ingredient against acute myeloid 

leukaemia. In Vienna, he collaborates 

with the Medical University and 

Oncology Research at Boehringer 

Ingelheim. 

At the IMP research is conducted, 

inter alia, into the mechanisms 

underlying the development of B 

and T lymphocytes from blood 

stem cells. B and T lymphocytes 

are white blood cells that are responsible 

for acquired immunity. 

Research alliances 31

BOEHRINGER INGELHEIM ULM 

UNIVERSITY BIOCENTER 

In 2011, the University of Ulm, Germany, 

and Boehringer Ingelheim signed a research 

cooperation agreement which is 

also being supported by the Baden-Württemberg 

government. The new research 

alliance is called “Boehringer Ingelheim 

Ulm University Biocenter” (BIU) with a 

funding volume of around EUR 4.5 million 

for an initial period of three years. We 

will contribute EUR 2.25 million and, as 

a global research-driven company, will 

also bring to the cooperation the experience 

and stability needed to accomplish 

projects that are multi-disciplinary and 

require scientific persistence. 

The auditory cortex in the brain of a transgenic 

mouse. Individual nerve cells are displayed 

using special colouring techniques, with different 

cell types defined by various colours. 

Signing of the agreement: Prof. Gerd 

Schnorrenberg (lower left) Head of Research 

Germany, at Boehringer Ingelheim in 

Biberach, Germany and President of Ulm 

University, Prof. Karl Joachim Ebeling (lower 

right). Prof. Andreas Barner, Boehringer 

Ingelheim (upper left), Theresia Bauer, 

Science minister, Baden-Württemberg (upper 

right) 

Picture by BioRegionUlm 

Structural biologist Thomas Marlovits 

cooperates closely with researchers in 

the USA on investigating the details of 

the infection apparatus of Salmonellae. 

Using advanced methods of 

cryo-electron microscopy, he has also 

resolved the structure of the needlecomplex 

on a near atomic level. A 

team of Yale researchers contributed 

expertise in bacterial genetics. 

Besides addressing questions of cell 

biology and mechanisms of disease, 

the IMP also focuses on research into 

neuronal networks. Powerful new 

tools in optogenetics, imaging and 

electrophysiology make it possible to 

measure and manipulate neural activity 

within genetically-defined circuits 

and causally link them to behaviour. 

The young discipline circuit neuroscience 

has a highly interdisciplinary 

character. 

Neurobiologists around IMP Director 

Barry Dickson investigate which elements 

of the nervous system control 

the reproductive behaviour in fruit 

flies. With newly developed thermogenetic 

methods, they can target individual 

nerve networks and, for example, 

trigger the mating song of the male fly 

“remotely”. Together with visual computing 

experts of the Center for Virtual 

Reality and Visualisation (VRVis) in 

Vienna, the neurobiologists developed 

“BrainGazer” – a software that produces 

an interactive 3D atlas of the 

fly’s brain from tens of thousands of 

confocal microscope images. 

32 




The Institute of Molecular Biology (IMB) in Mainz, 

Germany, was opened in March 2011. It is exemplary 

for our approach to foster excellent research. 

PROMOTING EXCELLENCE 

LONG-TERM 

The Boehringer Ingelheim Foundation is an independent, non-profit 

organisation committed to the promotion of the medical, biological, 

chemical and pharmaceutical sciences. In particular, we support 

outstanding young scientists. Our commitment to the Institute of 

Molecular Biology (IMB) in Mainz, Germany, is exemplary of our 

approach to fostering excellent research. 

A number of high-ranking representatives 

of science and politics attended 

the opening ceremony of the Institute 

of Molecular Biology (IMB) at the 

University of Mainz in March 2011. 

The institute is contrived as a publicprivate 

partnership between the 

public sector and a private foundation. 

The Boehringer Ingelheim Foundation 

pledged itself to endow the scientific 

running of the IMB – and thus 

promote excellence on a long-term 

basis – by financing it with a total 

of EUR 100 million over a period of 

10 years. The federal state government 

of Rhineland-Palatinate financed the 

building of this modern research institute 

to the tune of EUR 45.5 million. 

The IMB and its affiliation with 

the Johannes Gutenberg University 

aim to strengthen the international 

biomedical research in Mainz and, as 

such, to attract leading scientists as 

well as outstanding up-and-coming 

young researchers. 

In addition to the group of IMB’s 

founding director, Prof. Christof 

Promoting excellence long-term 33

Awarding of the Heinrich-Wieland-Prize 2011 

(from left to right: Christoph Boehringer, prize 

winner Prof. Franz-Ulrich Hartl, Prof. Konrad 

Sandhof). 

1 

HEINRICH WIELAND PRIZE 

The international prize is named 

after the German chemist and Nobel 

Prize laureate Heinrich Otto 

Wieland (1877 – 1957) and has 

been awarded annually since 

1964 by an independent board 

of trustees. Since 2011, the 

Boehringer Ingelheim Foundation 

has endowed the international 

Heinrich Wieland Prize with EUR 

50,000. The prize honours outstanding 

research on biologically 

active molecules and systems and 

its clinical impact in the areas of 

chemistry, biochemistry and 

physiology. 

Niehrs, several Junior Researcher 

Groups and two Senior Research 

Groups have already taken up their 

work at the IMB. Two further directors 

are soon to be appointed. A total 

of three directors` groups and 8 – 10 

smaller research groups are planned, 

all of which will have the institute’s 

core facilities for bioinformatics, 

cytometry, histology, high-end microscopy, 

microarray analysis and next 

generation sequencing at their disposal. 

Research at the IMB concentrates on 

three areas: developmental biology, 

epigenetics and DNA repair. The 

knowledge gained about these fundamental 

biological phenomena from 

basic research will provide more insight 

into processes such as ageing 

and the development of diseases like 

cancer. The IMB thus combines longterm 

basic research with its potential 

to be of benefit to patients. 

Heinrich Wieland Prize 2011 

In 2011, the Heinrich Wieland Prize 

went to Professor Franz-Ulrich Hartl, 

director at the Max Planck Institute 

of Biochemistry in Martinsried, Germany. 

He and his colleagues discovered 

that proteins do not fold spontaneously 

within cells, but require the 

assistance of other proteins known as 

chaperones. Misfolded, aggregated 

proteins play, for instance, a central 

role in neuro degenerative diseases 

such as Morbus Alzheimer, Chorea 

Huntington and Morbus Parkinson. 

Hartl’s pioneering work could therefore 

paved the way for new approaches 

for the prevention, diagnosis and 

therapy of these illnesses. 

Boehringer Ingelheim Fonds: 

Passion for science 

The Boehringer Ingelheim Fonds (BIF), 

a non-profit foundation for basic biomedical 

research, was called into 

existence in 1983. The foundation is 

known for its international Titisee 

Conferences and, above all, for its 

PhD fellowships for the promotion of 

scientific excellence in international 

basic research. It supports 120 outstanding 

PhD students of all national- 

34 




1 BPA endothelial cells, coloured. Visible are the cell nucleus, 

mitochondria and actin filaments. 

2 Research on developmental biology: sperm production in mice; 

coloured histological preparations of mice sperm precursors. 

3 The “Doctor of Medicine” (MD) Fellowship Programme of the 

Boehringer Ingelheim Fonds supports ongoing doctors of medicine 

studying inGermany. 

2 

3 

ities at any one time. The fellows, who 

work in Europe and the USA, receive a 

competitive monthly stipend, personal 

support and participate in seminars. 

Less than 10 per cent of all applicants 

are admitted to the programme after 

a challenging selection procedure. In 

2011, applications for two of BIF’s programmes 

reached an all-time high; 

525 applications for PhD fellowships 

and almost 200 for travel grants were 

received by the administrative headquarters. 

Bridging the gap between basic 

research and medicine 

For a few years now, the BIF has been 

running a programme to support ongoing 

doctors of medicine who have 

opted to study in Germany and change 

their workplace for their dissertation. 

These “Doctor of Medicine” (MD) 

fellow ships are designed to enable 

talented young medical students to 

pursue a challenging experimental 

MD thesis in biomedical basic research 

under state-of-the-art conditions. 

They are given the opportunity 

to learn new methods and techniques 

under the auspices of leading scientists 

in internationally renowned laboratories. 

In addition to the financial 

aspect of the fellowship, MD fellows 

also receive the all-round personal 

support that is one of BIF’s hallmarks. 

Up to now, the BIF has awarded 

fellowships to about 40 MD students, 

the majority of which choose to do 

research in the USA. The first MD 

fellows have since published their 

scientific results in renowned 

scientific journals such as Science, 

Molecular Cell or EMBO Journal and 

some have already gone on to do a 

doctorate in a scientific discipline 

(PhD) after completing their MD. 

RESEARCH SUBJECT OF THE 

HEINRICH WIELAND PRIZE 

WINNER 2011: 

PROTEIN FOLDING 

The spatial structure of the cellular 

protein factories (polyribosomes) 

helps to prevent misfolding – a 

polyribosome consists of several 

individual ribosomes, which are 

made of small (yellow) and large 

(blue) subunits. Newly formed 

proteins (red cones) maintain the 

greatest possible distance from 

one another to prevent aggregation 

of neighbouring proteins. 

Promoting excellence long-term 

35

# 02 

INNOVATION 

FOR THE BEST MEDICINE 

Our goal is to research and develop the best-suited types of molecule, from either 

new chemical or biological active ingredients, for the treatment of diseases. 

Pioneering approaches in translational medicine, such as the early identification 

of biomarkers, should simplify the early development phases. Additionally, 

we are pursuing broader approaches to find new targets, often in cooperation with 

academic institutions. In biopharmaceuticals, we have over many years built 

up expertise in the development and manufacture of biologicals, such as proteins 

and monoclonal antibodies. 

Please see 


38 DEDICATED TO INNOVATION 

40 RESEARCH AND DEVELOPMENT OF NEW BIOLOGICAL ENTITIES 

44 TRANSLATING RESEARCH, TRANSFORMING MEDICINES 

48 BETTER MEDICINES AND VALUE FOR PATIENTS 

50 THE BOEHRINGER INGELHEIM VENTURE FUND 

36 


esearch & development 

innovation for the best medicine 

Innovation for the best medicine 37

RESEARCH AREAS 

boehringer ingelheim’s research and development focuses on six major areas: 

respiratory 

diseases 

cardio-metabolic 

diseases 

oncology 

diseases of the 

central nervous 

system (cns) 

immunology 

infectious 

diseases 

DEDICATED TO INNOVATION 

Boehringer Ingelheim has always defined itself as a researchdriven 

pharmaceutical company with one aim: bringing better 

health to more people. We have committed ourselves to the 

goal of serving humankind through research into diseases and 

the development of new drugs and therapies. 

studying human diseases, the subsets 

of each disease, and establishing target-disease 

relationships which enables 

us to ask the right and impactful 

questions. Our ambition is to gain an 

early insight into new therapeutic 

concepts and thereby be actively involved 

in the provision of therapeutic 

options of tomorrow. 

THE BOEHRINGER INGELHEIM PIPELINE 

[ 84 projects in development ] 

16 

respiratory 

diseases 

5 

immunology 

8 

cns diseases 

5 

infectious 

diseases 

24 

oncology 

26 

cardiometabolic 

diseases 

For us the simple answer to the question, 

“Why are we conducting our 

own research and development” is 

that the efforts across all areas of activity 

are aimed at creating compounds 

and treatments which offer 

significant therapeutic benefits to patients. 

We continue to be a major driver 

of innovative, new medicines for 

the treatment of diseases with unmet 

therapeutic need. 

Bringing medical innovation to patients 

is the shared vision of our scientists. 

A better understanding of human 

diseases is the basis for selection 

of innovative targets and therapeutic 

modalities. We therefore focus on 

We have a strong commitment to current 

and increased investment in R&D 

and wish to work, in our areas of 

therapeutic focus, with partners in industry 

and science, as science is progressing 

rapidly with increasingly 

specialist knowledge. 

We firmly believe in the expertise of 

leading academic groups, public research 

institutes and biotech companies, 

and we collaborate with partners 

across the entire value chain of drug 

discovery. 

38 




SUCCESSFUL PRESCRIPTION MEDICINES 

from our own research & development 

sifrol® / mirapex® / mirapexin® 

pramipexole 

Parkinson’s disease 

pradaxa® 

dabigatran etexilate 

Prevention of venous thrombo-embolic events 

(VTE) after hip or knee replacement surgery 

twynsta® 

telmisartan and 

amlodipine 

Essential 

hypertension 

pradaxa® 

dabigatran etexilate 

Prevention of stroke and 

systemic embolism in 

adults with non-valvular 

atrial fibrillation (SPAF) 

viramune® 

nevirapine 

HIV/AIDS 

micardis® 

telmisartan 

Essential hypertension 

spiriva® 

tiotropium 

Chronic obstructive pulmonary 

disease (COPD) 

sifrol® 

pramipexole 

Restless legs 

syndrome (RLS) 

spiriva® respimat soft 

mist inhaler 

tiotropium 

COPD 

trajenta © 

linagliptin 

Type 2 diabetes mellitus 

1996 2000 2005 2010 

Our activities in R&D include both 

new chemical entities (NCEs) and new 

biological entities (NBEs) with the 

aim of identifying and validating new 

and innovative mechanisms of action 

and targets. 

Therapeutic benefit for patients 

Basic research findings are of fundamental 

importance. Furthermore, it is 

vital to focus more on existing indication 

areas and on diseases with an 

unmet medical need. As the understanding 

of many human diseases is 

still very limited, our research concentrates 

on relevant questions, bedside-tobench 

research. 

We will optimise the development of 

drugs and identify biomarkers to expand 

the therapeutic scope of our 

medications with the aim of filling 

existing therapeutic gaps. 

Breakthroughs, in genetic research, 

for example, are resulting in a new 

era of personalised medicine and, of 

course, have an impact on the drug 

discovery and development process. 

A deeper understanding of the genetic 

information at the individual level 

is enabling new methods of detecting, 

treating, and preventing diseases that 

are tailored to the needs of each patient. 

our research and development sites 

1 ridgefield, usa 

2 laval, canada 

3 buenos aires, argentina 

2 

1 

3 

4 

5 

6 

4 biberach and ingelheim, germany 

5 milan, italy 

6 vienna, austria 

7 kobe, japan 

7 

Dedicated to innovation 

39

1 2 

1 New Safety Assessment Building (computer animation) 

2 R&D site in Ridgefield, USA 

3 Automated high throughput screening platform 

3 

RESEARCH AND DEVELOPMENT OF 

NEW BIOLOGICAL ENTITIES 

One of our pillars in research and development is to produce 

innovative medicines by discovering and developing new biological 

entities (NBEs) against human diseases. 

Integrated network 

To ensure the successful execution of 

our NBE projects three NBE skill centers 

were established in 2010 in our business 

units Research, Development and Biopharmaceuticals. 

Both the NBE skill 

centers for research and for non-clinical 

development are located in Ridgefield, 

Connecticut, USA. 

40 

Over the past 18 months, our global 

portfolio has grown from 25 to 

over 40 NBE research projects. 

Our focus on new biological entities 

Our vision is to produce innovative 

medicines by implementing new technologies 

and to develop differentiated 

NBEs with superior efficacy profiles. 

Over the past few years, we have been 

investing in enhancing our own research 

and development capabilities for 

the discovery of NBEs. 

In this area, we profit from the expertise 

of several years working as a 

contract manufacturing organisation 

(CMO) in the field of NBE drugs. 

As a result, the portfolio of biological 

projects has grown steadily in both 

preclinical and clinical stages. 

The NBE skill center for Biopharmaceuticals 

is located in Biberach (Germany) 

and Vienna (Austria). These three NBE 

skill centers share a common goal of developing 

and implementing strategies, 

driving cross-functional initiatives, and 

capitalising on effectiveness from lessons 

learned, all of which are the essence 

of successful drug development. 

NBE research 

We have the competence to discover 

novel therapeutic molecules, including 

monoclonal antibodies and related 

antibody-based formats. This enables 

us to employ a diversity of molecular 

platforms to produce specific and 

40 




NBE SKILL CENTERS 

Each NBE skill center – Research, Development and 

Biopharmaceuticals – consists of a pool of scientists 

with specific expertise. By working together 

effectively, the three skill centers will bring more 

health to patients and their families. 

nbe skill center 

research 


non-clinical 

development 


interface 


biopharmaceuticals 

effective treatments for life-threatening 

diseases within our therapeutic areas. 

NBE Research is comprised of an integrated 

network of the Research NBE 

skill centre as well as in the NBE 

pharmacology departments located in 

Biberach (Germany), Laval (Canada), 

Ridgefield (USA) and Vienna (Austria). 

The skill center specialises in the 

generation, design, characterisation 

and optimisation of lead molecules. 

The NBE pharmacology scientists 

work in collaboration with therapeutic 

area specialists to perform diseaserelevant 

assays. Members of the skill 

center as well as the pharmacologists 

participate in research project teams, 

thereby providing their expertise to 

guide the design and testing of candidate 

therapeutic molecules. 

Search for multi-specific NBEs 

We strive to implement new and innovative 

approaches to meet the challenge 

of treating diseases in ways 

which achieve better therapeutic out- 

comes. As our understanding of human 

disease improves, it has become 

clear that multiple pathways contribute 

to disease pathogenesis. Thus, molecules 

that target multiple pathways 

offer the opportunity to deliver superior 

benefits for our patients. 

To achieve this goal, multi-specific molecules 

capable of modulating multiple 

biological pathways are beginning to 

emerge as a core platform for the next 

generation of NBE products. 

Development of NBE drugs 

When an NBE drug candidate is identified 

by Research, either by our own 

researchers or as a result of an external 

cooperation, a multifaceted process 

starts, involving specialists within the 

non-clinical Development organisation 

and the Biopharmaceuticals organisation. 

The non-clinical Development 

NBE skill center offers access to the expertise 

of Non-clinical Drug Safety, 

Drug Metabolism and Pharmacokinetics, 

and Analytical Development. 

building on partnerships 

To strengthen our research portfolio and expertise 

in developing NBEs binding to two targets 

(bispecific therapeutics), we are building 

on our partnership with Ablynx NV. The aim is 

the discovery of therapeutic Nanobodies®. We 

have also entered into separate global strategic 

collaborations with MacroGenics, Inc., and 

f-star, Biotechnologische Forschungs- und Entwicklungsges. 

m. b. H. 

MacroGenics has developed the Dual-Affinity 

Re-Targeting (DART) platform technology 

that is focused on dual specificity “antibodylike” 

therapeutic proteins capable of targeting 

multiple pathways with a single recombinant 

molecule. 

DART-based molecules are currently being 

evaluated within our organisation for modulating 

targets focused on the treatment of rheumatoid 

arthritis. f-star is focused on developing 

bispecific molecules based on its unique 

Modular Antibody Technology® which allows 

engineering of additional specific binding sites 

within novel regions of an antibody. 

Additionally, we work together with Micromet, 

Inc., to develop and commercialise a BiTE® 

(Bispecific T-cell Engager) for the treatment of 

multiple myeloma. BiTE®s represent a novel 

class of therapeutic antibody fragments designed 

to specifically direct the body’s cell-destroying 

T-cells against target cancer cells. 

Research and development of new biological entities 

41

RESEARCH & DEVELOPMENT VALUE CHAIN 

target 

selection 

lead identification/ 

optimisation 

pre-clinical 

development 

phase i/ii/iii registration launch 

cmc development value chain for drug substance and drug product 

cell line development/ 

host screening 

process development/ 

pre-clinical material supply 

clinical & commercial 

material supply 

academia and industry 

We are one of the founding corporate 

members of the Biomolecular Interactions 

Technologies Center (BITC), a consortium 

in which academic and industrial 

researchers can interact to transfer advanced 

biophysical technologies and methods. 

EUR 31m 

As part of dealing with the rapid 

growth in the number of NBE development 

projects, we are investing 

EUR 31m in a new drug 

safety assessment building in 

Ridgefield. 

More specifically, this is the assessment 

of the drug safety of all NBEs 

that are being developed at 

Boehringer Ingelheim. 

Non-clinical NBE development 

Another task in non-clinical development 

of NBEs is the definition of the 

pathway of a drug after it enters the 

body and its relationship to safety and 

efficacy. The techniques used to fulfil 

these activities are in vitro and in vivo 

investigations, computational techniques 

that assess the pathway of new 

molecular entities. Furthermore, studies 

determine the time-dependent 

drug concentration (pharmacokinetics 

or PK) and drug efficacy profiles 

(pharmacodynamics or PD). Biotherapeutic 

Bioanalysis has the primary 

goal of providing all required bioanalytical 

support for NBEs. This includes 

measurement of drug concentration 

in plasma as well as characterisation 

of anti-drug antibody responses. 

Besides the usual challenges in drug 

development, selection of species for 

pharmacology and non-clinical safety 

assessment, intravenous and/or subcutaneous 

formulation development, 

demonstration of drug product comparability, 

immunogenicity risk assessment 

and the selection of optimal dose 

levels for the clinic are considered 

unique challenges for development of 

NBEs. The Biopharmaceutical skill 

centre covers Chemistry, Manufacturing 

and Control (CMC) development 

for mammalian and microbial products 

from DNA to filled vials. 

CMC development 

Typically 3 - 5 lead candidates identified 

in Research are further assessed 

regarding their physico-chemical and 

manufacturability properties within 

the Biopharmaceuticals organisation. 

The comprehensive data package from 

Research and Biopharmaceuticals will 

guide the final selection of the lead 

candidate. 

CMC development starts with cell line 

development and initial process development 

for early supply of repre- 

42 




BIOPHARMACEUTICAL PRODUCTION 

1 Automated filling plant 

2 Cell expansion 

3 Cell proliferation in inoculum 

1 

2 

3 

sentative material for assessment in 

pre-clinical assays (non-clinical drug 

profiling: drug safety, pharmacokinetic 

and pharmaco-dynamic) by applying 

proprietary technology platforms, such 

as the BI-HEX® expression system, 

high-throughput rapid clone screening 

and rapid screening of purification 

conditions (RAPPTor®). Comprehensive 

and parallel analytical, drug substance 

and drug product development assure 

rapid and high-quality process development 

to ensure fast track supplies of 

material for good laboratory practice 

(GLP) toxicology studies and clinical 

trials. Our excellence in process science 

and technology accelerates time to 

clinical development as well as time 

to market. 

Two phases of development 

A lean, back-loading approach focusing 

on the basic process elements to 

support early clinical studies is followed 

by a process optimisation phase 

to ensure robust and economic clinical 

phase III and commercial supplies. 

This includes process productivity increase 

(fermentation and purification), 

final formulation and selection of 

commercial application and delivery 

device. 

The final, commercial process format 

is transferred into our large scale 

cGMP (current Good Manufacturing 

Practice) manufacturing plants which 

are multi-product facilities. The Biologics 

Licence Application (BLA) is received 

on the basis of runs in the final 

scale and generated product stability 

data. Usually process validation is performed 

in parallel to prove the robustness, 

quality and replicability of 

the commercial process. 

Key for success 

At Boehringer Ingelheim this is truly 

an exciting time for NBE Research 

and Development. While much 

progress has already been achieved, 

even greater mutual cooperation, 

innovation, and dedication will be 

the key for success for our endeavours 

in the development of drugs, based 

on NBEs. 

Research and development of new biological entities 

43

HOW TRANSLATIONAL MEDICINE AND PRODUCT & PIPELINE SCIENTIFIC SUPPORT (PPSS) WORK 

drug 

characteristics 

comparator 

information 

biomarkers/ 

pharmacogenomics 

disease 

information 

patients´ 

attributes 

data/information 

integration models 

clinical response 

of the drug 

TRANSLATING RESEARCH, 

TRANSFORMING MEDICINES 

streamlining early clinical development 

programmes and earlier decision 

points based on biomarkers and surrogate 

endpoints. 

With a focus on expanding knowledge of disease biologies, 

Boehringer Ingelheim aims to develop new personalised treatment 

approaches that provide more benefit for patients. 

PERSONALISING HEALTHCARE 

Which compound prolongs life 

best in a patient suffering from 

lung cancer How do you predict 

the effectiveness of a medication 

Questions like these are the 

basis for the integrated approaches 

of our Translational Medicine 

(TransMed) and Product & Pipeline 

Scientific Support (PPSS). 

Their mission: to identify the 

most promising compounds from 

the research pipeline to bring 

them to the right patients as fast 

as possible. 

Our approach to innovation includes 

Translational Medicine (TransMed) 

and Product & Pipeline Scientific Support 

(PPSS, Translational Research) in 

the area of translational research. Both 

aim to help develop the most promising 

compounds from the research 

pipeline to bring them to the right patients 

as fast as possible. 

Society expects innovative medicines 

at affordable prices. At the same time, 

and rightly so, it has increasing demands 

on their safety and efficacy. Our Translational 

Medicine group, together with 

the clinical development teams, aims 

to revise development paradigms by 

A classic example is to measure effects 

on blood sugar in the early testing of 

new diabetes drugs instead of having 

to deal with the consequences of diabetes, 

which can only be assessed in 

subsequent long-lasting studies. 

The selection of new markers and 

endpoints is facilitated by internal 

and external research to strengthen 

the mechanistic understanding of the 

clinical drug candidates, organised 

and executed by the PPSS group. 

Asking the right questions 

Important parts of this streamlining 

are two questions: 

• Which compound is most promising 

clinically 

• Which patient is most likely to benefit 

from this treatment 

The definitive answer to these questions, 

e. g., which compound prolongs 

44 




BEDSIDE TO BENCH APPROACH 

Identification 

of biomarkers 

Diagnosis of 

disease subtype 

patient disease disease subtype identification 

of drugable 

target 

Patient-specific 

therapy 

specific 

medication 

life best in a lung cancer patient, can 

only be found in comprehensive and 

long-lasting clinical studies. However, 

it is ethically necessary and, furthermore, 

commercially prudent, to focus 

exposure to a new cancer drug on 

those patients most likely to benefit 

from such treatment. 

Identifying the right compound and 

the right patient requires biomarkers, 

which predict therapeutic response. 

These can include parameters measured 

in blood samples or images generated 

by techniques, such as magnetic 

resonance imaging (MRI), positron 

emission tomography (PET scan) or 

computer tomography (CT). In the case 

of non-small-cell lung cancer (NSCLC), 

a mathematical model based on four 

large registration trials was developed 

that linked survival to risk factors and 

changes in tumour size measured by 

imaging technologies after eight 

weeks of treatment. 

Such a disease model, that can link an 

early biomarker response to a clinical 

endpoint, is independent of the drug 

and uses quantitative data from previous 

studies to facilitate future development 

of anti-NSCLC drugs. 

Another type of biomarker relates to 

the genetic makeup, which can differ 

in subtle but nevertheless important 

ways between individuals. These gene 

variations are termed polymorphisms. 

While they cannot be used to follow 

treatment effects, they can help to stratify 

patient groups and identify those 

most likely to benefit from treatment. 

Thus, genotypes are essential parts of 

a comprehensive understanding of 

new drugs. 

Partnerships with academia 

Identifying optimal biomarkers is facilitated 

by our continued investment 

in internal and external experimental 

research related to its drug candidates 

in clinical development and on the 

market. This involves partnerships 

with leading academic institutions, 

such as Stanford University (USA), the 

Karolinska Institute (Sweden) and 

Translating research, transforming medicines 

45

NON-SMALL-CELL LUNG CANCER 

1 The border between malignant growth and the still 

normal, ciliated epithelium in the bronchus of a 

45-year-old heavy smoker. 

2 Cancer cells and normal, ciliated cells in the 

bronchial tree of a heavy smoker. 

3 A squamous cell carcinoma in the bronchial tree. 

1 

2 3 

Our investment in internal and 

external experimental research 

involves partnerships with leading 

academic institutions, such as 

Stanford University, the Karolinska 

Institute and Johannes Gutenberg 

University. 

Johannes Gutenberg University Mainz 

(Germany). 

While the value of biomarkers is obvious, 

their usefulness at the group 

or individual level requires careful 

validation. It needs to be demonstrated 

that a change in a given biomarker, 

such as levels of a protein in blood, is 

indeed predictive for a change in a 

clinically relevant outcome, for instance, 

extended survival. 

Partnerships with organisations 

To identify and validate biomarkers, 

we work with internal and external 

partners including consortia of academic 

institutions, governmental 

agencies and pharmaceutical companies, 

e. g. the ‘Innovative Medicines 

Initiative’ by the European Union and 

the pharmaceutical industry association 

EFPIA. Collaboration with external 

partners will also help to make results 

available to as many patients as 

possible. These specific steps will contribute 

to the establishment of personalised 

medicine. 

Identification of patient characteristics 

Moreover, patient characteristics (e.g. 

renal function, often assessed as creatinine 

clearance) can have a relevant 

impact on finding the right dose for 

the right patient. An example of this is 

pradaxa® (dabigatran etexilate), our 

innovative drug for preventing stroke 

in patients with atrial fibrillation (AF). 

Some of the patients potentially benefitting 

from dabigatran suffer from 

severe renal failure, a population that 

was not explicitly tested during the 

clinical development. Nevertheless, it 

is necessary to develop a dose and 

dosing regimen for these patients. We 

therefore developed a model based on 

the data from 9,522 patients from the 

pivotal phase III study RE-LY®. The 

resulting data showed that AF patients 

with a markedly reduced renal function 

(creatinine clearance of ≥ 15 to 

< 30 mL/min as compared to > 90 mL/ 

min), treated with a dose of 75 mg dabigatran 

etexilate twice daily, have target 

plasma level and exposure data 

largely within the concentration range 

proven to be safe and effective in pa- 

46 




BENCH TO BEDSIDE APPROACH 

cancer 

studies 

cancer 

treatment 

compound 

oncology 

experimental + 

clinical 

lung studies 

lung fibrosis 

treatment 

new 

indication 

tients with less reduced or normal 

renal function (creatinine clearance 

> 30 mL/min) receiving 150 mg twice 

a day. This dosing schedule was also 

confirmed and supported by the regulatory 

authorities in the USA. 

Thus, the systematic use of various 

sources of knowledge in mathematical 

models and subsequent computer 

simulations to investigate “what-if” 

scenarios of interest (e. g. to inform new 

study designs, to develop dosing 

recommendations for sub-populations) 

allows rational data-driven decisionmaking 

in drug development, regulatory 

submission and pharmacotherapy. 

Better understanding of drug action 

Our applied research also aims to 

better understand the diseases we 

wish to treat and the drugs we use to 

do so. A better understanding of drug 

action may lead to the identification 

of additional uses of new and existing 

drugs, which then can be developed 

more quickly based on the existing 

experience with that drug. For example, 

we are developing nintedanib for the 

treatment of some types of cancer. 

During such investigations it emerged 

that nintedanib may also be useful 

in treating lung fibrosis, where lung 

tissue is replaced by rigid scar tissue. 

Lung fibrosis is an often fatal condition 

in some patients for unknown 

reasons, but can also develop secondary 

to some types of cancer treatments. 

We are therefore currently 

studying the anti-fibrotic mechanisms 

of nintedanib in more detail. Concomitantly, 

we have performed groundbreaking 

clinical studies demonstrating 

that nintedanib can indeed have 

beneficial effects in patients with idiopathic 

lung fibrosis and is currently 

undergoing phase III studies. 

Luca Richeldi, M.D., Ph.D., Ulrich Costabel, 

M.D., Moises Selman, M.D., Dong Soon 

Kim, M.D., David M. Hansell, M.D., Andrew 

G. Nicholson, D.M., Kevin K. Brown, M.D., 

Kevin R. Flaherty, M.D., Paul W. Noble, 

M.D., Ganesh Raghu, M.D., Michèle Brun, 

M.Sc., Abhya Gupta, M.D., Nolwenn Juhel, 

M.Sc., Matthias Klüglich, M.D., and Roland 

M. du Bois, M.D. 

THE NEW ENGLAND JOURNAL 

OF MEDICINE 

Boehringer Ingelheim studies 

showed that nintedanib may not 

only be useful in oncology but 

also for the treatment of lung 

fibrosis. 

Translating research, transforming medicines 

47

sweden 

2 

3 

finland 

1 united 

kingdom 

THE INNOVATIVE MEDICINES INITIATIVE 

partners and funding 

4 germany 

26 

partners 

eur 

32.6m 

budget 

5 

italy 

19 

academic 

centres 

1 

sme * 

[ finland] 

* Small and medium enterprise 

6 

pharma 

companies 

[ academic centres ] 

1 University of Cambridge 

University of Oxford 

University of Dundee 

University of Exeter 

University of Edinburgh 

2 University of Lund 

Karolinska Institute, 

Stockholm 

University of Gothenburg 

3 Folkhälsan Institute, University of Helsinki 

University of Eastern Finland 

University of Turku 

National Institute for Health and Welfare, 

Helsinki 

4 Helmholtz Centre Munich 

5 University of Padova 

University of Pavia 

University of Pisa 

Catholic University Rome 

Mario Negri Institute Bergamo 

University of Florence 

BETTER MEDICINES AND VALUE 

FOR PATIENTS 

The Innovative Medicines Initiative (IMI) is a public-private partnership 

established by the European Commission and the European 

Federation of Pharmaceutical Industries and Associations (EFPIA). 

The IMI funds pre-competitive collaboration projects with the aim 

of addressing some of the fundamental scientific challenges in the 

search for new medicines. 

EUR 1bn 

E U R 2 bn 

partnership 

EUR 1bn 

It brings together large pharmaceutical 

companies, small and medium-sized 

enterprises (SME), patient organisations, 

academia, hospitals and public authorities. 

The projects cover the entire 

value chain from discovery, through 

preclinical and clinical research, to 

health technology assessment and 

pharmacovigilance. The ultimate goal 

is to provide better medicines which 

bring value to patients, healthcare 

systems and society. 

A substantial funding of EUR 2 billion 

has been made available jointly by 

the European Commission and EFPIA. 

Boehringer Ingelheim is committed 

to supporting the initiative through 

monetary as well as in-kind contributions, 

such as personnel, laboratory 

equipment and consumables, or specialised 

knowledge. 

The IMI research agenda identifies 

the principal research bottlenecks in 

the biopharmaceutical research and 

development process and sets forth 

recommendations to overcome them 

by focusing on four areas: predicting 

safety, predicting efficacy, more effective 

utilisation of available knowledge 

as well as enhanced education and 

training. 

Some of the examples of current 

projects include leveraging expertise 

in new technologies for identification 

48 




THE SUMMIT CONSORTIUM 

overview of the work packages 

new animal models 

PATIENT OVERLAP 

genetic 

marker 

biomarker 

imaging 

technologies 

data mining & 

in silico modeling 

and evaluation of biomarkers, managing 

and organising data to predict 

benefit and risk of new therapies, 

thereby contributing to the three Rs 

(refinement, reduction, and replacement) 

for animal studies, improving 

the dialogue with regulators during 

development prior to regulatory approval 

by helping to reduce requests 

for additional data and regulatory 

questions following submission, and 

building and supporting pre-competitive 

research centres and a European 

network of centres of excellence. 

Supporting IMI projects 

The IMI launches a new set of research 

and training projects every year. 

Project participants are recruited 

through open and competitive calls 

for proposals. Since its inception 

in 2007 IMI has launched four calls 

for proposals. And a further two 

calls are scheduled for 2012. 

with an overall in-kind commitment 

of around EUR 19 million in Research, 

Development and Medicine. 

SUMMIT consortium 

One example is the SUMMIT consortium 

coordinated by Boehringer Ingelheim 

and the University of Lund in 

Sweden (see graphic). The aim of the 

26 different partners is to identify susceptibility 

markers that can be used to 

define patients at high risk to develop 

diabetic micro and macrovascular 

complications in organs such as the 

kidney, eye, heart, skin or nerve tissue, 

and use them to monitor the progression 

of disease, thereby potentially 

serving as surrogate endpoints in clinical 

trials. 

FOCUS ON: 

[ type 1 and type 2 diabetes ] 

Diabetic nephropathy 

Diabetic retinopathy 

[ type 2 diabetes ] 

Cardiovascular diseases 

THREE PROJECT PHASES: 

1 Discovery of novel genetic and 

biomarkers for diabetic complications 

(existing bio-samples) 

2 Validation of these biomarkers 

in appropriate cohorts 

3 Translation of these findings 

into clinically relevant settings. 

Predict and monitor progression 

of complications 

Thus far, Boehringer Ingelheim has 

significantly contributed to the initiative 

by participating in 20 projects 

Better medicines and value for patients 49

BOEHRINGER INGELHEIM VENTURE FUND (BIVF) 

is investing in novel technology platforms and new therapy concepts, 

which are ahead of Boehringer Ingelheim’s current research and 

development focus. 

BOEHRINGER INGELHEIM 

VENTURE FUND 

The fund’s goal is to enable the therapeutic opportunities of 

tomorrow - our mission is to validate and develop emerging 

concepts that have the potential to bring breakthrough therapies 

for diseases with a high unmet medical need. 

VALUE FOR BOEHRINGER 

INGELHEIM 

The primary goal of the Boehringer 

Ingelheim Venture Fund is to add 

value to the companies we have 

invested in. If we are successful, 

a strategic alliance between a 

portfolio company and Boehringer 

Ingelheim is a possibility, but not 

an obligation, as we are not asking 

for option rights. 

We are exploring new fields, in which 

we are investing in a few, selected biotechnology 

companies. The selection 

criteria are: the innovativeness of the 

scientific approach and the quality of 

the management team. Opportunities 

are being sought on a world wide basis. 

We are investing up to EUR 10 million 

per company over its life, with staged 

investments based on the company’s 

progress. Besides financing, the members 

of our team, who all have a successful 

track record in discovering new 

drugs, are helping scientific entrepreneurs 

refine their strategies and develop 

their approaches towards clinical 

proof of concept. 

Our investment focus 

Our investment focus is on technology 

platforms with a potentially broad 

application across various indications 

and therapeutic areas. We aim at: 

• Addressing the so-called “undrugable” 

targets, such as intracellular 

protein-protein interactions, that are 

currently poorly accessible with either 

small molecules or monoclonal 

antibodies 

• Discovering the new generation of 

new biological entities (NBEs), i. e. 

therapeutic proteins and peptides), 

with a main focus on technologies 

supporting a more targeted NBEdriven 

oncolysis and/or the delivery 

of therapeutic proteins to the brain 

• Discovering the new generation 

of vaccines, with a main focus on 

T cell vaccines, including therapeutic 

vaccines 

• Opening new target or biomarker 

space 

• Entering the field of regenerative 

medicine, including cell-based 

therapy, but also drug-based 

50 




FOCUS OF INVESTMENTS BY THE BOEHRINGER INGELHEIM VENTURE FUND 

entering 

underexplored 

targets/indications 

addressing 

“undrugable” 

targets 

new generation 

nbes 

new generation 

vaccines 

opening new 

target/ 

biomarker space 

regenerative 

medicine 

Hearing loss, 

lysosomal storage diseases, 

antibiotics resistance 

Intracellular proteinprotein 

interaction 

Brain-penetrating NBEs, 

NBE-driven oncolysis 

T cell vaccines 

Epigenetics, ubiquitines, 

phosphatases 

NME: Activation of 

resident stem cell, 

cell-based therapy 

approaches for recruiting or activating 

tissue resident progenitor 

cells 

• Discovery programmes in indications 

that are not part of Boehringer 

Ingelheim’s current R&D focus, 

such as antibiotics resistance, hearing 

loss and orphan indications 

such as lysosomal storage diseases. 

A practical example: T cell vaccines 

We want to discover vaccines against 

diseases that normally escape the immune 

system and cannot be addressed 

with conventional vaccines. Conventional 

vaccines are based on the protective 

action of neutralising antibodies, 

the so-called humoral immune 

response. However, for several infectious 

diseases and for cancer, this is 

largely ineffective. In this context, a 

new generation of vaccines is needed 

that stimulate not only the humoral, 

but also and most importantly, the 

T cell immune response, in order to 

directly kill the pathogens or the transformed 

cells. In order to activate T cells, 

the endogenous pathway for antigen 

presentation needs to be mimiked. 

This can be achieved by using viral 

vectors that transfer the genes coding 

for the selected antigens into host 

cells. The infected cells then produce 

the antigens which are recognised as 

endogenous proteins, thereby facilitating 

antigen processing and presentation 

towards a T cell response. 

NEW GENERATION VACCINES 

We have invested in the biotechnology 

company Okairos Srl 

whose technology platform is 

based on the use of non-human 

primate adenoviruses as vectors. 

Of course, such viral vectors have 

been genetically modified to prevent 

their proliferation in the host. 

The Okairos vaccine technology 

has been shown to induce a strong 

T cell response both pre-clinically 

and clinically. A T cell vaccine technology 

platform has the potential 

to address infectious diseases for 

which traditional vaccines are 

largely ineffective, for example, 

HCV, HIV, malaria, as well as the 

possibility to develop therapeutic 

cancer vaccines. 

Boehringer Ingelheim Venture Fund 

51

# 03 

HEALTH 

FOR A BETTER QUALITY OF LIFE 

This is our heart and lifeblood of our entrepreneurial activities. 

We seek sustained success with our diversified, broad portfolio 

of innovative medicines for people and animals. 

Please see 


[ prescription medicines ] 

55 A THERAPEUTIC BREAKTHROUGH 

58 NEW TREATMENT OPTION FOR TYPE 2 DIABETES 

62 CHANGING THE WAY COPD IS TREATED 


64 SEEING THE CONSUMER’S POINT OF VIEW 

[ biopharmaceuticals and biosimilars ] 

69 CONNECTING KNOWLEDGE AND INNOVATION 


73 TAKING PREVENTION SERIOUSLY 

76 HORSES GROW OLD AS WELL 

52 


our businesses 

health for a better quality of life 

Health for a better quality of life 53

#3.1 

BETTER TREATMENTS 

FOR PEOPLE 

If you want to successfully invent new, innovative medicines, you have to regularly 

ask yourself which therapies will meet tomorrow‘s requirements. We have to 

continuously adjust to the changing needs of patients, physicians and decisionmakers 

in healthcare systems. 

Please see 


54 




A THERAPEUTIC BREAKTHROUGH 

The approval of pradaxa® marks an important milestone in our 

research and development and also in the continuing fight for 

improved prevention and treatment of acute and chronic thromboembolic 

diseases, which continue to have a great unmet medical need. 

pradaxa® (dabigatran etexilate) was 

the first novel anticoagulant therapy 

in 50 years. It represents a therapeutic 

pro gress for patients around the world. 

Since 2008, it has been approved in 

over 80 countries for the primary prevention 

of venous thrombo-embolic 

events (blood clots) in adults who 

have undergone elective total hip or 

knee replacement surgery. Since 2010 

it has been approved for prevention 

of stroke and systemic embolism in 

adults with non-valvular atrial fibrillation 

(SPAF) in over 60 countries. 

Breakthrough therapy 

pradaxa® offers a new treatment option 

for preventing thrombo-embolic 

diseases, a leading cause of morbidity 

and mortality worldwide. This new 

generation of oral anticoagulants, 

known as direct thrombin inhibitors 

(DTIs), achieves potent anti-thrombotic 

effects by specifically blocking 

the activity of thrombin (both free 

and clot-bound), the central enzyme 

in the process responsible for thrombus 

formation. 

Thrombo-embolic diseases are caused 

when a blood vessel is obstructed by 

a blood clot (embolus) that has been 

carried in the bloodstream from the 

site of its formation. Thrombo-embolic 

disease includes both venous thromboembolism 

(VTE) and arterial thromboembolism. 

Arterial embolism is a frequent 

complication in patients with 

atrial fibrillation (AF) and can lead 

to stroke or systemic embolism. AF 

is the most common sustained heart 

rhythm condition, with one in four 

adults over the age of 40 developing 

the condition in their lifetime. 

Reducing the risk of stroke 

AF increases the risk of stroke by up 

to five times. Studies have shown that 

4,500 of every 100,000 patients with 

AF may suffer a stroke each year, if 

they do not receive anticoagulation 

therapy. Those strokes tend to be especially 

severe and disabling with 

half of the people dying within a year. 

Reducing the risk of stroke is therefore 

the primary goal of anticoagulation 

in AF. 

Registration study RE-LY® 

The RE-LY® study was a PROBE (prospective, 

randomized, open-label with 

blinded endpoint evaluation) trial. It 

showed that, compared to the long-time 

standard of care, vitamin K antagonist 

warfarin, pradaxa® 150 mg (twice 

daily) reduced the risk of stroke and 

systemic embolism by 35 %. Major 

bleeds were comparable to those in 

3D structure of dabigatran 

in complex with thrombin 

(“ball and stick”) 

A therapeutic breakthrough 

55

1 

FROM A THROMBUS IN THE ATRIUM OF THE HEART TO 

A STROKE IN ATRIAL FIBRILLATION 

1 Macroscopic picture of a thrombus in the left atrium of the 

heart as a consequence of atrial fibrillation 

2 Microscopic picture of a thrombus. Red blood cells, platelets 

and fibrin threads leading to the formation of a blood clot 

2 

56,000 

GLORIA-AF (Global Registry on Long- 

Term Anti-thrombotic Treatment in 

Patients with Atrial Fibrillation) is a 

large, international Registry Program 

in which 56,000 patients are planned 

to be enrolled through 2,200 sites in 

up to 50 countries worldwide. 

Sources Atrial fibrillation and RE-LY® p 55 and p 56: 

Atrial fibrillation investigators. Ann Intern Med 1994; 

154:1449-1457. 

Pradaxa®, Summary of Product Characteristics, 2011. 

Europe. 

Di Nisio M, et al. Direct Thrombin Inhibitors. N Engl J 

Med 2005; 353:1028-40. 

Connolly SJ, et al. Dabigatran versus Warfarin in Patients 

with Atrial Fibrillation. N Engl J Med 2009; 

361:1139-51. 

Connolly SJ, Ezekowitz MD, Yusuf S, Reilly PA, Wallentin 

L: Newly identified events in the RE-LY® trial. N 

Engl J Med 2010; 363(19): 1875-1876. 

FDA Advisory Committee Briefing Document, September 

2010, http://www.fda.gov/downloads/Advisory- 

Committees/CommitteesMeetingMaterials/Drugs/ 

CardiovascularandRenalDrugsAdvisory Committee/ 

UCM226009.pdf 

the warfarin study arm. pradaxa® 

110 mg (twice daily), indicated for 

specific patients, demonstrated similar 

reductions in stroke and systemic embolism 

while delivering significantly 

fewer major and fatal bleeds. 

Reduced burden for patients 

With no international normalised 

ratio (INR) monitoring, limited drugdrug 

interactions and no food interactions, 

it represents a lower overall 

burden to the patient and their loved 

ones compared to current therapy options. 

Global Registry Program 

GLORIA-AF (Global Registry on Long- 

Term Anti-thrombotic Treatment in 

Patients with Atrial Fibrillation) is a 

large, international Registry Program 

with up to 2,200 sites and 50 participating 

countries worldwide. Its purpose is 

to characterise patients who are newly 

diagnosed with non-valvular AF at risk 

of stroke and to study patterns, predictors 

and outcomes of different treatment 

regimens for stroke prevention in a 

real-world setting. The major benefit 

of the GLORIA-AF Registry Program 

will be to further increase our scientific 

know ledge on the safety and effectiveness 

of established as well as new 

anti-thrombotic treatments for stroke 

prevention in AF patients. 

Pharmacoeconomic aspects 

Following the regulatory approvals, the 

product has been reviewed by many 

health technology assessment (HTA) 

and reimbursement agencies worldwide. 

Their role is to provide recommendations 

on whether the added clinical 

value, especially compared to 

vitamin K antagonists, is worth its added 

costs, which is often assessed in a 

cost-effectiveness analysis. Given the 

outstanding clinical data and the fact 

that no monitoring of the anticoagulation 

effect has to be performed, most 

agencies came to the conclusion that 

pradaxa® is a cost-effective use of 

healthcare resources. Several agencies, 

including the National Institute for 

Health and Clinical Excellence (NICE) 

for England and Wales, stated that 

56 




3 The cerebral artery at the base of a patient’s brain. The middle 

cerebral artery has been occluded by a thrombus dislodged from 

the atrium of the heart, which caused a large cerebral infarction. 

4 Macroscopic picture of an infarction of the brain (after a stroke) in 

the occipital part of the left hemisphere of the brain. 

“The new medication 

can be taken easily and 

means improved quality 

of life to me.” 

michael firth 

patient suffering from 

atrial fibrillation 

3 4 

pradaxa® should receive funding in 

this indication. However, given the 

current worldwide economic crisis and 

financial constraints, the affordability 

of innovations such as pradaxa® has 

become a struggle, especially in indications 

with a large number of patients 

who would benefit from the treatment. 

As a result, positive reimbursement 

1 mission 1 million 

“1 Mission 1 Million – Getting to the Heart of 

Stroke“ is a first-of-its-kind initiative that 

has set a new industry benchmark in disease 

awareness. ”1 Mission 1 Million“ empowered 

the public to decide which awareness projects 

should receive a share of EUR 1 million to 

help prevent AF-related strokes through an 

online competition. 

Supported by over 45 third-party organisations, 

this global initiative saw the submission 

of 184 projects from 36 countries by individuals, 

patient and professional groups 

and healthcare centres. Awareness was 

decisions, and hence patient access to 

the product, has in some countries 

not been as quick as expected and desired. 

We are committed to work with 

the key decision-makers to find solutions 

that grant patients access to 

pradaxa®, whilst recognising the current 

budgetary constraints of healthcare 

systems. 

raised on a global and national scale, leading 

to over 2 million votes for projects, showcased 

in 10 languages. In order to raise significant 

awareness of the condition, 32 projects will 

now be implemented around the world to 

prevent AF-related strokes. 

www.heartofstroke.com 

PRADAXA®, PRADAX®, PRAZAXA® 

belongs to a new generation of oral 

anticoagulants/direct thrombin inhibitors 

(DTIs) targeting a high unmet 

medical need in the prevention 

and treatment of acute and chronic 

thrombo-embolic diseases. The 

medication is approved for stroke 

prevention in atrial fibrillation. 

It is also approved for the primary 

prevention of venous thromboembolic 

events (blood clots) in 

adults who have undergone elec - 

tive total hip or elective total knee 

replacement surgery. 

A therapeutic breakthrough 

57

2 

1 

1 Microvascular complications of diabetes: 

nephropathy (kidney disease). Glomeruli 

of an 85-year old patient. 

2 Pancreas: Islets of Langerhans (yellow) 

of a male diabetes patient. 

NEW TREATMENT OPTION FOR 

TYPE 2 DIABETES 

Diabetes is a pandemic of the modern era, affecting an estimated 

366 million people worldwide. trajenta®, our innovative type 2 

diabetes medication, is providing a new therapeutic option. 

Type 2 diabetes 

Diabetes, a chronic progressive condition, 

occurs when the body either does 

not properly produce, or use, the hormone 

insulin. As the most common 

form of diabetes, type 2 diabetes accounts 

for up to 95 % of all cases in developed 

countries. It is characterised 

by increased insulin resistance and impaired 

beta-cell function resulting in 

inadequate insulin response. 

366m 

People worldwide are affected by 

diabetes. The most common form, 

type 2 diabetes, accounts for up 

to 95 % of all diabetes cases in 

developed countries. 

trajenta® (linagliptin) is a one-dosage 

strength anti-diabetes treatment 

without the need for dose adjustment 

or additional monitoring, even for 

elderly patients with type 2 diabetes 

and patients who are at high risk of 

declining renal function. 

Clinical studies with trajenta® showed 

a meaningful, durable and reliable 

blood sugar reduction. trajenta® 

was well-tolerated with an overall adverse 

event rate similar to placebo 

which does not cause weight gain or 

hypoglycaemia (low blood sugar). 

If left uncontrolled, this can result in 

serious medical complications in all 

parts of the body, especially where 

nerves and blood vessels play a vital 

role. Patients with hyperglycaemia 

have a higher risk of developing longterm 

complications, such as: 

• declining renal function leading to 

kidney failure 

• visual impairment or blindness 

• damage to nerves, leading to loss of 

feeling (neuropathy) 

• increased risk of stroke and heart 

attack 

58 




COMPLICATIONS AND CONSEQUENCES IN DIABETES 

diabetic 

retinopathy 

declining kidney 

function 

diabetic neuropathy / 

foot wounds and ulces 

cardiovascular 

risk 

risk of 

stroke 

going blind kidney failure amputation heart attack cerebral infarction 

Disease management 

Good diabetes control means not only 

reducing but also maintaining blood 

glucose at as normal a level as possible. 

Sometimes, this can be achieved 

through a combination of diet and 

exercise. More often, people with 

diabetes require medication to achieve 

glucose control in the long term. 

However, many traditional treatments 

are not successful in helping patients 

with type 2 diabetes to reach their 

blood glucose targets. Often they may 

be associated with adverse effects, such 

as increased risk of hypo glycemia, 

weight gain, increased cardio vascular 

risk and gastrointestinal side effects, 

such as vomiting and abdominal pain. 

The kidneys matter in type 2 diabetes 

Most patients with type 2 diabetes 

are at risk of declining renal function, 

which itself carries a greater risk of 

diabetes-related disease and death. 

Some currently available treatments 

are mainly excreted via the kidneys 

and may not be recommended in 

those patients. 

A modern type of diabetes medication 

trajenta® is an oral antidiabetes 

treatment which belongs to the class 

of dipeptidyl peptidase-4 (DPP-4) inhibitors, 

a modern type of medication 

used to treat type 2 diabetes to effectively 

reduce blood sugar levels both 

before and after eating. 

Unlike other DPP-4 inhibitors, trajenta® 

is primarily excreted unmetabolised 

via the bile and the gut – meaning 

no dose adjustment is needed in 

patients with declining kidney or liver 

function. 

trajenta® lowers blood sugar in a 

glucose-dependent manner by increasing 

incretin levels, which increase 

insulin levels and decrease 

glucagon levels after meals and 

throughout the day. It can be used as 

monotherapy or in combination with 

other commonly prescribed medica- 

TRAJENTA®, TRADJENTA®, 

TRAZENTA®, TRAYENTA® 

is approved for the treatment of 

type 2 diabetes mellitus to improve 

glycaemic control in adults. 

It may be used as monotherapy or 

combination therapy. 

The compound is primarily excreted 

unmetabolised via the bile 

and the gut. No dose adjustment 

is needed in patients with declining 

kidney or liver function. 

New treatment option for type 2 diabetes 

59

RISK FACTORS FOR DEVELOPING 

TYPE 2 DIABETES 

age 

physical 

inactivity 

obesity 

diabetes during 

pregnancy 

ethnicity 

positive family 

history 

Boehringer Ingelheim and Eli Lilly 

and Company have formed an 

alliance in the field of diabetes. 

By joining forces, we are striving 

to offer pharmacological solutions 

that will assist physicians in 

choosing the most appropriate 

treatment for their patients. 

tions for type 2 diabetes — metformin, 

sulfonylurea or pioglitazone — and 

demonstrates mean reductions in hemoglobin 

A1C (HbA1C or A1C) levels 

of up to 0.7 %, compared to placebo. 

In early 2012, the US Food and Drug 

Administration (FDA) approved 

jentadueto (linagliptin/metformin 

HCl). It is the first pill combining the 

dipeptidyl peptidase-4 (DPP-4) inhibitor 

linagliptin and metformin. Taken as 

a single tablet twice daily jentadueto 

is used along with diet and exercise to 

lower blood glucose in adults with 

type 2 diabetes when treatment with 

both linagliptin and metformin is 

appropriate. 

The diabetes alliance with Eli Lilly 

Discovered by Boehringer Ingelheim, 

trajenta® represents the first pipeline 

compound to be developed and commercialised 

together with our alliance 

partner Eli Lilly and Company. The 

approval in several markets marked a 

major regulatory milestone for our 

strategic diabetes alliance announced 

in January 2011. 

Included in the alliance are our two 

oral diabetes agents — the DPP-4 inhibitor, 

linagliptin and the SGLT-2 

inhibitor, empagliflozin — as well as 

Eli Lilly’s two basal insulin analogues 

(LY2605541, a novel basal insulin analog 

and LY2963016, a new insulin 

glargine product). 

Clinical outcome study - Carolina® 

The cardiovascular safety profile of 

linagliptin is currently being investigated 

in 6,000 patients through the 

CAROLINA® trial (Cardiovascular 

Outcome Study of Linagliptin Versus 

Glimepiride in Patients With type 2 

diabetes). It is the first cardiovascular 

outcome study in the DPP-4 class to 

include an active comparator and is 

part of a joint long-term commitment 

to evaluate the effectiveness of our 

treatments. 

60 




WORLD DIABETES DAY ON 14 NOVEMBER 2011 

Our contribution included an employee-led “Run for 

diabetes“. More than 700 of our employees sprinted to the 

finish line for the 3km fundraising run. This activity was 

converted into a EUR 15,000 contribution for the ‘Life for a 

Child’ programme, an innovative and sustainable scheme 

to help children with diabetes in developing countries. 

Making Trajenta® available for patients 

Our teams are working hard to make 

trajenta® available as quickly as possible 

to people with type 2 diabetes 

across the world: within three months 

trajenta® gained approval in the 

USA, in Europe and in Japan – an impressive 

achievement we are proud of. 

The medication is meanwhile marketed 

in global markets, including the 

USA, a number of EU member states 

and Japan. It is currently not made 

available to patients in Germany, as 

the AMNOG (Act on the Reform of 

the Market for Medicinal Products) 

process leads to inadequate consideration 

of the positive characteristics of 

linagliptin. 

the pharma policy environment in germany 

The German Act on the Reform of the Market 

for Medicinal Products (Arzneimittelmarktneuordnungsgesetz) 

led in 2011 to a paradigm 

shift in price formation for medicines in Germany. 

After a preliminary evaluation, medicines 

receive either a maximum reimbursement 

amount (fixed reference price) or the 

manufacturer has to negotiate the reimbursement 

amount with the National Association of 

Statutory Health Insurance Funds (GKVS- 

Spitzenverband). If no agreement is reached, 

an arbitration board decides. The reimbursement 

amount applies for the Statutory Health 

Insurance (GKV) and the Private Health Insurance 

(PKV) after 13 months at the latest. 

For manufacturers there is no possibility of demanding 

a different price. Price deductions in 

Germany can thereby lead to price erosion in 

other countries that use Germany as a reference 

within the framework of their own price 

formation. There is therefore a risk that medicines 

are withdrawn from the market or not 

even launched in Germany. The question of 

which price is appropriate on the basis of the 

evaluation, and how expenditure on research 

and development should be refinanced, remains 

unresolved. 

Given the great uncertainty, unrestricted price 

formation in year one can be seen in a new 

light. Depending on its concrete application, 

the new price formation can represent a considerable 

threat to the supply of innovative 

medicines as well as to research, development 

and employment in Germany. 

This has also led to Boehringer Ingelheim and 

Eli Lilly and Company not marketing trajenta® 

in Germany, as long as the evaluation and 

price-setting has not been concluded. Something 

new in Germany is that a medication that 

passed examination by the European registration 

authority straight away on the basis of 

good, extensive clinical study results is not 

marketed in Germany; one of the countries 

where new medicines have hitherto mostly 

been very rapidly available; physicians and 

patients are still having to wait for this new 

therapy option. The reason is that while other 

countries have been guided in their benefit 

evaluation and price-setting for trajenta® by 

medications from the same substance group, 

in Germany the substance has to be compared 

with generics that stand elsewhere in the scheme 

of therapies or apply to another patient group. 

New treatment option for type 2 diabetes 

61

1 Lung tissue with alveoli 

2 Key visual of the SPIRIVA® campaign 

‘Life can’t wait’ 

START SPIRIVA ® 

when COPD symptoms 

impact everyday life 

1 2 

CHANGING THE WAY COPD IS 

TREATED 

spiriva® has helped to transform how COPD patients are treated 

around the world during the last ten years of its availability. The full 

potential of tiotropium – the molecule of spiriva® – is now also 

explored in asthma and in combination with olodaterol, a novel 

bronchodilator, in COPD. 

SPIRIVA®– THE SUCCESS STORY 

CONTINUES 

spiriva® was first launched in the 

Netherlands in 2002 and is now 

available in 110 countries around 

the world. It has demonstrated over 

10 years of clinical experience with 

over 25 million patient-years. 

spiriva® is the first and still the only 

once-daily long-acting anticholinergic 

indicated for COPD maintenance 

treatment. It is available in 

HandiHaler® and Respimat® device 

in several markets. spiriva® provides 

clinically meaningful improvement 

of breathlessness and lung function, 

reduces the risk of COPD exacerbations 

and demontrates improved 

health-related quality of life. 

COPD - one of the top five leading 

causes of death worldwide 

According to the World Health Organization 

(WHO), 65 million patients suffer 

from chronic obstructive pulmonary 

disease (COPD) worldwide. Despite 

that knowledge and the fact that COPD 

is a leading cause of death, disease 

awareness and diagnosis rates are still 

extremely low. A significant number of 

patients who suffer from COPD symptoms 

are either not treated at all or undertreated. 

The direct and indirect 

costs to society is estimated to amount 

to EUR 50 billion per year. Worldwide 

spending on COPD drugs amounts to 

EUR 9.33 billion in the major markets. 

EmPower COPD awareness 

programme 

We not only made spiriva® available, 

but also provided medical-specific 

programmes to increase COPD awareness 

and diagnosis rates. The EmPower 

programme was one of the largest 

education programmes solely dedicated 

to increasing diagnosis and treatment 

standards. More than 35,000 

healthcare providers in over 25 countries 

have been successfully trained 

and educated on COPD. 

Despite the success of spiriva® in recent 

years, a great number of COPD 

patients still suffer from COPD symptoms 

and require maintenance treatment. 

spiriva® provides clinically meaningful 

benefits to COPD patients. Among 

other therapeutic effects, spiriva® significantly 

reduces the risk of COPD 

exacerbations – sudden worsening of 

symptoms that can result in hospitalisation 

and than can even be lethal. 

62 




3 spiriva® is indicated for COPD 

maintenance treatment. 

4 Production site for respimat® Soft 

Mist TM Inhaler: Boehringer Ingelheim 

microParts in Dortmund, Germany 

3 

4 

Cornerstone for our future respiratory 

franchise 

We continue to explore potential new 

ways in which patients with respiratory 

diseases can benefit further from 

tiotropium. Based on the pharmacological 

profiles and already proven 

clinical benefits of tiotropium in COPD, 

we are undertaking the following programmes 

which are all in phase III of 

clinical development: 

• tiotropium in asthma 

• tiotropium in cystic fibrosis 

• tiotropium + olodaterol in COPD 

Tiotropium Respimat® in asthma 

The tiotropium in asthma development 

programme is conducted in the 

respimat® Soft Mist TM Inhaler (SMI). 

The first set of trials of the phase III 

programme, testing the efficacy and 

safety of tiotropium delivered via SMI 

in patients suffering from severe asthma, 

are under evaluation and will be 

published in the near future. 

The full development programme 

is planned to comprise additional 

studies including moderate asthma 

patients and a full paediatric programme. 

Tiotropium + olodaterol Respimat® 

in COPD 

We have decided to move the oncedaily 

fixed-dose combination of 

tiotropium plus olodaterol into the 

TOviTO® Phase III trial programme. 

It will investigate this combination 

for the treatment of COPD. 

The TOviTO® programme includes 

several trials that will provide important 

evidence to improve patients’ lives 

beyond optimal bronchodilation. The 

first two trials will be TOnado® 1 and 

TOnado® 2, evaluating the safety and 

efficacy of the fixed-dose combination 

for the treatment of COPD patients, 

with 5,000 patients at more than 500 

trial sites in 40 countries. 

5,000 patients at more than 

500 trial sites in 40 countries 

are participating in the first two 

trials of the TOviTO® programme. 

Boehringer Ingelheim will continue 

to build on its expertise 

to research, develop and market 

products that fulfil high unmet 

medical needs in respiratory 

disease. 

We would like to thank all our 

partners and patients involved 

in our clinical trials in asthma, 

COPD and cystic fibrosis. 

Changing the way COPD is treated 

63

“Today’s consumers are more savvy than ever. 

They look for very specific solutions for their 

problems. By basing all our developments on 

consumer insights, we ensure that our product 

pipeline is sustainable and relevant to our 

consumer.” 

DULCOLAX® 

the brand for relief of 

acute constipation. 

anke schick 

consumer insight manager 

boehringer ingelheim consumer health care 

germany 

SEEING THE CONSUMER’S 

POINT OF VIEW 

Listening to consumers drives and grows the momentum 

of our brands. Whatever we develop is based on knowledge 

about the consumer. 

Trends are indicators of the changing 

needs of our consumers. Change can 

be complicated, even overwhelming, 

and trends help to provide a structure 

for understanding complexity. They 

deliver explanations and answers 

about market developments and help 

us to understand why brands become 

more or less relevant to consumers. 

On the other hand, consumer trends 

also act as a spur for new thoughts 

and ideas. 

To understand long-term consumer 

needs better, trends are a powerful 

working tool. One of the strategic pillars 

of our Consumer Health Care 

(CHC) business is excellence in 

developing sustainable and relevant 

solutions for consumers. Our vision 

to create and drive inspiring global 

brands reflects our will to lead. 

Inspirati on for effective 

information 

Listening to consumers is our guiding 

principle to ensure development of 

the right health solution for people. 

One part of our expertise is using consumer 

trends as a powerful lever that 

allows us to understand consumers’ 

lives and to provide them with relevant 

information. 

Trends help us to consider new possibilities. 

We are able to use them for 

our brands across different activities, 

for awareness-building, product innovation 

and information campaigns. 

Based on research, The Futures Company 

analysed and structured trends. 

Here are some examples of how consumer 

trends underpin our brands’ activities. 

64 




A COLONOSCOPY CAN BE A 

LIFESAVER 

2 

I DID I T 

FOR MY 

GRANDCHILD 

1 

I did it for 

my wife 

I did it for 

my friends 

I did it for 

my brother 

1 & 2 The “Lifesaver ad” of the dulcolax® 

Colon Cancer Awareness campaign. 

T lk 

d 

Dulcolax® and the Colon Cancer 

Alliance 

Our team for dulcolax®, our brand 

for relief from acute constipation, 

partnered with the Colon Cancer 

Alliance (CCA) in the USA, realising 

that there is a public health issue: in 

the USA, colon cancer receives very 

little public attention, despite being a 

leading cause of cancer-related deaths 

and up to 90 % being preventable 

when detected early. 

A multi-channel disease awareness 

campaign with the motto “A Colonoscopy 

Can Be a Lifesaver” was developed 

to raise awareness of the disease 

and the need to be screened. The campaign 

led to a significant increase in 

awareness of colon cancer and colonoscopy. 

The partnership also gave additional 

value to dulcolax®. 

The campaign is a good example of 

the trend of navigating health and 

well-being. Consumers feel that there 

are more health risks today than ever 

before and that there is a heightened 

sense of responsibility for managing 

their own health. We would like to 

help them in doing so. 

Access to information and improved 

diagnostic technologies are allowing 

consumers to find the best solutions. 

The campaign “I did it for my ...” is 

based on the insight that consumers 

wish to safeguard their health also for 

their family or friends and this helps 

to overcome the taboo topic of colonoscopy. 

Innovation – new product features 

buscopan®, our brand for abdominal 

pain, entered the Italian heartburn 

market with an important innovation. 

What is unique about the new buscopan® 

antiacido is that it lasts for 

12 hours. 

The dual action of buscopan® antiacido, 

and the fact that it was the 

first over-the-counter (OTC) heartburn 

remedy offering, was also a 

differentiating product feature for 

physicians. 

COMMITMENT HONOURED 

The Colon Cancer Alliance (CCA) 

honoured Boehringer Ingelheim 

with the Corporate Championship 

Award for our commitment to 

raising awareness about colon 

cancer. 

Seeing the customer’s point of view 

65

“The Dulcolax® colon cancer awareness campaign has been run 

across all media, including packaging, print and online advertising. 

More than two million boxes of Dulcolax® products co-branded 

with the Colon Cancer Alliance have been distributed. Partnerships 

with national retailers in circulars, in-store displays 

and at-home mailers delivered an additional 75 million 

messages for the cause. This ensured that the whole 

nation could see it.“ 

PHARMATON® 

the multivitamin brand of 

boehringer ingelheim 

gerard fernandes 

international brand manager dulcolax® 

boehringer ingelheim, germany 

FOCUS ON CONSUMERS 

People with a busy lifestyle, under 

stress and often eating on the go, 

suffer more often from heartburn. 

With a very specific informationadvertising 

campaign, buscopan® 

antiacido focuses on where the 

consumer is: often travelling in 

trains or planes. Tailor-made messages 

ensure high relevance within 

this target group and provokes 

their awareness. 

The innovation buscopan® anti acido 

is building on the trend “professional 

consumers”: ever more consumers 

are becoming increasingly demanding 

in their consumption patterns. A clear 

benefit or difference that makes a 

product worth buying is essential. 

In addition, consumers also look 

for reassurance on a products’ value 

from expert advisors to avoid poor 

choices. In the case of heartburn, 

physicians are important expert advisors 

and they see buscopan® 

antiacido as a relevant remedy. 

Information campaign 

For pharmaton®, our multivitamin 

brand, the consumer trend “keeping 

it real” was one crucial element 

on the way to a new TV spot. Consumers 

are seeking the reassurance 

and trust provided by those things 

that are honest, genuine and true. 

Consumers trust in things that stay 

true to original recipes and values. 

They want to know where products 

come from and who makes them. 

This trend initiated the following 

thought: our pharmaton® product 

is the “real” one in many South 

American markets where copycat 

products populate the market. The 

trend was interpreted as “real = 

genuine, original product”. 

This thought then came to life in 

the description of the consumer 

need in the communication concept 

“I have an active life style and I like it. 

But everyday life stress and tiredness 

may stop me from enjoying it to the 

full. That’s why I need a reliable and 

effective product that won’t let me 

down.” 

The concept was the basis for the 

global pharmaton® TV spot “Videogame”, 

which is now used in eight 

countries – proof that consumer 

needs and insights are international. 

66 




2 3 

1 Key visual of the pharmaton® videospot 

2 Image from TV spot for buscopan® antiacido in Italy 

3 silomat® for irritable cough 

1 

Guidance on coughs 

The trend towards consumers feeling 

increasingly responsible for their 

health, and seeking information in 

the media to find the best solutions 

for themselves, has led to a service 

offering from silomat®, our brand in 

Germany for irritable, non-productive 

cough. 

A representative survey showed that 

consumers have great difficulty telling 

the difference between non-productive 

and productive cough and 

most consumers do not therefore use 

different cough treatments. It is precisely 

the irritable, non-productive 

cough that well-informed sufferers 

consider to be an annoying nuisance. 

In order to intensify information 

about both types of cough, the silomat® 

Team offers guidance so that 

sufferers themselves can better classify 

their coughs: the Silometer. This 

is a cough detector which was developed 

from scratch in cooperation 

with the Fraunhofer Institute for 

Digital Media Technology. All it 

takes is a telephone call to the free 

cough hotline. After listening to the 

automatic response, you cough into 

the receiver and are told whether 

you could be suffering from a congested 

cough or from a dry cough. 

The Silometer is no substitute for a 

physician or a pharmacist, but is 

helpful for making an initial assessment 

of a cough’s classification. 

There are many examples of how 

trends are a constant source of inspiration 

for all kinds of projects. Major 

trends remain stable over a certain 

time and slowly grow, so that they 

are always an attractive inspiration 

for our CHC business. 

SILOMETER COUGH HOTLINE 

In cooperation with the Fraunhofer 

Institute for Digital Media Technology 

in Ilmenau, Germany, we 

have developed software in combination 

with a free-of-charge 

hotline which identifies the type 

of cough a caller suffers from. This 

is the so-called Silometer. When a 

caller coughs into the phone, the 

software identifies the kind of 

cough and diagnoses whether it is 

a smoker’s cough or a normal or a 

dry cough which needs to be 

treated by a doctor. The Silometer 

cannot replace a physician, but it 

can provide patients with initial 

assistance and diagnosis. 

Seeing the customer’s point of view 

67

# 3.2 

BIOPHARMACEUTICALS AND BIOSIMILARS – 

EXPERTISE, TECHNOLOGY, PROCESSES 

The innovative potential of biotechnological products is undoubtedly a 

significant driver of medicinal progress. With more than 30 years experience 

in biopharmaceuticals, we develop, manufacture and market biological 

products from our own research as well as additional products under contract 

for other companies. 

Please see 


68 




CONNECTING KNOW LEDGE 

AND INNOVATION 

With our expertise and world-class technology we are also wellplaced 

to create, develop and manufacture high-quality biosimilars. 

Biosimilars will improve patient access to biologics. 

As a research-driven company, we 

serve patient needs and are eager to 

always identify new ways of achieving 

this. We therefore decided to expand 

our Biopharmaceuticals business for 

the development and manufacture of 

new and innovative biopharmaceuticals 

into the development of biosimilars. 

Our biopharmaceutical network 

As a pioneer in the development and 

manufacturing of biopharmaceuticals 

for more than 30 years, Boehringer 

Ingelheim is one of the leading companies 

in this field and offers the entire 

production technology chain. We have 

the expertise in process and analytical 

sciences for the development and 

manu facture of biopharmaceuticals, either 

for our own R&D purposes, or for 

the needs of our customers. 

From high expression systems to fill 

and finish and even patient-convenient 

injection systems, all product elements 

can be found within our one-stop-shop 

Biopharmaceuticals division. To date, 

Boehringer Ingelheim has successfully 

manufactured 19 recombinantbiopharmaceutical 

products for the 

global market. 

A well-filled R&D pipeline 

Our biopharmaceutical network is 

located in Vienna (Austria), Biberach 

(Germany) and, since 2011, in Fremont 

(California), where we acquired a biopharmaceutical 

facility in the Bay 

area biotech cluster that complements 

our existing facilities. 

One of our major efforts is the development 

of NBEs for the treatment of diseases 

in our core therapeutic areas. 

Strong basis for successful products – 

our excellent network 

We benefit from our cooperations with 

research-orientated companies, our 

commercial partners, and leading academic 

networks. Working in partnership 

with us provides access to the 

state-of-the-art biopharmaceutical 

manufacturing. Specific franchise technologies 

for either microbial or mammalian 

processes have been established 

and represent competitive assets for our 

biopharmaceutical business. 

What are biopharmaceuticals 

Biopharmaceuticals are inherently 

bio logical in nature, as their technologically 

sophisticated manufacturing 

process utilises live organisms. 

19 

Biopharmaceutical products have 

been successfully manufactured 

by Boehringer Ingelheim for the 

global market. 

Connecting know ledge and innovation 

69

1 In fermenters, genetically 

modified bacteria, yeasts 

or mammalian cells produce 

either recombinant 

proteins or monoclonal 

antibodies. 

2 Structure of a monoclonal 

antibody 

1 2 

In fermenters, genetically modified 

bacteria, yeasts or mammalian cells 

produce either recombinant proteins 

or monoclonal antibodies. Their biological 

effect depends on many factors: 

growth conditions in the host cells, 

growth media, fermentation processes, 

temperature and many other physical 

conditions. 

In turn, therapeutic proteins produced 

in this way form highly complex threedimensional 

structures. The extent to 

which these proteins ultimately bind 

to receptors in the human body, or interact 

with other proteins, depends on 

the precise development of these tertiary 

structures. The therapeutic effect of a 

biopharmaceutical can only be evaluated 

in extensive clinical studies. 

Development of biosimilars 

A biosimilar is a close but non-identical 

copy of a biological drug that has lost 

patent protection or exclusivity. The 

development of a biosimilar, especially 

a very large and complex monoclonal 

antibody, is challenging for any 

firm, given that the end-point is predetermined 

by the originator. With 

our world-class expertise, 

technology and processes in biopharmaceutical 

development, we are 

well-placed to create, develop and 

manufacture high-quality biosimilars. 

Biologics can range from relatively 

simple molecules, such as insulin, to 

complex monoclonal antibody drugs. 

Unlike generics from small molecules, 

where the generic product is an exact 

chemical copy of the innovator product, 

bio similars are derived from the 

same gene sequence, but produced using 

a different cell line than that used 

for the originator product. 

As with an original biopharmaceutical, 

biosimilar product quality is determined 

by the production organisms 

and process. In the absence of the 

originator cell banks, the molecular 

clone used, and the exact fermentation 

and purification processes for the 

originator product, our scientists develop 

their own process, clones and 

70 




3 4 

3 Biopharmaceuticals site in Fremont (USA): 

cell culture and fill and finish 

4 Biopharmaceuticals site in Biberach (Germany): 

cell culture and fill and finish 

5 Biopharmaceuticals site in Vienna (Austria): 

microorganism fermentation 

5 

cell banks. The selected cell line is 

used to produce the final bio similar, 

which will in turn be compared to the 

originator product in clinical trials, 

designed to demonstrate clinical and 

safety equivalence. 

biopharmaceutical sites 

2 

3 

Cost savings from biosimilars 

Once the drug is developed, the challenge 

is in getting the products to the 

patients who need them. Several biosimilars 

to four originator products 

have been launched in the European 

Union. Experience with these biosimilars 

has slowly increased, resulting in 

drug budget savings. The inclusion of 

biosimilar drug budget savings is also 

part of the US healthcare reforms introduced 

by the current US administration 

in 2009. In addition, given the 

drugs budget stress felt in other regions, 

for example, emerging markets, 

such as Brazil, Mexico, Russia and China, 

Boehringer Ingelheim anticipates that 

these markets will welcome the introduction 

of high-quality, lower-priced 

biosimilars. 

1 

1 fremont, usa 

2 biberach, germany 

3 vienna, austria 

OUR BUSINESS UNIT BIOSIMILARS 

Boehringer Ingelheim’s centres of biopharmaceutical 

production excellence in Vienna, 

Biberach and Fremont will be the backbone 

supporting our newly established 

Biosimilars Business Unit. 

We are working closely with key regulatory 

and development bodies to ensure that we 

meet all requirements to successfully develop 

and register high-quality biosimilars. 

Biosimilars will become a major part of the 

biopharmaceutical market and will improve 

patient access to life-saving and life-changing 

medicines at affordable prices. Our new business 

unit will provide us the opportunity to 

bring high quality biosimilars to patients worldwide. 

Connecting know ledge and innovation 

71

# 3.3 

ANIMAL HEALTH – 

BETTER TREATMENTS 

Innovation is the backbone of Boehringer Ingelheim’s Animal Health business. 

The company is committed to providing the best solutions for the prevention and 

treatment of diseases in animals. Striving for this goal is the best preparation for 

sustainable success in the future. 

Please see 


72 




TAKING PREVENTION SERIOUSLY 

Vaccines are undeniably some of the most important active tools 

in the field of modern veterinary medicine. Our Animal Health 

business is committed to continue bringing innovative medications 

to farmers, animals, veterinarians and consumers. 

A growing world population and continued 

economic growth, especially in 

the fast-evolving developing markets, 

entail higher protein consumption, 

and meat is considered a major source 

of protein in the nutrition plan. 

The need for safe and nutritious food 

is even more urgent. In this context 

too, sustainability is an important issue 

and animal health companies 

need to consider this. Concepts, such 

as animal welfare, development of resistance 

to antimicrobials and food 

safety, are important and require adequate 

solutions. 

Committed to prevention and 

innovation 

In 2011, we were the leading company 

in swine vaccines worldwide. We 

consider it our responsibility to foster 

the health and well-being of mankind 

by contributing to an adequate supply 

of safe and nutritious food. 

Moreover, vaccines are becoming increasingly 

important for all species. 

Over recent years, our Animal Health 

business has been particularly active 

in the area of disease prevention. In 

the past, the company’s scientists succeeded 

in providing solutions for 

emerging pathogens through the 

timely development of modern vaccines. 

We are committed to strengthening 

this leading role with regard to 

innovations in the future. This will be 

achieved by introducing vaccines 

against novel diseases and further improving 

vaccines with enhanced efficacy 

against established pathogens. 

The value of vaccination 

Our Animal Health business provides 

leading swine vaccines, such as ingelvac 

circoflex®, ingelvac mycoflex®, 

ingelvac® prrs mlv and enterisol® 

ileitis. The value of vaccination is clearly 

obvious. 

Taking prevention seriously supports 

the idea that, whenever possible, prevention 

is preferable to therapeutic 

intervention. The use of vaccines 

helps to prevent illnesses before they 

occur. Consequently, the need for antibiotic 

treatment and the risk of antibiotic 

resistance can be reduced. 

To date, the PRRS virus remains 

one of the major challenges for 

pig farmers. 

In 1994, our Animal Health business 

introduced ingelvac® prrs, 

the first PRRS vaccine. 

Taking prevention seriously 

73

OUR GLOBAL SCIENTIFIC NET WORK IN ANIMAL HEALTH 

2 

1 

3 

5 

4 

1 2 

1 fort dodge/ames/st. joseph, usa 

2 guadalajara, mexico 

3 ingelheim/hanover, germany 

4 tokyo, japan 

5 shanghai, china 

3 34 

Participants at the 2011 Boehringer 

Ingelheim Swine Academy (BISA) 

(Photo: Dani Ausen, Iowa State University) 

VALUE THROUGH EDUCATION 

As an employer of choice, our 

Animal Health business is serious 

about investing in promising talent. 

Internally and externally, the 

company brings together young 

and established researchers and 

provides global platforms to encourage 

communication and foster 

scientific exchange. 

Young researchers and senior scientists 

mutually benefit from discussing 

the latest results in the 

field of prevention and leading 

vaccine solutions. 

Responding to consumer demands 

By focusing on prevention, our Animal 

Health business can confidently meet 

consumers’ demands of today and tomorrow. 

Healthy nutrition is an important 

factor which determines quality 

of life now and in the future. 

Increasingly, consumers not only pay 

attention to the price of what they 

buy, but also consider aspects, such as 

animal welfare, food safety and environmental 

protection. This being said, 

prevention of disease through immunisation 

with our innovative vaccines 

is effective in meeting these demands. 

Our global research network 

Innovation is the key to resolving unmet 

medical needs and making a difference 

in the health and life of animals. 

High-level research generates 

novel ideas that result in innovative 

products for both humans and animals. 

Recent technological progress 

has significantly enhanced our ability 

to generate vaccines with better and 

more predictable efficacy. 

This includes the integration of sophisticated 

molecular biology and the 

decoding of the genome of target 

pathogens. The company further believes 

that the early identification of 

emerging diseases, coupled with tools 

for their control, will help to protect 

animals and farmers in the future. 

Numerous partnerships with academic 

institutions all around the world 

and Boehringer Ingelheim’s R&D in 

Human Pharmaceuticals provide a 

unique and effective scientific environment. 

International teams are 

working together in the worldwide 

network to bring innovative solutions 

to the marketplace for the benefit of 

our customers. 

Activities have started at the state-ofthe-art 

European Vaccine Research 

Facility in Hanover, Germany, where 

the company will identify and develop 

innovative vaccines against livestock 

diseases. Moreover, this research centre 

will further strengthen our relationship 

and collaboration with the 

74 




1 Hanover, Germany 

2 Shanghai, China 

3 St. Joseph, USA 

4 Guadalajara, Mexico 

5 Scientists working in the cell culture 

lab at AVRDC in Shanghai. 

5 

major EU academic research institutes 

active in veterinary medicine. 

The boom city of Shanghai, China, is 

the location of the Asian Veterinary 

Research and Development Center 

(AVRDC) where we will develop innovative 

vaccine solutions for the Asian 

market. 

Together with global research sites in 

St. Joseph, Missouri, USA, and Guadalajara, 

Mexico, we provide a unique 

scientific network in which young and 

ambitious scientists can grow. 

Our Animal Health business provides 

excellent opportunities for learning 

and experience, allowing their scientists 

to gain an insight into the whole 

process, from research and development, 

production, to receiving customers’ 

feedback through Marketing 

and Sales. 

Our approach of focusing on prevention 

pays off in so many different 

ways. We will ensure that, in the future 

too, it will deliver leading vaccines 

for a better quality of life for animals 

and those who care for them. 

“In a fast-changing environment 

we are well prepared. In 

the future too, we will deliver 

innovative solutions to our 

customers. Highly competitive 

markets require that we transform 

and adapt continuously 

in order to be successful. Our 

teams are our assets on which 

we build.” 

george heidgerken 

managing director 

boehringer ingelheim animal 

health 

Ideal research environment 

Researchers from a diverse range of 

backgrounds find an ideal environment 

to develop their skills and contribute 

to the company’s future. 

Taking prevention seriously 

75

2 

1 

1 Horse suffering from Equine Crushing’s 

disease (PPID) 

2 Curly hair coat is a clinical sign of PPID and 

appears even in summer time. 

HORSES GROW OLD AS WELL 

Nowadays, not only humans are living longer. The same is true of 

horses too. With the launch of prascend®, we have added another 

important solution to the equine portfolio and are expanding our 

expertise to the field of endocrinology and the geriatric horse. 

include laminitis, a painful and frequently 

uncurable disease of the hoof, 

but also immunosuppression, poor 

body condition and loss of performance. 

The disease is not curable and, 

following diagnosis, requires a daily, 

lifelong treatment. 

76 % 

PRASCEND® FIELD 

EFFECTIVENESS SURVEY 

CLEARLY SHOWS POSITIVE 

EFFECT FOR PPID HORSES 

Horses benefit from an adequate 

therapeutic treatment. Boehringer 

Ingelheim Animal Health has 

conducted a substantial field 

study, which demonstrate that the 

condition of 76 % of the treated 

animals has improved after treatment 

with prascend®. 

The “geriatric horse” segment is steadily 

growing due to improved medical 

care and an increasing number of people 

who keep their horses as family 

members or sports partners. 

prascend® is approved in a number of 

countries for the treatment of clinical 

signs associated with pituitary pars 

intermedia dysfunction (PPID), also 

known as Equine Cushing’s disease, 

which is one of the most common diseases 

in horses older than 15 years. 

Horses suffering from PPID for many 

years are mostly recognised by the 

owner or veterinarian due to the long, 

curly hair coat even in the summer 

time. Other, more unspecific signs, 

Awareness for equine endocrinology 

Equine endocrinology has long been 

a neglected scientific area. Up to now, 

owners thought that signs of illness 

were just a natural part of the aging 

process. However, even more information 

is required to raise awareness in 

the public in order to better understand 

which measures can be taken. 

Thanks to modern diagnostic methods, 

it is now possible to treat horses 

with some endocrinological diseases 

that we previously hardly knew. 

Boehringer Ingelheim is the first company 

to offer a registered therapeutic 

solution against PPID, which affects 

at least 15 - 30 % of horse older than 

15 years. 

76 




degenerated neuron 

DEGENERATED NEURON 

prascend® is a dopamine mimetic and acts 

to replace the dopamine that is missing in 

horses with PPID. By binding to the receptor, 

prascend® decreases the secretion of the 

pituitary hormones (below) to a normal level, 

leading to an improvement in the signs of the 

disease. 

end – endorphine 

acth – adrenocorticotropine hormone 

msh – melanocyte stimulating hormone 

prascend® 

Health management is very important 

Once its days of successful competition 

are over, the horse takes on the 

role of a companion and family member. 

At this stage of the horse’s life, 

sound health management becomes 

increasingly important. 

Encourage active dialogue 

Taking this into account, and treating 

a greater number of horses, a veterinarian 

can even measure the extent of 

the disease. We foster the dialogue 

bet ween veterinarians and horse 

owners in order to facilitate early detection 

of PPID and to save horses 

that would otherwise have been put 

down. 

Elderly horses may suffer from health 

impairments that require regular 

check-ups and careful monitoring, 

which means that the importance of 

equine geriatric medicine becomes increasingly 

significant. 

prascend® ensures that veterinarians 

can respond to these requirements. 

Refined diagnostic methods are 

worthwhile considering as they lead 

to a greater awareness of health issues 

due to advancing age. Consequently, 

horses and their owners benefit from 

these findings. 

The horse owner is also encouraged to 

actively participate in preventative 

health management routines. Paying 

particular attention to dentistry, hoof 

care and worming can provide valuable 

information for the veterinarian, 

who plays a pivotal role in this health 

management by initiating the dialogue 

with the owner. 

So, in the future, owners and horses 

will be enjoying a longer and happier 

time together thanks to future-orientated 

therapeutic solutions which we 

offer for companion animals. 

“Zippity Do Dah, our 29-yearold 

Quarter Horse mare who is 

a special part of our family, has 

PPID and has benefited greatly 

from therapy, including fewer 

secondary infections, improved 

hair coat and overall vitality. 

She enjoys carrying our son, 

Evan, and other children just 

learning to ride.” 

dr kate christmas, 

dvm veterinarian and owner 

of a geriatric horse 

Horses grow old as well 

77

# 04 

PERSPECTIVE 

FOR NEW MARKETS 

Economic, demographic and lifestyle changes will further increase the attractiveness and 

importance of the emerging markets as important geographies for Boehringer Ingelheim. 

Our innovative product portfolio, research and development and manufacturing capabilities, 

regulatory know-how, as well as our workforce in these key regions, are important success 

factors for us in embracing the opportunities and in satisfying the great need of medical 

treatment in these growing and still flexible market environments. 

Please see 


80 EMERGING MARKETS – GROWING IMPORTANCE 

86 INDIA – HIGH UNMET MEDICAL NEED 

89 CHINA – INVESTING IN HEALTHCARE 

92 BRAZIL – BETTER TREATMENT OPTIONS 

78 



perspective for new markets 

Perspective for new markets 79

85 % of the United Arab Emirates’ population live in the capital city 

Dubai. Here, the whole economic, social, cultural and political life of 

the Emirates takes place. 

EMERGING MARKETS – 

GROWING IMPORTANCE 

The emerging markets are characterised by high gross domestic 

product (GDP) growth rates and huge, growing populations, as well 

as healthcare spending that is mainly out-of-pocket. This makes it 

hard for the poorer population to get access to medicines. 

Strong growth rates can be observed 

in regions such as the BRIC economies 

– Brazil, Russia, India and China 

(some of which we highlight on pages 

86 to 93). But there are also less classical, 

new emerging markets, such as 

several countries in the Middle East, 

Asia, Africa or Latin America which 

have achieved a considerable level of 

economic development and growth 

potential. These regions will gain increasingly 

in importance in the immediate 

future. Some examples of countries 

with Boehringer Ingelheim 

facilities can be found on the following 

pages. 

Chances and challenges 

Although the emerging markets provide 

considerable opportunities, there 

are also challenges that have to be met. 

They are particularly vulnerable to 

any economic downturn, high inflation 

rates and legislative as well as 

political changes. 

Differences among them include 

intellectual property rights, levels of 

protectionism, disease patterns, economic 

and demographic developments 

as well as the history of reimbursement 

for healthcare expenditures. In 

this context, a correlation between 

the willingness to pay an out-of-pocket 

premium for pharmaceutical products 

and the existence of reimbursement 

systems has to be noted. 

80 




1 Buenos Aires, the capital of Argentina, is the second-largest metropolitan 

area in South America (on the picture Plaza del Congreso). 

2 Jakarta is located on the northwest coast of Java, Indonesia, and has a 

population of about 10 million. 

3 Johannesburg is the provincial capital of Gauteng, the wealthiest province 

in South Africa and the largest economy in the Sub-Saharan region. 

1 2 3 

Pharmaceutical markets 

Due to changes in lifestyle, there is a 

great need for medical treatment. The 

majority of the healthcare spend in the 

emerging markets is out-of-pocket. 

People’s ability to pay for medicines 

varies significantly. The affordability 

of medicines and vaccines is one of 

many barriers to accessing healthcare. 

Varying standards exist and many of 

the poorest do not have access to 

hospitals or clinics. 

Emerging markets undergo constant 

change in different areas. There is an 

increasing incidence of non-communicable 

diseases such as asthma and diabetes. 

With increased access to healthcare 

facilities, the population is more 

likely to receive prescriptions and purchase 

drugs. Moreover, patients will have 

wider access to drugs through expanded 

reimbursement in the public health system. 

As public healthcare systems are 

extended, given their expected financial 

constraints, there will be increased opportunities 

for generics which are generally 

favoured over innovative and 

usually much higher priced originator 

drugs. Nevertheless, originator products 

will still have a place. The goal – which 

is a challenge at the same time – must be 

to deliver medicines and vaccines to as 

many people as possible. As a researchdriven 

pharmaceutical company, we 

therefore provide a broad portfolio of 

medicines that can be offered across the 

emerging markets’ varied healthcare 

systems. Because of the different conditions 

in the individual countries, a diverse 

range of needs must be taken into 

account. 

Sources chapter Perspective for new markets: 

Asian International Vocational Center 2012 

Business Wire 2010 

Datamonitor 2010 

dpa 2011 

Federal Foreign Office (Germany) 2010 

International Monetary Fund 2010, 2011 

McKinsey 2010 

World Bank 2010 

Emerging markets – growing importance 

81

[ mena countries ] 

dubai 

regional head office 


IN MENA 

We manage this area from our Regional 

Operative Unit Near East in Dubai, United 

Arab Emirates. 

331m 

population 

USD 1.07tn 

gdp 

There is significant volatility in the market 

due to the p olitical unrest in 2011. Despite 

the turmoil caused by the Arab Spring, we 

have seen continued high performance 

and we were recognised as one of the 

fastest-growing companies in Saudi Arabia, 

Lebanon and Algeria. Established products, 

such as spiriva®, micardis® and 

metalyse®, have made a significant contribution. 

With full confidence and commitment to 

the region, we invested in new office 

premises in Egypt in 2011. We have local 

manufacturing arrangements with about 

35 partners in the region. 

Middle East and North Africa 

[ mena countries ] 

The MENA region is an economically 

diverse region that includes both the 

oil-rich economies in the Gulf and 

countries that are resource-poor in relation 

to population, such as Egypt, 

Morocco, and Yemen. The region has 

vast reserves of oil and natural gas. 

About 331 million people live in the 

Middle East and North Africa. The 

combined GDP is over USD 1 trillion. 

Due to the region’s growth, infrastructure 

development and rapidly changing 

regulations are evident. 

The highest growth potential of the 

MENA pharmaceutical market can be 

seen in Algeria, Saudi Arabia, Egypt, 

Lebanon, United Arab Emirates and 

Iran. The pharmaceutical market consists 

of private, public and institution 

business. The main products dominating 

the market include antirheumatics, 

antibiotics, vitamins and antidiabetics. 

The market is highly dependent on 

imported pharmaceutical products and 

therapeutics. 

Association of Southeast Asian 

Nations 

[ asean countries ] 

The ASEAN region is the world’s 

largest regional emerging market, 

encompassing 600 million people. 

The demographics of the ten countries 

vary considerably. Indonesia is by 

far the largest country with 39 % of 

the ASEAN population. There is a 

large population in the region aged 

between 15 and 60 years of age. 

The ASEAN countries will have a 

growing presence and future role 

in the world economy. Overall, the 

region has a GDP of USD 1.84 trillion. 

ASEAN economies are diverse, both 

in levels of development and the 

institutional and commercial policy 

environment. 

82 




[ asean countries ] 

600m 

population 

USD 1.84tn 

gdp 

jakarta 


bogor 

production site 


IN ASEAN 

One of the countries in this region in 

which we are present is Indonesia. Our 

head office is in Jakarta (above) and our 

production plant in Bogor. 

Health facilities and services are 

different within individual countries 

as well. Ageing demographics in the 

more mature Asian countries represent 

a challenge. The increasing wealth 

and the intention of governments to 

increase access to healthcare for their 

population support the expansion of 

the pharmaceutical markets in all 

countries. There is a growing penetration 

of generics in most markets, due 

to increasing acceptance and usage 

of these products, as well as strong 

promotion, allowing improved availability 

and accessibility of medicines. 

Continuing pressure on prices is 

expected as governments strive to 

manage increasing healthcare costs. 

This especially applies to unreimbursed 

markets, and where the patients 

pay out-of-pocket for their medicines, 

increased price competition is expected. 

The possibility of further price reductions, 

including voluntary cuts, is 

expected. 

Indonesia is the dominant economy 

within the ASEAN region. Two thirds 

of Indonesia’s GDP is driven by domestic 

consumption, making it less 

susceptible to global economic turbulence. 

However, lack of infrastructure, 

terrorism, corruption, and natural 

disasters remain a threat to this young 

but stable democracy with its growing 

middle class. 

Government funding for healthcare is 

low, but strong economic growth has 

led to increased healthcare expenditure. 

The dominance of local players 

is reflected in the highest share of 

generic drugs across Southeast Asia. 

Price cuts for current products and 

the pricing of newly developed innovative 

medicines still remains to be a 

major challenge. With the governmentinitiated 

transition from an out-ofpocket 

market to a largely reimbursed 

market by 2014, drastic changes can 

be foreseen. 

2011 has been a successful year for us 

and, for the first time, Indonesia became 

the highest-selling country in Southeast 

Asia. Our three equally strong businesses 

Prescription Medicines, Consumer Health 

Care (CHC), and Industrial Customer Business 

are joined by an emerging Animal 

Health business. 

We launched pradaxa® in 2011 and launches 

of trajenta® and twynsta® are anticipated 

in 2012. pharmaton®, bisolvon® 

and dulcolax® are the three strong brands 

of our CHC portfolio in Indonesia. 

The importance of our pharmaceutical production 

increased as an export hub within 

our Operations network serving most 

countries in the ASEAN free trade zone and 

beyond. Investments continue to be made 

in the manufacturing plant in order to supply 

additional countries in the near future. 

We are also a trusted business partner for 

several multinational companies. 


83

[ sub-saharan africa ] 


IN SUB-SAHARAN AFRICA 

Since 2007, Boehringer Ingelheim in 

South Africa (established in 1966) has 

managed the business for the whole Sub- 

Saharan Africa region. The focus for our 

business remains predominantly East and 

West Africa where our lead countries are 

currently Kenya and Nigeria. The year 

2012 will see further launches of pradaxa® 

and twynsta® being initiated throughout 

Southern and Sub-Saharan African countries, 

following its first African launch in 

Namibia in 2011. 

Improving access to treatment and quality 

healthcare remains seriously limited 

in many African countries. We are engaged 

in combating the AIDS pandemic 

through our initiative for the prevention 

of mother-to-child transmission (PMTCT) 

of HIV/AIDS. We have granted non-assert 

declarations to generic manufacturers, 

prequalified by the World Health Organization 

(WHO) to manufacture products 

containing the active pharmaceutical ingredient 

nevirapine and tipranavir respectively. 

Our activities in the training and education 

of healthcare professionals and primary 

healthcare workers remain a focus 

in several African countries. In Botswana 

we have a Boehringer Ingelheim Training 

Center in Gaborone and further investments 

include the HIV Treatment Facility 

in Gumare which caters for around 60,000 

people. Access to treatment was further 

advanced through the building of the 

Boehringer Ingelheim Lung Institute 

(above) in Cape Town, South Africa, a 

partnership with the local university. 

Our longstanding commitment in facilitating 

the medical education of underprivileged 

African students has delivered 

over 30 qualified doctors and physicians 

over the past years. 

854m 

population 

USD 1.10tn 

gdp 

Sub-Saharan Africa 

The region of Sub-Saharan Africa 

includes Southern, East, West and 

Central Africa, i. e. the area of the continent 

that lies south of the Sahara. 

About 854 million people are living in 

47 countries. With exception of South 

Africa, more than 40 % of the population 

are below 15 years in most Sub- 

Saharan countries. Africa is considered 

the world’s poorest inhabited 

continent with low life expectancy 

and high infant mortality, violence 

and instability. 

South Africa is by far the continent’s 

wealthiest state in total GDP terms 

and is seen as the economic gateway 

to Sub-Saharan Africa. There is considerable 

variation in wealth in most 

African countries. The upper class has 

a much higher income than the majority 

of the population. Africa is also 

the least industrialised continent: in 

the Sub-Saharan region it is only 

South Africa which has substantial 

manufacturing sectors. Despite readily 

available cheap labour, nearly all 

randburg 


of the continent’s natural resources 

are exported for secondary refining 

and manufacturing. The investment 

in infrastructure contributed to more 

than half of Africa’s improved growth 

performance in the last 20 years. 

Increased investment is necessary to 

maintain growth and tackle poverty. 

The pharmaceutical sector underwent 

substantial governmental reforms 

over the last decade, including legislation 

banning discounts and samples, 

enforcing generic substitution at 

pharmacy level and setting pricing for 

pharmaceutical products. Due to the 

social climate in South Africa, healthcare 

is high on the government’s 

agenda with plans to introduce national 

health insurance over the next 

20 years. The government’s short to 

medium-term goals are focused on 

non-communicable diseases, including 

hypertension and diabetes, 

through encouraging lifestyle changes. 

The biggest healthcare issue remains 

HIV/AIDS. The pandemic disease 

has decimated or will decimate 

84 




mexico city 


[ latin america ] 

590m 

population 

USD 4.97tn 

gdp 


IN LATIN AMERICA 

the working-age population 

of many states. 

buenos aires 


Latin America 

Latin America has a combined GDP 

of almost USD 5 trillion and a population 

of over 590 million. The inhabitants 

are of a variety of ancestries, 

ethnic groups and races which makes 

the region one of the most diverse in 

the world. One of the region’s main 

challenges continues to be poverty. 

The cost of drugs is too high for many 

people in Latin America and they often 

do without. Generics are typically 

favoured over brands. Health and 

drug programmes by the governments 

are complicated and ineffective for remote 

communities yet. Nevertheless, 

the annual growth rate of the pharmaceutical 

market is over 10 % and 

will probably remain at this or a higher 

level over the coming years. There 

is a shift in population and the number 

of people over 65 years continues 

to grow. Age-related illnesses, such 

as Alzheimer’s disease, represent a 

challenge and corresponding drugs 

are needed. Moreover, the middle-class 

is no longer immune to non-communicable 

diseases as obesity, diabetes and 

cardiovascular diseases. 

One of the countries in which we are 

present in Latin America is Mexico. We are 

the only FDA/EMA (Food and Drug Administration/European 

Medicines Agency)- 

approved facility to manufacture prescription 

medicines and over-the-counter 

(OTC) products in the country. Guatemala, 

Honduras, El Salvador, Nicaragua, Panama, 

Dominican Republic and Cuba are 

controlled from our Mexican location. 

pradaxa® was launched in June, trayenta® 

in September 2011. sifrol® is the number 

one product in the Parkinson segment 

and the most prescribed product by neurologists. 

The region of the ROPU South America 

(Argentina, Colombia, Venezuela, Ecuador, 

Peru, Chile, Paraguay and Uruguay) is 

managed from Buenos Aires. Regulatory 

authorities in the region vary greatly in 

their infrastructure, resources and expertise. 

Each country has its national procedures 

for the regulation of medicines but 

they are at different stages of development. 

Drug registration timelines in the 

region generally range from 4 to 18 months. 

Our core brands in the Regional Operative 

Unit in 2011 included buscapina®, pharmaton® 

and bisolvon® within the OTC 

business and micardis®, secotex® and 

spiriva® within the prescription medicines 

business. 


85

View of Mumbai, one of the world's most 

populous cities. It is located at the west 

coast of India. 

INDIA – HIGH UNMET 

MEDICAL NEED 

India is the second most populous country in the world. A shift 

from communicable to more chronic “western” diseases represents 

a challenge to the pharmaceutical industry. 

The pharmaceutical market 

In the past five years, the Indian pharmaceutical 

market has been growing by 

12 % to 14 %. Market agencies and consultancy 

firms predict that this growth 

rate can be maintained in future, or 

even surpassed by a few percent. 

1.73tn 

SUSTAINED GROWTH 

In 2010, the Indian gross domestic 

product (GDP) reached USD 1.73 

trillion. In the 2010 – 2011 financial 

year, the Indian economy grew by 

over 8 %. As the economy is mainly 

driven by domestic consumption, 

it still achieved respectable positive 

growth during the recent financial 

crisis. During the decade 2010 – 2020, 

120 million young people will be added 

to the Indian workforce. This poses a 

very big challenge to the government 

in attracting enough investment to 

provide employment opportunities 

for this large pool of people. 

India’s population is 1.21 billion. 

40 % are under the age of 19. As the 

birthrate remains high, India will 

soon have the largest population in 

the world. Nevertheless, the number 

of elderly people is still increasing, 

which is likely to compound the 

healthcare challenge facing India 

in the coming years. 

India belongs to the world’s strongest-expanding 

economies. Over the 

years, the country has consistently 

posted exceptionally high GDP 

growth rates. 

The market is dominated by branded 

generics, as patent legislation was only 

introduced at the beginning of 2005. 

With this legislation, the international 

pharmaceutical industry started to intensify 

its focus on the Indian market. 

Effects of lifestyle changes 

A gradual shift is taking place in India 

from communicable diseases to more 

chronic, non-communicable diseases, 

like hypertension and diabetes. This 

change in epidemiology means that 

the demand will switch to high-value 

medicines. 

86 



perspective – for new markets 

1 

2 

1 A view of celebrations in the Indian federal state Rajasthan 

2 The Taj Mahal, one of the seven wonders of the world, is located in Agra in the 

Indian federal state Uttar Pradesh. 

3 Its well-educated workforce is India’s greatest strength. 

3 

The rapid emergence of cardiovascular 

and metabolic diseases has created 

a situation where we, as an international 

pharmaceutical company, can 

act as a partner to provide the latest 

innovations for the treatment of such 

diseases. 

Out-of-pocket payment 

As Indian patients pay for medicines 

mainly out-of-pocket, the market is 

extremely price-sensitive. Growth 

drivers, besides lifestyle-related diseases, 

are increased affordability of 

drugs, due to sustained income growth 

and increased medical insurance. 

Greater government spending, rapid 

expansion of medical infrastructure 

and the introduction of patented, innovative 

products are additional factors 

contributing to market growth. 

All these factors, combined with high 

unmet medical need, changed the 

attractiveness of this market considerably. 

Recent new introductions of innovative 

products by international 

companies have demonstrated that 

sensible pricing can lead to major in- 

roads into local patient potential with 

a viable commercial model. Nevertheless, 

branded generics will remain 

the largest market sector for the next 

20 years at least. 

Cardiovascular diseases and neurology 

Until now, our business has, for the most 

part, been institutionally orientated, 

with our main products actilyse® and 

metalyse®. Registration of pradaxa® 

is expected in early 2012. Our market 

studies have confirmed a high unmet 

medical need. In order to bring the 

benefits of pradaxa® to as many patients 

as possible, we, together with 

physicians, provide consistent medical 

education by the SPAF Academy 

(see right). And with actilyse® and 

aggrenox®, we are able to provide our 

target customers with a comprehensive 

product range for the treatment of 

acute and secondary prevention of 

stroke. 

Metabolism 

As India already has more than 50 million 

patients suffering from diabetes, 

this therapeutic area will form the 

SPAF ACADEMY – MEDICAL 

EDUCATION TO PREVENT 

STROKES 

We initiated this educational programme 

to spread awareness of 

medical progress in the area of 

stroke prevention in atrial fibrillation 

(SPAF). It educates physicians 

in India for the pradaxa® 

launch. The programme has been 

positioned as an extension of the 

global initiative with the same 

mission: to prevent at least one 

million strokes due to atrial fibrillation. 

It is led by a body of top 

electrophysiologists and neurologists 

and aims at targeting some 

5,000 physicians. 

India – high unmet medical need 

87

BOEHRINGER INGELHEIM IN INDIA 

As one of the first wholly foreignowned 

pharmaceutical companies, 

Boehringer Ingelheim India was registered 

in late 2003. In the initial years, 

we focused on establishing market 

channels and contacts with government 

agencies. In 2010, Clinical Operations 

started to build a major hub for 

its activities. 

mumbai 

head office 

1,21bn 

population 

USD 1,73tn 

gdp 

In prescription medicines, Boehringer 

Ingelheim India is now active in three 

therapeutic areas: cardiovascular, 

metabolic diseases and diseases of 

the central nervous system. 

backbone of our future market presence. 

In order to successfully enter this 

new, potential, but very competitive, 

therapeutic area, we formed a local 

partnership with Eli Lilly in October 

2011. Since January 2012, we have 

been co-promoting Eli Lilly’s Humalog 

(injectable insulin). With the introduction 

of trajenta® in the second 

half of 2012, and subsequent combination 

with Metformin, Eli Lilly will 

co-promote these products with us. 

Consumer Health Care 

The Indian consumer market has 

vast potential and is expected to be 

amongst the top ten in a few years. 

We are currently not in this market 

segment. Our two flagship products, 

dulcolax® and buscopan®, have been 

out-licensed for the past 40 years to a 

local partner that currently promotes 

the products to physicians. 

categories of potential interest are 

multivitamins and cough and cold. 

Animal Health 

Animal Health started its activities in 

India in 2009. The animal health market 

in India concentrates largely on 

dairy cattle. With 55 million head, India 

has the largest dairy cattle population 

in the world, as well as a poultry 

sector, which is amongst the largest. 

However, due to regulatory timelines, 

Animal Health in India started business 

operations in early 2010 in the still 

niche equine segment. Meanwhile, we 

achieved marketing authorisations for 

a number of poultry vaccines and the 

launch of our poultry business began 

in the fourth quarter of 2011. The next 

step for us is to enter the dairy cattle 

segment in 2012–2013. 

We see a great potential in shifting the 

promotion of these brands to overthe-counter 

(OTC) and in selectively 

adding line extensions. Other product 

88 




A glance at Puhdong, an area of Shanghai, located 

along the east side of the Huangpu River. Shanghai is 

the largest city by population in China. 

CHINA – INVESTING 

IN HEALTHCARE 

China, the most populous country in the world, is facing increased 

pressure on healthcare and growing death rates from chronic diseases. 

1.35bn 

China’s population increased 

from 1.31 billion in 2005 to 1.35 

billion in 2010. By 2050, it is 

estimated that more than 30 % 

of the population will be 60 or 

older, creating additional pressure 

on healthcare. 

Shanghai is the epitome of China’s 

development in recent decades; however, 

such dramatic changes are happening 

all over the country. China’s 

gross domestic product (GDP) growth 

has been among the world’s highest 

since it adopted its reform and opening-up 

policy in 1979. In the second 

quarter of 2011, China overtook Japan 

to become the world’s second largest 

economy. In 2010, the GDP grew by 

10.3 % to USD 5.88 trillion and is 

expected to have grown by 9.5 % in 

2011. 

Increasing access to healthcare 

Health outcomes in China have improved 

tremendously over the past 

three decades. Although some infectious 

diseases signifi cantly decreased, 

death rates from chronic diseases have 

been rising due to changes in lifestyle 

and environmental conditions. 

The absence of a primary care system 

and a tiered public hospital system, 

with uneven distribution of resources 

and physicians’ capabilities, has led to 

over-crowding in major hospitals. The 

government continuously introduces 

healthcare reforms and is investing in 

In spite of its great economic 

progress, China’s GDP per capita is 

still low. Improving the stan dard 

of living and stimulating domestic 

consumption has become a key 

focus in the government’s new 

five-year plan. 

China – investing in healthcare 

89

1 Zhangjiang High-Tech Park in Shanghai, where our production plant is located 

2 View of a Chinese chemist's shop: traditional medicine is valued highly 

(19 % of the medications market) 

3 The city wall of Xi’an: tradition and modernity are side by side in China 

4 Packaging of ampules in Zhangjiang production plant in Shanghai 

1 3 4 

2 

THE PHARMACEUTICAL MARKET 

IN CHINA 

19 % 

traditional 

chinese 

medicine 

18 % 

over-thecounter 

Source: IMS Health CHPA Q3 2011 

62 % 

prescription 

medicines 

improving healthcare provision, providing 

medical insurance and ensuring 

basic drug delivery. 

It is estimated that China will overtake 

Germany and France as the 

world’s third-largest prescription 

medicines market in 2011, after the 

USA and Japan. Prescription medicines 

comprised 62 % of the total 

pharmaceutical market (graphic, left: 

market composition). Over half of the 

overall value in prescription medicines 

is generated in the anti-infective, 

metabolism, cardiovascular and 

oncology segments. 

Strong partner for health 

Our existing product portfolio provides 

health in several leading therapeutic 

areas, including our core 

products spiriva® (COPD), sifrol® 

(Parkinson’s disease), actilyse® 

(stroke) and micardis® (hypertension). 

Numerous disease awareness 

and patient education initiatives contri-bute 

to gaining more knowledge in 

these areas: 

• More than 40 million patients suffer 

from COPD in China. On average, 

2.5 people die of COPD every 

minute. To increase disease awareness 

and prevention, we are partnering 

with academics and experts 

in a six-year research programme 

called Tie-COPD aimed at observing 

COPD patients in the long term. 

• Channels to obtain disease information 

for the approximately two million 

patients with Parkinson’s disease 

are very limited in China. 

Together with leading experts, we 

launched China’s first professional 

patient website for Parkinson’s disease 

(www.pajo.cn). It aims to improve 

the life of patients and their 

care-givers by providing comprehensive, 

professional information, 

such as disease knowledge sharing, 

suggestions for daily life and hospital 

and physician profiles, as well 

as online communication platforms 

between patients, care-givers and 

physicians. 

90 




[ china ] 

1.35bn 

population 

USD 5.88tn 

gdp 

• In cooperation with China’s Parkinson’s 

disease and Movement Disorder 

Society, we supported the promotion 

of “Parkinson’s Disease 

Healthy Home”, the first educational 

tool providing lifestyle tips for 

patient care. 

shanghai 

head office 

R&D+Medicine 

China is a key contributor to our global 

clinical development programmes 

and has entered 3,510 patients in 

about 33 pivotal studies in 2011, covering 

the diabetes, oncology and respiratory 

therapeutic areas. 


IN CHINA 

The branch office was set up in March 

1994. A year later, Boehringer Ingelheim 

International Trade (Shanghai) Co. Ltd. 

was registered. In 1995 Boehringer 

Ingelheim Shanghai Pharmaceuticals Ltd. 

was established as a joint venture with a 

local Chinese pharmaceutical company, 

and in 2000 it became a wholly-owned 

Boehringer Ingelheim company. The company 

set up its production plant in Shanghai 

Zhangjiang High-Tech park in 2002. 

In 2011, the expansion project of 

Zhangjiang plant began and the facility is 

to become the supply centre for China and 

also in future for the Asia-Pacific region. 

• Together with the Chinese Hypertension 

League, we initiated and 

sup ported a campaign to roll out 

new hypertension treatment guidelines 

covering more than 50 cities 

across China. 

Innovative medicine 

The introduction of innovative products 

will strengthen our presence in 

the leading therapeutic areas. Products 

in diabetes, stroke prevention in 

atrial fibrillation and oncology will 

provide more health in China’s biggest 

and fastest growing healthcare 

segments over the next five years. Our 

newest innovations, pradaxa® and 

trajenta®, will be launched in China 

in 2013. 

Animal Health 

China is the world’s largest producer 

of meat products. Strong economic 

growth and increased income are 

driving higher local consumption of 

meat. China currently ranks third in 

the global animal health market and 

second in the swine health segment. 

In 2010, we were leading in the swine 

segment, especially with our vaccines, 

such as ingelvac circoflex®. 

EUR 79m 

We are investing EUR 79 million 

to expand our production plant in 

the Zhangjiang High-Tech Park in 

Shanghai into a strategically important 

supply centre for China 

and the Asia-Pacific region. By 

increasing the number of employees 

and doubling production 

capacity, we will bring health to 

more patients. 

China – investing in healthcare 

91

PHYTOCHEMICALS – PART OF OUR GLOBAL NETWORK 

Phytochemistry concerns research into chemicals derived from plants. On our farms in Australia 

and Brazil, we grow our own plants and extract and purify the active substances. We ensure 

that raw material production for our pharmaceutical ingredients, as well as for our Industrial 

Customer business, is conducted in a sustainable way. 

BRAZIL – BETTER 

TREATMENT OPTIONS 

The Brazilian pharmaceutical market is mainly out-of-pocket and 

hard to afford for most of the public. To grant access to medicines 

to a broader section of the population and to provide them with 

better treatment options, we are developing innovative business 

models together with the public sector. 

With a population of 196 million, 

Brazil is the fifth most populous 

country in the world and covers about 

half of the area of South America. A 

gross domestic product (GDP) of over 

USD 2 trillion made Brazil the seventh 

largest national economy in 2010. In 

2011 it reached sixth place. Brazil is a 

relatively young country with around 

half of the population under 29 years 

of age. This population bonus means 

that there is a large pool of young 

workers – an asset to a growing economy. 

The jobless rate was reduced to 

6 % in 2011. Social, political and economic 

stability is turning Brazil into 

one of the main destinations for foreign 

investment, benefiting from its 

young labour force. 

The pharmaceutical market 

The healthcare system in Brazil represents 

a continuous challenge for the 

government and stakeholders, as most 

of the active pharmaceutical ingredients 

(API) are imported and most of 

the population cannot afford out-ofpocket 

spending (which accounts for 

80 % of the market). For this reason, 

generics and low-price pharmaceutical 

products are growing strongly. 

The greatest need is to offer good prices 

and good quality. The government has 

set up the Brazilian popular pharmacy 

programme (Programa Farmácia Popular 

do Brasil) to increase the supply of 

medicines to the poor, but many patients 

still do not have access to medicines and 

92 




[ brazil ] 

196m 

population 

USD 2.09tn 

gdp 

are therefore increasingly demanding 

access to innovative drugs from the 

government for which they previously 

had to pay out-of-pocket. 

Boehringer Ingelheim in Brazil – 

knowledge transfer 

To provide a broader part of the population 

with better treatment options, 

we are developing new business models 

in Brazil. In signing a five-year 

partnership with the Brazilian government 

in 2011, we chose one such 

model. On the one hand, we are 

granting the supply of sifrol®, for the 

treatment of Parkinson’s disease, for 

government purchase, in order to provide 

patients with a high-class product. 

On the other hand, we will transfer 

knowledge and technology on how 

to produce the API pramipexole for 

the drug to a local public production 

site after the five years. 

Better access to medicines 

spiriva® for the treatment of chronic 

obstructive pulmonary disease (COPD), 

is another example of our growing 

são paulo 

head office 

presence in the public sector. The future 

of spiriva® looks even more promising, 

as it has been newly listed in several 

states of Brazil. We thus facilitate access 

to better treatment opportunities for patients 

with COPD. The disease can be 

diagnosed by means of spirometry and 

we can help thousands of patients who 

depend on public assistance to get adequate 

access to therapies and to acquire 

their medication. 

Education 

Moreover, the Brazilian government 

decided to include our products actilyse® 

and metalyse® in the federal 

protocol of reimbursement in 2012. 

Stroke is the number one cause of death 

in Brazil. The government recognises 

the enormous human suffering caused 

by stroke and acute myocardial infarction 

(AMI), and the impact they have 

on the national economy. We offer a 

training and education programme, 

“Educar para Salvar” (Educate to Save), 

for public health agents to build up 

awareness of the early symptoms of 

stroke and AMI. 


IN BRAZIL 

Our first subsidiary over the Atlantic, 

Boehringer Ingelheim do Brasil Química e 

Farmacêutica Ltda., was founded in 1956. 

Our main product portfolio consists of 

buscopan®, spiriva®, anador®, micardis®, 

sifrol® and secotex®. pradaxa® and 

trajenta® were launched in 2011, four to 

six months earlier than originally planned, 

thanks to the innovation-friendly government. 

Since the pharmaceutical market is mainly 

out-of-pocket, our over-the-counter business 

is of great worth and represents 48 % 

of our Human Pharmaceuticals business 

value. buscopan® is among the top ten 

brands in Brazil – with strong growth rates. 

The main product of our Animal Health 

Business is ingelvac circoflex®, which 

combats porcine circovirus type 2. 

Brazil – better treatment options 

93

# 05 

FLEXIBILITY 

FOR STRONG NETWORKS 

Through our production network we supply the global market with our active 

pharmaceutical ingredients and high-quality medicines. Here, we give the 

highest priority to quality and reliability from the start of a product’s life cycle 

as well as to supplying the market with established products. As our network 

covers all the regions worldwide, we are able to adapt flexibly to the local requirements 

of each region. With our product launch record, innovative technologies 

and cost-effectiveness, we satisfy both internal and external customers. 

Please see 


96 SUPPLY CHAIN RELIABILITY AND INTEGRITY 

98 SUCCESSFUL PRODUCT LAUNCHES 

94 



flexibility for strong networks 

Flexibility for strong networks 95

2 

1 

1 Increasingly globalised pharmaceutical supply chains demand excellent management. 

2 The product pradaxa® is packed in boxes at the LogiPack-Center in Ingelheim, Germany. 

3 A growing number of counterfeit drugs on the worldwide pharmaceutical market is a threat 

for patients. 

4 One of our production sites is in Koropi, Greece. 

SUPPLY CHAIN RELIABILITY 

AND INTEGRITY 

An increasing number of counterfeited medical products can be 

observed today. We ensure supply chain integrity and the supply 

of original high-quality products. 

Operations at Boehringer Ingelheim 

have established a reliable supply 

plan for product launches. However, 

when growing market demands and 

associated risks are gauged, additional 

measures have to be designed into 

launch planning. Setting up contingency 

launch sites has therefore become 

part of the plan execution. The 

originating launch site will thus receive 

support shortly after launch 

through a second or third production 

site. 

Site transfers at such an early stage in 

the product life cycle are more challenging 

compared to the transfer of 

already established products, as less 

process experience exists at the beginning. 

Such transfers offer the chance 

of a significant increase in operational 

supply chain reliability and flexibility. 

Patient security and safety 

Management of increasingly globalised 

pharmaceutical supply chains has become 

a top public health concern regarding 

patient safety. We are firmly 

committed to delivering safe and efficacious 

products to our patients and 

customers around the globe. 

The traditional supply chain of a medicinal 

product used to be short and 

transparent. Pharmaceutical manufacturers 

sourced from local or regional 

raw material suppliers and sold 

finished products via certain wholesalers 

to pharmacies where customers 

obtained the products. 

Today, an increasing number of counterfeited 

medical products can be observed, 

falsified regarding their identity, 

history or source. Adulterated active 

pharmaceutical ingredients (API) are 

foisted into regular supply chains and 

96 




PRADAXA® – VARIOUS PRODUCT 

PACKAGINGS 

3 

In August 2011, pradaxa® was approved in the 

indication stroke prevention in atrial fibrillation 

(SPAF) in Europe. All European member countries 

obtained marketing authorisation simultaneously. 

The main complexity for this launch 

was the magnitude of the various product 

packagings per country, presentations based 

on differing languages, pack sizes and dosage 

strengths. Because of the innovative character 

of pradaxa®, time was essential to make the 

product widely available to offer treatment 

alternatives for patients. 

4 

the theft and distribution of finished 

pharmaceutical products via questionable 

or even illegal channels is on 

the rise. 

Better control by networking 

In this new environment, traditional 

control mechanisms no longer suffice. 

All members need to be involved in 

the pharmaceutical supply chain and 

our efforts are extended beyond the 

point of product sale. Supply chain integrity 

is the responsibility of all actors 

involved in sourcing, manufacturing, 

packaging and distributing 

raw materials, intermediates and final 

products. Open dialogue and networking 

with external stakeholders 

are essential to achieve a safe supply 

chain with integrity, as one company 

alone cannot solve the issue. 

Product protection 

Full end-to-end supply chain transparency 

from initial materials to patients 

is recognised as the key enabler 

to ensure product integrity globally 

and trigger rapid action. Product pro- 

tection concepts must comply with 

regulations and be concrete to achieve 

the target. They differentiate between 

genuine and counterfeited products. 

Mass serialisation is currently considered 

to be the most effective enabler 

to ensure public health and safety. 

Collaboration with customs and police 

to support prosecution of criminal 

activities is important. Thus, we 

thoroughly investigate all incidents 

leading to a violation of supply chain 

integrity. The combination of serialisation, 

tamper-evident closure and 

point-of-dispense verification helps to 

guarantee that patients receive the 

prescribed original, high-quality medication. 

COUNTERFEIT DRUGS — 

HEALTH THREAT 

Supplying patients with genuine 

medications has become an important 

topic, as counterfeiting is 

an increasing threat to patient 

health and thereby to the pharmaceutical 

industry. Commitment 

to patient safety has been the 

foundation of Boehringer Ingelheim’s 

business activities. Our 

“Product Safety and Security” 

(PSS) initiative is an important 

part of our overall anti-counterfeiting 

strategy. The scope of PSS 

is to manufacture serialised medicinal 

products to ensure that 

nobody has manipulated the box. 

Supply chain reliability and integrity 

97

1 Nozzles for the respimat® Soft Mist TM inhaler 

are produced in Dortmund, Germany. 

2 Final quality control at our plant in 

Yamagata, Japan 

3 Japanese blister packaging machine 

4 Launching team that produced the first 

boxes for the Japanese market 

1 

2 

SUCCESSFUL PRODUCT LAUNCHES 

Launching a new medicine to supply the market is highly complex. 

Once a novel drug has proven its effectiveness and passed all 

the regulatory approval stages, a robust product launch process 

becomes critical to ensure market success. 

This launch process must address 

all necessary steps, from aligning resources 

and managing production 

volumes against forecast to developing 

the required documentation and 

executing sales and marketing activities. 

A stable launch process results in 

a faster time-to-market for the product 

and, hence, time-to-profit. Activities 

are better planned, coordinated 

and more tightly integrated across the 

various functions. 

Strong commitment and flexibility 

Operations is well prepared for future 

launch challenges. Even dramatically 

shortened timelines for some countryspecific 

product introductions, or the 

implementation of last-minute information, 

such as local trade names, 

are supported in a highly efficient and 

effective way. The close interactions 

between launch sites in the USA and 

Germany, and alignment with the local 

supply chain organisations, are the 

guaranty for a successful launch. 

TRAJENTA® — DIABETES 

ALLIANCE 

trajenta® (linagliptin) is the first 

product of our diabetes alliance 

with Eli Lilly and Company, first 

launched in the USA. Over the 

next five years, we plan to launch 

numerous innovative products 

from our diabetes portfolio worldwide. 

Several of them will be 

based on two new chemical entities 

discovered by our research 

team. Another product in our diabetes 

portfolio is jentadueto TM 

(linagliptin/metformin), the fixed 

dose combination of linagliptin 

with metformin approved by the 

US Food and Drug Administration. 

Applying such a process methodology, 

we succeeded in launching several 

new products in 2011. A great example 

is trajenta® for the treatment of 

diabetes (see box left). 

The launch of Trajenta® 

In Ingelheim, Germany, preparations 

for the launch of trajenta® began in 

early 2010 with the start of drug substance 

manufacturing for initial market 

supply. In February 2011, the first 

drug product tablets for launch were 

produced at Roxane, one of our global 

launch sites for prescription medicines 

in Columbus, Ohio, USA. 

The trajenta® launch was unique, 

due to almost simultaneous new drug 

application submissions in the USA, 

98 




JAPAN – SUCCESSFUL LAUNCHES DESPITE 

THE EARTHQUAKE AND TSUNAMI 

3 

Despite the natural catastrophe in March 2011, 

the team based at our Japanese plant in 

Yamagata successfully launched trajenta® 

(Japanese trade name trazenta®), pradaxa® 

(trade name in Japan prazaxa®) and sifrol® er 

(mirapex® la) on the Japanese market. pradaxa® 

was even launched almost one year earlier 

than expected. 

4 

the European Union and Japan, followed 

soon after by additional 

launches in 18 countries, including 

India and China. Noteworthy was 

Roxane’s use of process analytical 

technology (PAT) to ensure a reliable, 

high-quality supply of trajenta®. 

This is our first global submission using 

PAT at product launch. These 

techniques are now being transferred 

throughout our network all over the 

world as best practice. In the USA, 

launch and shipping of tradjenta® 

took place less than ten days after the 

date of approval. As a result, 120 distribution 

centres for 21 direct US 

wholesalers received enough products 

that day to ensure coverage across the 

country. Over 29,000 pharmacies 

across the USA stocked at least one 

bottle of trajenta® within a week of 

launch. 

from Ingelheim. The first release for 

the EU launch was carried out in September 

2011 in Ingelheim. 

Innovative dosage forms 

At Boehringer Ingelheim, launch 

preparations are not only limited to 

active ingredients and medications. 

Our goal is also to make innovative 

dosage forms, such as the precision 

inhaler respimat® Soft Mist TM Inhaler, 

available to the market. The inhaler 

system is manufactured in Dortmund, 

Germany, and the cartridges and 

medication at the Launch & Strategic 

Products (LSP) site in Ingelheim. 

combivent® respimat®, which will 

become available to patients in the USA 

by mid 2012, is another example where 

our innovative device technology is 

used. 

In 2011, our launch site Roxane, 

Inc. also launched viramune® xr, 

a once-a-day formulation of nevirapine 

for use in combination 

with other antiretrovirals for the 

treatment of HIV-1 infections in 

adults. It was the first product to 

move directly from development 

to operations. 

For the European market, Ingelheim, 

Germany, was established as the port 

of entry for trajenta®. Also the European 

countries require local release, 

so products for Europe are distributed 

Successful launches 

99

www.boehringer-ingelheim.com 

annualreport.boehringer-ingelheim.com

Value through Innovation 

Business Year 2011

usiness year 2011 

content 

our company 

our company 

0 6 t h e s h a r e h o l d e r s ’ p e r s p e c t i v e 

1 0 K e y a s p e c t s 2 0 1 1 

1 5 c o r p o r at e b o d i e s 

group management report 2011 

group management report 2011 

1 8 B u s i n e s s a n d o p e r at i n g e n v i r o n m e n t 

2 9 n e t a s s e t s, f i n a n c i a l p o s i t i o n a n d r e s u lt s f r o m o p e r at i o n s 

3 3 r e p o r t o n p o s t - b a l a n c e s h e e t d at e e v e n t s 

3 3 r i s k r e p o r t 

3 4 r e p o r t o n e x p e c t e d d e v e l o p m e n t s

consolidated financial statements 2011 

consolidated financial 

statements 2011 

3 8 o v e r v i e w o f t h e m a j o r c o n s o l i d at e d c o m p a n i e s 

4 0 c o n s o l i d at e d b a l a n c e s h e e t 

4 1 c o n s o l i d at e d p r o f i t a n d l o s s s tat e m e n t 

4 2 c a s h f l o w s tat e m e n t 

4 3 s tat e m e n t o f c h a n g e s i n g r o u p e q u i t y 

4 4 n o t e s t o t h e c o n s o l i d at e d f i n a n c i a l s tat e m e n t s 2 0 1 1 

6 3 a u d i t o r ’ s r e p o r t 

product portfolio 

product portfolio – 

a selection 

[ branded prescription medicines ] 

6 8 r e s p i r at o r y d i s e a s e s 

7 0 d i s e a s e s o f t h e c e n t r a l n e r v o u s s y s t e m 

7 2 c a r d i o va s c u l a r d i s e a s e s 

7 6 m e ta b o l i c d i s e a s e s 

7 6 i n f e c t i o u s d i s e a s e s 


7 8 c o u g h a n d c o l d 

7 8 s o r e t h r o at 

8 0 g a s t r o i n t e s t i n a l d i s e a s e s 

8 2 v i ta m i n s a n d s u p p l e m e n t s 

8 2 u r o l o g i c a l d i s e a s e s 

8 4 l e g v e i n h e a lt h 

8 4 p a i n 


8 6 f o o d p r o d u c i n g a n i m a l s – s w i n e 

8 8 f o o d p r o d u c i n g a n i m a l s – c at t l e 

9 0 c o m p a n i o n a n i m a l s – s m a l l a n i m a l s 

9 2 c o m p a n i o n a n i m a l s – h o r s e 

Content

Boehringer Ingelheim group 

financial highlights 

Amounts in millions of EUR, unless otherwise indicated 2011 2010 Change 

Net sales 13,171 12,586 5 % 

by region 

Europe 31 % 32 % 

Americas 46 % 45 % 

Asia, Australasia, Africa 23 % 23 % 

by business 

Human Pharmaceuticals 93 % 93 % 

Animal Health 7 % 7 % 

Research and development 2,516 2,453 3 % 

Personnel costs 3,664 3,358 9 % 

Average number of employees 44,094 42,224 4 % 

Operating income 2,272 1,896 20 % 

Operating income as % of net sales 17.3 % 15.1 % 

Income after taxes 1,476 888 66 % 

Income after taxes as % of net sales 11.2 % 7.1 % 

Shareholders‘ equity 7,466 6,474 15 % 

Return on shareholders‘ equity 22.8 % 15.0 % 

Cash flow 2,378 2,234 6 % 

Investments in tangible assets 458 519 — 12 % 

Depreciation of tangible assets 535 498 7 % 

Top 4 products — Prescription Medicines 

Net sales 2011 in millions of EUR change 

spiriva® 3,153 + 10 % 

micardis® 1,593 + 2 % 

combivent® 766 + 5 % 

pradaxa® 629 + 915 % 

Top 4 products — Consumer Health Care 

Net sales 2011 in millions of EUR change 

buscopan® 180 + 34 % 

dulcolax® 171 + 8 % 

mucosolvan® 160 + 8 % 

pharmaton® 137 + 5 % 

[ photo on cover ] 

boehringer ingelheim center (headquarters, ingelheim, germany)


our company 

OUR COMPANY 

Boehringer Ingelheim is a research-driven company dedicated to 

resear ching and developing, manufacturing and marketing pharmaceuticals 

that improve health and quality of life. 

Our businesses are Human Pharmaceuticals and Animal Health. 

We focus on innovative drugs and treatments that represent major 

therapeutic advances. 

Excellence in innovation and technology guides our actions in all 

areas. Our products have long been highly successful in the treatment 

of respiratory, cardiovascular, central nervous system, and infectious 

disorders. We have successfully launched two new and innovative 

products in thrombo-embolic and metabolic diseases. In addition, we 

have successfully advanced our research in oncological and infectious 

diseases. 

We have more than 44,000 employees in 145 affiliated companies and 

operate global networks of research and development (R&D) facilities 

at seven sites and 20 production sites in 13 countries. R&D expenditure 

in the business area Prescription Medicines corresponds to 23.5 % 

of its net sales. 

Our headquarters is at Ingelheim, the German town where the familyowned 

company was founded in 1885. 

5

THE SHAREHOLDERS’ PERSPECTIVE 



Why do we attach great value to our company, Boehringer Ingelheim, being private and independent 

And why do we deliberately call ourself a family-owned company 

First, because we, the owner family, are a visible and noticeable part of our company, and 

secondly, because our company’s history is inseparably linked to our family history. And like 

a family, Boehringer Ingelheim was and will be marked by its identity and way of life. 

Social commitment is our nature 

As the shareholder family, we feel especially committed to society and general welfare. Beside 

our core business of helping people with innovative medicines, three Boehringer Ingelheim 

foundation projects promoting art and culture, as well as partnerships with academic basic 

research, have developed. Boehringer Ingelheim and the non-governmental organisation 

Ashoka have also recently entered into a partnership to support social entrepreneurs in the 

health sector. We, the shareholder family of Boehringer Ingelheim, have fostered and given 

shape to this social and cultural commitment over four generations. 

We, the shareholder family, the Board of Managing Directors and our employees seek interaction 

with society, as it provides stimuli for us and the company, gives us new perspectives 

and helps us to fulfil our vision “Value through Innovation”. 

6 



the shareholders’ perspective 

Deep breath makes space 

A family-owned company like Boehringer Ingelheim works continually with time. This 

means continuing the company’s successful history and leading the company, its employees 

and also our customers into the future. 

In everything we do, in all that we plan, Boehringer Ingelheim acts independently of shortterm 

commercial considerations in periods of time that extend over generations. The company’s 

continued existence is for us worth far more than short-term profit maximisation. 

Profit is for us an important key figure, but only one of many from which we can see whether 

the path we have taken has been successful or promises success. A high equity ratio, in 

order to withstand times of crisis, considerable investment in the company and organic growth 

are for us the strategies where we take this information into account. It is also highly relevant 

to us to be attractive to our current and prospective employees. 

Innovations that help people are our core. In our business these innovations do not happen 

“overnight”. That is why we plan long term. That gives us precisely the space and freedom 

for our own decisions in research and development and leads to our own successful dynamic 

over many decades. Most of all, this means important support for our employees in research 

and development in their work in pursuit of our supreme goal of helping people with innovations. 

With people, for people 

Our employees are the most important asset in our company and the guarantors of its innovative 

strength and efficiency. Only together with them can we succeed in realising our leitmotif 

“Value through Innovation” in all our activities. That is why fostering and further developing 

our employees is part of how we see ourselves. 

The shareholders’ perspective 

7

We shareholders experience and live out these values together with the Board of Managing 

Directors and our employees. We work together with mutual respect, trust and empathy. 

And together we commit ourselves with passion to Boehringer Ingelheim and our customers. 

Balance between necessary change and stabilising continuity 

Family-owned companies, such as Boehringer Ingelheim, are no islands. We too operate in a 

highly competitive environment. Processes of change in the economy and society, in the 

value systems of groups and individuals, are accelerating. 

Rapidly changing global markets, the systemic financial, economic and political crisis worldwide 

calling for globally coordinated solutions, and new regulations and complex legislation 

in the healthcare sector, all present challenges for us. Not only with regard to uncertainties 

that being entrepreneurial inevitably entails, but also with regard to these global processes 

of change, we must, as a family-owned company, show great flexibility in the face of uncertainties. 

Under these conditions our main focus is to ensure the continuity of our highly capable 

family-owned company. 

Outlook 

Boehringer Ingelheim faces, and will continue to face, many challenges. Our company will 

be borne and taken forward together with the Board of Managing Directors and our employees. 

It is all of these courageous, life-affirming people who dare to undertake something 

responsibly, who put their trust in their many-sided competences and their colleagues. 

8 



the shareholders’ perspective 

Be entrepreneurial, improve the established, develop the new! With this orientation, we, as 

the family-owned company Boehringer Ingelheim, have every reason to go our own way 

with self-confidence. 

I would not like to end without expressing my heartfelt gratitude on behalf of the shareholders 

to all those mentioned for their contribution to our business success in 2011. You 

have contributed to what we are: a successful and internationally respected pharmaceutical 

company with a distinct corpor ate culture. 

signed by 



The shareholders’ perspective 

9

KEY ASPECTS 2011 

andreas barner, engelbert tjeenk willink, wolfram carius, 

hubertus von baumbach (from left to right) 

the board of managing directors 

10 


usiness year 2011 key aspects 2011 

2011 was a successful year, but also a year filled with challenges for Boehringer Ingelheim. A year in 

which we were able to maintain our chosen course and, as expected, embarked on a new phase of 

growth. 

Start of a new growth phase 

A year ago, we looked at the new tasks in 2011 with optimism and confidence and announced the start 

of a new, organic, mid-single digit growth phase. And we have achieved this: net sales in local currency 

terms rose by +6.2 % (+ 4.6 % on a euro basis) to EUR 13,171 million. 

Furthermore, we were able in the past business year to increase the operating profit to EUR 2,272 million 

(EUR 1,896 million the previous year) and also the operating margin to 17.3 % (2010: 15.1 %). 

This is a very satisfactory business result. We have thereby established a good starting position for the 

coming years and see this confirming the merits of our long-term orientation. 

Our business: core products as the basis – new registrations with potential for the future 

The positive development of net sales was mainly borne by our Human Pharmaceuticals business. Our 

core prescription medicine products, such as spiriva® (chronic obstructive pulmonary disease – COPD), 

as well as combivent® (asthma) and micardis®/twynsta® (hypertension), form the stable basis for this 

gratifying growth. 

After very rapid registration, we successfully launched on the market two new, innovative products 

from our own research and development for stroke prevention in atrial fibrillation and diabetes. The 

growth rates of our novel oral anticoagulant pradaxa® (dabigatran etexilate) and trajenta® (linagliptin) 

for the treatment of type 2 diabetes had contributed decisively to Boehringer Ingelheim’s growth 

last year and, with their sales, will also shape the growth period that has now begun. 

The registration of trajenta® at the same time achieved the first milestone of the strategic alliance between 

Boehringer Ingelheim and Eli Lilly and Company for the joint development and marketing of active 

substances for diabetes. This long-term orientated cooperation also encompasses three other active 

substances and an option to jointly develop and market a further substance. 

Key aspects 2011 

11

Our Consumer Health Care (over-the-counter, OTC) medication business also developed positively, especially 

in the emerging markets, our strategically important growth markets. Once again, our established 

products buscopan®, dulcolax®, mucosolvan® and pharmaton® were Boehringer Ingelheim’s bestselling 

OTC products. 

Our Industrial Customer business, which is made up of our third-party business in biopharmaceuticals 

and pharmaceutical production and contract business in pharmaceutical chemicals, also registered 

gratifying growth. This growth is based on the favourable development in the biopharmaceutical area. 

Our Animal Health business too achieved gratifying growth. Swine vaccines with the bestselling product 

ingelvac circoflex® and also ingelvac® prrs were the main substantial growth drivers. 

Challenges for Boehringer Ingelheim 

For Boehringer Ingelheim, 2011 was also coupled with many different, unforeseeable challenges. These 

include the natural catastrophe in Japan and the reactor accident at Fukushima with inestimable consequences 

for people and the environment. We have followed these events with great sympathy. Our employees 

in Japan were unhurt and we are proud of how they successfully met the huge challenges with 

courage and determination. The systemic financial, economic and political crisis worldwide also had a 

burdening influence on healthcare systems and the pharmaceutical market. 

But internal extraordinary factors have also burdened the development of our business. These include 

the temporary – and in our view necessary – suspension of production at our US subsidiary Ben Venue 

Laboratories, Inc. to allow comprehensive renovation and corrective action, so that the medicines produced 

there can be made available again to patients as soon as possible. We are confident of being able 

to address the regulatory issues. 

Legislative interventions in price formation for prescription medicines in different markets also had a 

negative impact. In Germany, our new medicine trajenta®, for the treatment of type 2 diabetes, will 

not be available until the end of the evaluation process and the associated determination of the reimbursement 

amount for the therapy. 

12 


usiness year 2011 key aspects 2011 

Promoting our competitiveness 

We invest continuously in expanding our functions, such as our own research and development, supported 

by various research cooperations and our own production network. The paramount goal in so 

doing is to promote our competitiveness in order to secure our long-term independence as a familyowned 

company. 

New and innovative medicines from our own research and development, supported by various research 

cooperations with biotech companies, will enable Boehringer Ingelheim to maintain in the future the 

growth period that began in 2011. 

We therefore in 2011 also once again increased the investments in our research and development. Our 

well-filled product pipeline with promising study outcomes for substances under development, as well 

as significant sales potential, justifies our high investments in R&D. 

We are convinced that this successful, innovative pipeline from our own research and development is a 

good basis for our sustainable company development. 

Future challenges 

The major challenges facing the research-driven pharmaceutical industry, besides patent expiry and 

patent infringement, are growing investments in the R&D area and greater obstacles and raised expenditure 

in product registration. In this context, special mention must be made of increased cost pressure 

in healthcare systems, which increasingly less lead to appropriate account being taken of the high 

investment expenditure in the development of new medicines. Legislative interventions in price formation 

for prescription medicines also have a negative impact in different markets. 

This will continue to be a challenge for Boehringer Ingelheim in future. This is a challenge we face 

gladly and with confidence. We will reach our demanding goals with our great, innovative strength 

based on a successful pipeline of our own products in research and development. 

This will succeed in close cooperation with the efficiency of our highly qualified and committed employees 

who are for us the company’s greatest asset and its fundamental success factor. They deserve 

thanks for the success of the past year. 

Key aspects 2011 

13

Outlook 

We are convinced that the basis of our established product portfolio, new introductions and the successful 

launch of more new products from our own research and development will enable us to sustainably 

strengthen and expand our position on the world market for human and veterinary pharmaceuticals. 

For 2012, we expect to boost growth and expect a high single-digit increase in sales. This will also positively 

impact profit growth. 

signed by 

andreas barner 

signed by 

hubertus von baumbach 

signed by 

wolfram carius 

signed by 

engelbert tjeenk willink 

14 



corporate bodies 

CORPORATE BODIES 

Shareholders’ Committee 

Board of Managing Directors 


Chairman of the Shareholders’ Committee 

albert boehringer (until 30.09.2011) 

christoph boehringer 

erich von baumbach jr. 

ferdinand von baumbach 

isabel boehringer (from 01.10.2011) 

dr mathias boehringer 

prof.* dr dr andreas barner 

Chairman of the Board 

Corporate Board Division Pharma Research, 

Development and Medicine 

hubertus von baumbach 

Corporate Board Division 

Finance and Animal Health 

prof. h.c. dr wolfram carius 


Human Resources and Operations 

Advisory Board 

prof. dr michael hoffmann-becking 

Attorney at Law, Düsseldorf 

Chairman of the Advisory Board 

engelbert tjeenk willink 


Marketing and Sales Human Pharma 

egbert appel 

Trustee, Martin Hilti Family Trust 

Member of the Board and Managing Director 

Hilti Foundation 

dr andreas kreimeyer 

Member of the Board of Executive Directors 

and Research Executive Director 

BASF SE 

prof. dr fredmund malik 

Chairman of the Board 

Malik Management Zentrum St. Gallen AG 

Jan Rinnert 

Vice Chairman of the Board of Management 

Heraeus Holding GmbH (from 01.09.2011) 

*Republic of Austria 

Corporate bodies 

15

16 



group management report 

2011 

GROUP MANAGEMENT REPORT 

18 BUSINESS AND OPERATING ENVIRONMENT 

29 NET ASSETS, FINANCIAL POSITION AND 

RESULTS FROM OPERATIONS 

33 REPORT ON POST BALANCE SHEET DATE EVENTS 

33 RISK REPORT 

34 REPORT ON EXPECTED DEVELOPMENTS 

Group Management Report 17

GROUP MANAGEMENT REPORT 2011 

BUSINESS AND 

OPERATING ENVIRONMENT 

Economic environment 

In the 2011 calendar year, the global economy continued 

the growth trend started in the previous year. However, 

the pace of global economic growth tailed off to 2.7% 

compared with the previous year (+ 4.1%). This decrease 

is largely due to uncertainty over the mounting sovereign 

debt crisis in Europe, turbulence on the financial markets, 

the impact of the natural and nuclear disaster in Japan 

and the rise in raw material prices. The main sources of 

growth momentum for the global economy were emerging 

countries, such as China and India, with growth 

rates of around 9.1% and 6.7% respectively. 

Germany’s economic upturn continued in 2011 with a 

growth rate of 3%. The main growth components were 

the positive global economic environment and the positive 

labour market development, which fostered consistently 

high domestic consumption. A new high of more 

than 41 million people in employment was reached in 

2011. The average number of unemployed during the 

year was 2.5 million. Due to further programmes to cut 

public sector budgets in 2012 and a worsening external 

environment, economic growth is expected to fall significantly 

to 0.7%. 

With an average inflation rate of 2.3%, price rises in 

Germany more than doubled year-on-year in 2011, 

measured with the consumer price index. The main 

Another slight slowdown in global economic growth to 

2.5% is expected for the 2012 financial year. The reasons 

for this are uncertainty over the further impact of the 

debt crisis in Europe and lower growth in countries, such 

as China, Brazil and India. Whilst the emerging and developing 

countries are likely to post economic growth of 

5.4%, growth in the region of just 1.4% is expected for 

the industrialised nations. 

Within the eurozone, there were sharp contrasts in economic 

development in 2011. Even so, at 1.6%, growth 

remained virtually unchanged compared with the previous 

year (+ 1.7%). However, some countries in southern 

Europe had to reduce public spending due to budgetary 

tightening, thus ruling out new growth momentum. For 

the 2012 financial year, the World Bank forecasts a 0.3% 

decline in economic growth within the eurozone, as economic 

growth is also tailing off noticeably in the other 

euro states. 

Net sales by business (in millions of EUR) 

Prescription Medicines 


10,096 

2010 9,702 



1,396 

2010 1,318 

Biopharmaceuticals 

2011 519 

2010 422 

Pharma Chemicals and Pharmaceuticals Production 


2010 216 

Animal Health 


2010 921 

18 




Net sales by region (in millions of EUR) 

Americas 6,087 5,724 


Europe 4,037 4,089 


Asia, 

Australasia, 

Africa 

(AAA) 3,047 2,773 


reason for this was the sharp rise in raw material prices. 

There was a similar picture for the entire eurozone, with 

an inflation rate of 2.7%. 

In addition to the euro, the other key currencies for the 

Boehringer Ingelheim group of companies are the US 

dollar (USD) and the Japanese yen (JPY). The latter two 

currencies fluctuated significantly in the 2011 financial 

year. In relation to the US dollar, the euro ranged between 

1.29 USD/EUR and 1.49 USD/EUR in 2011. After 

a brief period of decline the exchange rate continuously 

rose until the middle of the second quarter, reaching an 

interim high of 1.49 USD/EUR. After moving sideways 

between 1.40 and 1.45 USD/EUR at the beginning of 

second half of the year, the euro started to decline markedly 

at the beginning of September, due to the European 

debt crisis and the resulting uncertainty. The financial 

year ended with an exchange rate of 1.29 USD/EUR. 

Compared with 31 December 2010, the euro was down 

3% against the US dollar. 

In the 2011 financial year, the exchange rate of the euro 

against the Japanese yen ranged between 100 JPY/EUR 

and 123 JPY/EUR, which equates to a change of more 

than 20%. Up until the start of the second quarter of 

2011, the euro steadily gained in value against the yen, 

also due to the earthquake and nuclear catastrophe in 

Japan, reaching its high for the year of 123 JPY/EUR. After 

this, the euro began to fall steadily until the end of 

the third quarter. A brief rally until mid-October was not 

maintained. The 2011 financial year ended with an exchange 

rate of 100 JPY/EUR (also the annual low). Compared 

with 31 December 2010, the euro was down 

around 8% against the yen. 

The global pharmaceutical market remained stable in 

2011, recording growth of around 4.6%, which was 

slightly higher than in 2010 (4%). This development was 

influenced by health policy measures and price regulations, 

mainly in Europe and the USA, as well as higher 

cost pressure on health systems, which had a negative 

impact on the pharmaceutical sector, particularly in established 

industrialised nations, and led to lower sales. 

Growth in the world pharmaceutical market was therefore 

largely driven by high growth rates in emerging markets 

(including China, Brazil, Russia, India, Mexico and 

Turkey). For 2011, market researchers are forecasting 

slightly weakening growth of around 3% for the global 

pharmaceutical market, with growth rates still expected 

to continue to vary widely on the different pharmaceutical 

markets around the world. 

Business at Boehringer Ingelheim 

2011 was a successful year for Boehringer Ingelheim, 

but also a challenging one. Following the transitional 

year of 2010, which was characterised by patent expiries, 

regulatory changes on the markets and preparations for 

new product launches, we initiated a new period of organic 

growth in the 2011 financial year. Boehringer Ingelheim 

generated sales of EUR 13,171 million in the 

2011 financial year. As expected, the previous year’s 

figure of EUR 12,586 million was exceeded with sales 

growth of 4.6%. After a very quick registration, we successfully 

launched two new products arising from our 

own research and development for prevention of stroke 

in patients with atrial fibrillation (pradaxa®) and diabetes 

( trajenta®), which are new indication areas for us. 

The growth rates of these new products, pradaxa® and 

trajenta®, made a major contribution to the growth of 

Business and operating environment 19

Boehringer Ingelheim, and they will continue to be key 

factors in the growth phase that is now underway. Our 

established core products, such as spiriva® for chronic 

obstructive pulmonary disease (COPD), micardis®/ 

twynsta® for high blood pressure and combivent® for 

COPD and Asthma also propelled this positive growth. 

A well-filled product pipeline will enable Boehringer 

Ingelheim to continue the growth phase initiated in 

2011 into the future. 

As part of our corporate strategy, we are focusing our 

business activities on the successful research and development 

of innovative medications. By concentrating on 

our strengths in this way, we are laying the foundations 

for continuous organic growth. In areas where we require 

new expertise, or if meaningful market opportunities 

arise, Boehringer Ingelheim will also evaluate opportunities 

for external growth. 

In January 2011, Boehringer Ingelheim and Eli Lilly announced 

the start of a strategic alliance for joint development 

and marketing of diabetes active ingredients. A 

first milestone was achieved in this new indication area 

for Boehringer Ingelheim with the approval of our medication 

trajenta® (active ingredient linagliptin) in the 

USA, Europe and Japan during 2011. The long-term alliance 

covers three more active ingredients as well as an 

option for joint development and marketing of an additional 

substance. 

In addition, at the beginning of the year, Boehringer 

Ingelheim and Amgen Inc. agreed the acquisition of the 

biotechnological development and production site in 

Fremont, USA. The site was integrated into the existing 

biopharmaceutical network in the first half of 2011, and 

reflects the great strategic importance of biotechnology 

within the Boehringer Ingelheim group of companies as 

well as the importance of the US market. 

In the past financial year, our business was negatively 

affected by the in our view necessary temporary suspension 

of production at our US subsidiary Ben Venue Laboratories, 

Inc. to allow comprehensive renovation and 

corrective actions as well as the reorganisation measures 

at our Japanese subsidiary SSP Co., Ltd. in the Consumer 

Health Care area. 

The positive development of sales was driven by the two 

regions of the Americas and Asia/Australasia/Africa (AAA). 

Year-on-year growth of 6.3% was generated in the Americas 

region with sales of EUR 6,087 million. With a 46% 

share of group sales, this region remains Boehringer Ingelheim’s 

most important sales market. As expected, 

the AAA region posted the strongest growth with 9.9%. 

With net sales of EUR 3,047 million, this increasingly 

significant region accounted for around 23% of group 

sales. The Europe region posted a slight decline in sales 

(– 1.3%) to EUR 4,037 million. This region thus accounted 

for around 31% of group sales. 

Net sales by region 

(in millions of EUR) 2011 2010 Change 

Americas 6,087 5,724 6.3% 

Europe 4,037 4,089 — 1.3% 

Asia, Australasia, Africa (AAA) 3,047 2,773 9.9% 

With gratifying growth of around 4.6% we generated 

sales of EUR 12,195 million in the Human Pharmaceuticals 

business in the 2011 financial year. Consequently, 

this business accounted for around 93% of group sales. 

Within the Human Pharmaceuticals business, the Prescription 

Medicines business generated sales of EUR 10,096 million 

with growth of 4.1%. In addition, our Consumer 

Health Care division achieved sales of EUR 1,396 million 

with growth of 5.9%. Our Animal Health business 

also showed positive development in the 2011 financial 

year. With year-on-year growth of 6.0%, it achieved sales 

of EUR 976 million. This division’s share in our total sales 

increased to around 7%. Sales growth is largely attributable 

to the positive development of our animal vaccines, 

especially ingelvac circoflex®. 

20 




Net sales by businesses 


Prescription Medicines 10,096 9,702 4.1% 

Consumer Health Care (CHC) 1,396 1,318 5.9% 

Biopharmaceuticals 519 422 23.0% 

Pharma Chemicals and 

Pharmaceutical Production 178 216 — 17.6% 

Animal Health 976 921 6.0% 

Our encouraging sales performance in 2011 serves to 

affirm our actions as a company. Following the difficult 

transitional year of 2010, we have been able to initiate a 

new growth phase on the back of the strong development 

of our established products and successful new 

product launches. 

Our committed employees and positive results in research 

and development form the basis for the continuation 

of our long-term growth. At EUR 2,272 million, 

Boehringer Ingelheim’s operating income corresponded 

to a return on net sales of 17.3%. 

Key figures (in millions of EUR) 2011 2010 Change 

Net sales 13,171 12,586 4.6% 

Operating income 2,272 1,896 19.8% 

Return on net sales 17.3% 15.1% 

Research and development (R&D) 

On the basis of Boehringer Ingelheim’s guiding principles, 

our company’s research and development activities 

are focused on developing medications and treatments 

for diseases that cannot yet be treated in a satisfactory 

manner. We are constantly striving to make an important 

contribution in areas where the need for treatment 

is high and to attain a leading position in the major indication 

areas. In order to achieve this goal, we ensure that 

we are up-to-date with strategically important technologies 

and systematically research new key technological 

approaches. 

Boehringer Ingelheim’s successful research and development 

activities and associated innovative strength 

have always provided the basis for our positive economic 

development in previous years. In-house research and 

development will remain a top priority in the future. 

It represents the cornerstone of the Boehringer Ingelheim 

group of companies and will continue to be our main 

growth driver. An example of the consistent implementation 

of our strategy is the investment of around 

EUR 80 million for the construction of new research and 

development facilities at our site in Ridgefield, Connecticut, 

USA. 

In the 2011 financial year, we employed an average of 

7,159 staff at our R&D sites. With a total investment of 

around EUR 2,516 million in research and development 

activities, Boehringer Ingelheim once again slightly increased 

its investment in this field compared with the 

previous year. In total, Boehringer Ingelheim thus invested 

19.1% of group sales in the research and development 

of new medicines in 2011. 

Independent research and development of medications is 

of fundamental importance to Boehringer Ingelheim. In 

addition, we are expanding our own product portfolio 

through cooperation agreements and targeted in-licensing 

of technologies and products. 

Research and development 2011 2010 2009 2008 2007 

Expenditure in millions of EUR 2,516 2,453 2,215 2,109 1,900 

– as % of net sales 19.1 19.5 17.4 18.2 17.3 

Prescription Medicines expenditure in millions of EUR 2,372 2,306 2,100 2,016 1,818 

– as % of Prescription Medicines net sales 23.5 23.8 20.9 22.1 21.0 

Average number of employees 7,159 7,093 6,934 6,788 6,405 

Investments in tangible assets (without investments in infrastructure) in millions of EUR 112 83 125 145 157 

Business and operating environment 

21

Human Pharmaceuticals 

Our four large research sites in Germany (Biberach), the 

USA (Ridgefield), Austria (Vienna) and Canada (Laval) 

are focused on the following indication areas: 

• Respiratory diseases 

• Cardiometabolic disorders 

(cardiovascular and metabolic diseases) 

• Oncology 

• Neurological diseases 

• Immunology 

• Infectious diseases 

Boehringer Ingelheim again made substantial progress 

in terms of new substances in clinical research in the 

2011 financial year. Our innovations in the therapeutic 

area of oncology with our substances afatinib and nintedanib 

as well as in the virology segment with our active 

ingredients BI 201335 and BI 207127 are particularly 

worthy of mention here. 

Boehringer Ingelheim is one of the world’s leading pharmaceutical 

companies in the treatment of respiratory 

diseases. Our research and development are particularly 

focused on chronic obstructive pulmonary disease 

(COPD), asthma and idiopathic pulmonary fibrosis. To 

improve the treatment outcomes of our product spiriva® 

(active ingredient tiotropium), a long-acting anticholinergic 

(LAMA) for inhalation, daily single administration 

of the fixed-dose combination of tiotropium and olodaterol, 

a long-acting β2-agonist (LABA), is being examined 

in the context of the extensive phase III study programme 

“TOviTO®”. The study programme started with 

the “TOnado® 1” and “TOnado® 2” studies, in which the 

efficacy and safety of the fixed-dose combination of tiotropium 

and olodaterol are being compared with the respective 

single active substances in the treatment of 

COPD patients. Furthermore, the initial results of a 

phase III study regarding the efficacy of olodaterol monotherapy 

are expected in the first half of 2012. 

with the active ingredients of our product combivent® 

at the beginning of October 2011. The respimat® inhaler 

is a propellant gas-free soft-mist nebuliser, which acts as 

a standard application for our future respiratory system 

products. 

After our product pradaxa® (active ingredient dabigatran 

etexilate) obtained approval in the USA and Canada 

in the indication stroke prevention in patients with atrial 

fibrillation back in 2010, approvals in Europe and Japan 

followed in the 2011 financial year. 

Our oral anticoagulant pradaxa® has been approved for 

prevention of venous thrombo-embolism (VTE) following 

hip and knee replacement operations since 2008. The 

indication area for dabigatran etexilate has now been extended, 

delivering significant therapeutic added value 

from a medical viewpoint, as this is the first approval in 

the field of oral anticoagulants for 50 years. 

Receiving the “Prix Galien”, an award for cutting-edge 

pharmacological research, in Canada in November 2011 

in the “innovative products” category for our medication 

pradaxa®, was further confirmation of the high quality 

of our research and development activities. 

In the indication area metabolic diseases, research and 

development work is focused on active ingredients for 

the treatment of diabetes. A first milestone in the diabetes 

alliance between Boehringer Ingelheim and Eli Lilly 

was reached in the USA, Japan and Europe during 2011 

with the approval of our medication trajenta® (active 

ingredient linagliptin). Linagliptin is a dipeptidyl peptidase-4 

inhibitor (DPP-4 inhibitor) for the treatment of 

type 2 diabetes and is approved as monotherapy and 

combination therapy with metformin or with a sulfonylurea 

and metformin. In addition, linagliptin is the only 

DPP-4 inhibitor on the market that can be used in patients 

with type 2 diabetes and restricted kidney or liver 

function without adjusting the dose. 

In addition to this, our respimat® technology obtained 

approval for treatment of COPD in the USA in conjunction 

In the indication area oncology, Boehringer Ingelheim focuses 

on research and development of novel cancer treat- 

22 




ments that give patients therapeutic added value, thus 

helping to improve their quality of life. The research field 

covers the development of targeted treatments for solid 

tumours as well as haematological cancers. 

In the context of our LUX® study programme, the effectiveness 

of our substance afatinib (BIBW 2992) on various 

solid tumours (including non-small-cell bronchial 

carcinoma, breast cancer and carcinoma of the head and 

neck) is being examined in several studies taking place 

worldwide. Our active ingredient afatinib is an innovative 

tyrosine kinase inhibitor (TKI) that leads to irreversible 

inhibition of two tyrosine kinase receptors involved 

in the growth and spread of tumours. 

In addition to the “LUX®-Breast-1” clinical phase III approval 

study started last year to assess the effectiveness 

of afatinib in breast cancer, two more phase II studies, 

“LUX®-Breast-2” and the “1200.89” study, were started 

during 2011, examining the effectiveness of our substance 

afatinib on other forms of breast cancer. This 

potential extension of the range of applications is a key 

milestone on the path towards extending our developments 

in oncology beyond lung cancer. 

The active ingredient ninte danib is the second leading 

substance in our oncology pipeline. This is a triple angiokinase 

inhibitor for the treatment of patients with advanced 

non-small-cell bronchial carcinoma. In relation 

to this, the first results of the extensive LUME® study 

programme are now available. In the context of the 

clinical phase III study “LUME®-Lung-1”, a longer progression-free 

survival was established in patients with 

advanced or relapsing non-small-cell bronchial carcinoma. 

Furthermore, an additional clinical phase III study 

is being conducted with our active ingredient nintedanib 

for the treatment of patients suffering from ovarian 

cancer. 

Our third oncology active ingredient is volasertib (BI 6727). 

This is a specific inhibitor of Polo-like kinase-1 (Plk-1), 

which is currently going through a large-scale clinical 

phase II study programme. In addition, two new chemical 

molecules and two antibodies were added to the oncology 

portfolio in 2011. 

Boehringer Ingelheim’s research and development activities 

in the therapeutic area infectious diseases are focused 

on viral diseases with high, previously unmet 

medical needs. Focus here is on treatment of hepatitis C 

viruses (HCV). In the 2011 financial year, further significant 

progress was made here with our substances 

BI 201335, an orally administered HCV-NS3/4A protease 

inhibitor, and BI 207127, an NS5B-RNA-dependent 

polymerase inhibitor. Boehringer Ingelheim published 

promising results of two phase II studies from the 

SILEN-C® study programme for the active ingredient 

BI 201335 (protease inhibitor) in November 2011. A reduction 

in the period of treatment for hepatitis C and an 

increase in the likelihood of virological healing compared 

with the traditional standard treatment were observed 

in the context of the SILEN-C®3 study. In addition, 

the study “SILEN-C®1” showed that our protease 

inhibitor can also lead to an improvement in the clinical 

picture in patients with hard-to-treat HCV genotypes. 

Building on these results, an extensive study programme 

consisting of three phase III studies evaluating 

BI 201335 in combination with standard treatment has 

been launched. The results are likely to be available in 

the first half of 2013. 

An interim analysis of the phase IIb study “SOUND- 

C®21” also showed a high virological response rate in 

therapy-naive patients for the combination of our active 

ingredients BI 201335 and BI 207127 with and without 

additional administration of Ribavirin. As this active ingredient 

combination does not contain any pegylated interferon, 

it could enable a significant reduction in treatment-related 

negative effects in many HCV patients. 

The second focal point of research in this indication area 

is the treatment of HIV/AIDS. In the course of the year, 

our medication viramune® (active ingredient nevirapine), 

previously approved as a tablet with immediate active 

ingredient release to be taken twice daily, obtained 

approval in the USA and Europe as a tablet with delayed 


elease of nevirapine to be taken once daily. viramune® 

is a non-nucleoside reverse transcriptase inhibitor (NNRTI) 

approved for combination therapy with other antiretroviral 

substances for the treatment of HIV infections. 

Boehringer Ingelheim has granted the global exclusive 

rights for research, development and marketing of 

the innovative non-catalytic site integrase inhibitors 

(NCINIs) in HIV to the US company Gilead. This includes 

the active ingredient BI 224436, which was evaluated 

in a phase 1a dose-finding study to assess its bioavailability 

and pharmacokinetic properties in healthy 

volunteers. 

Animal Health 

In our Animal Health business, research and development 

work is focused on innovative vaccines, primarily 

to protect food-producing and companion animals, and 

pharmaceutical products. With around EUR 96 million, 

Boehringer Ingelheim invested approximately 10% of 

the net sales of the Animal Health business in the 2011 

financial year in the research and development of new 

products and in establishing new research and development 

sites (Hanover and Shanghai). 

pimobendan can also delay the initial onset of the clinical 

symptoms of this disease. 

Cooperations 

At the beginning of the year, Boehringer Ingelheim and 

Eli Lilly and Company signed a long-term global strategic 

partnership on the joint development and marketing 

of diabetes active ingredients that are currently in advanced 

phases of clinical development. Boehringer 

Ingelheim is set to introduce the two oral anti-diabetic 

agents linagliptin and BI 10773. Linagliptin is an innovative 

dipeptidyl peptidase-4 inhibitor (DPP-4 inhibitor), 

which obtained approvals for the USA, Japan and Europe 

during 2011. The active ingredient BI 10773 is currently 

in clinical phase III, and is one of the innovative class of 

SGLT-2 inhibitors that inhibit glucose reabsorption in 

the kidneys. Eli Lilly is set to introduce the structurally 

innovative basal insulin analogue LY 2605541 and the 

insulin glargine active ingredient LY 2963016, which are 

also in an advanced phase of clinical development. There 

is also an option to jointly develop and market a monoclonal 

TGF-beta antibody that is currently in phase II of 

clinical development for patients with diabetes and 

chronic kidney conditions. 

Our product prascend® obtained approval in 2011 in 

many countries for the treatment of equine Cushing’s 

syndrome, one of the most common hormonal disorders 

in horses. prascend® is the first preparation with the 

dopamine antagonist pergolide mesylate to be approved 

for horses, and causes the symptoms to wane within a 

few weeks. The approval for the combination therapy of 

mycoflex® and circoflex®, a swine vaccine, was given 

for the USA and Japan during the first quarter of 2011. 

In the research area of small animals, the recruitment 

phase for the extensive EPIC® study was started. In the 

context of this study, veterinary cardiologists are examining 

whether, above and beyond its effectiveness in the 

treatment of dogs with congestive failure as a result of 

chronic mitral valve disease, our active ingredient 

In 2011, we signed a licensing agreement with ProBio- 

Gen AG (Germany) on the use of its GlymaxX® technology 

to extend our technology portfolio. This is employed 

in biopharmaceutical contract development and production 

to increase ADCC activity (antibody-dependent cellmediated 

cytotoxicity) of antibodies. It can be used in 

existing antibody-producing cell lines without impairing 

their productivity. In addition, it can be easily integrated 

into Boehringer Ingelheim’s CHO-based high-expression 

system, BI-HEX®. 

Production 

Our global Human Pharmaceuticals production network 

comprised 20 sites in 13 countries in 2011. Spread over 

these production sites, the group operates 13 pharmaceutical 

units, five chemical units, three biopharmaceutical 

units and one unit for medical products. Our many 

24 




years of experience at these production sites enable us to 

provide reliable and high-quality product supply for both 

internal group customers and third party industrial customers. 

The pharmaceutical and chemical production sites combined 

in the Launch & Strategic Products division (LSP) 

ensure adherence to our high quality requirements for 

new product launches as well as the technologically and 

procedurally challenging manufacture of these innovative 

products during the first years of their life cycle. The 

division thus acts as an interface between our development 

activities and series production. It is also responsible 

for taking on preparatory tasks for the market launch 

of new products at a very early stage. 

Our Established Products (ESP) division, which is focused 

on the manufacture of established products in the advanced 

stages of their life cycle, accounts for more than 

half of our total production volume. A global presence in 

all growth markets allows us maximum flexibility in our 

ESP production network, so that we can react optimally 

to local requirements. We can therefore manufacture not 

only our proprietary drugs, but also products for industrial 

customers cost-effectively and reliably to high quality 

standards. 

In the LSP division, the resomer® business was sold to 

Evonik Indutries at the beginning of 2011. This involves 

the entire product range of standard and customer-specific 

polymers for the manufacture of medical applications 

and pharmaceutical formulations. 

The new pradaxa® production facility in Ingelheim was 

inaugurated with the completion of two further modules. 

With an overall investment of EUR 156 million, an 

existing plant was converted into a modern production 

facility, a project which started in 2009. Around 116 new 

jobs have been created at the new plant at our group 

headquarters in Ingelheim. This investment has tripled 

the previous capacity for pradaxa® capsule manufacture 

to 1.5 billion capsules per year, meaning that global demand 

for dabigatran etexilate (pradaxa®) can be met. 

The opening of a new high-containment production 

facility at our site in Columbus, Ohio, USA for around 

EUR 36 million is another investment in our LSP production 

network to ensure innovative, state-of-the-art production 

technologies. 

To build up our presence in key emerging countries, 

Boehringer Ingelheim announced back in 2009 that it 

would be investing up to EUR 100 million in China over 

the next few years. Back in 2010, around EUR 11 million 

was invested in the creation of a new centre of competence 

in Shanghai. This new facility specialises in quality 

control for pharmaceutical active ingredients and 

chemical intermediate products procured in China. A 

decision was made in the 2011 financial year to expand 

our production site at the Zhangjiang Hi-Tech Park in 

Shanghai into a supply centre for China with investment 

of EUR 79 million. This expansion includes an increase 

in the number of employees from 240 at present to 

around 400 and doubling the existing production capacity. 

A new packaging centre for ampoules, tablets and 

capsules and an automated storage facility will be built 

in the first phase of the investment project. In the second 

phase, the existing production facility will be converted 

and modernised. 

In addition to the manufacture of proprietary products 

(actilyse®, metalyse®, imukin® and beromun®), the 

bio pharmaceutical production arm of Boehringer Ingelheim 

is a globally respected contract manufacturer for 

industrial customers. In December 2011, Boehringer 

Ingelheim and the US company AVEO Pharmaceuticals 

Inc. signed an agreement on the contract manufacturing 

of ficlatuzumab, an novel inhibitory antibody for the 

treatment of non-small-cell bronchial carcinoma. With 

more than 25 years’ experience, Boehringer Ingelheim 

covers the entire biopharmaceutical process chain 

from development of new biological active ingredients 

through manufacture to market launch. The existing 

biopharmaceutical network, consisting of the sites in 

Biberach, Germany and Vienna, Austria, has been expanded 

following the purchase of a modern development 

and production site in Fremont, California, USA 


from Amgen Inc. The site was integrated into the existing 

biopharmaceutical network in the first half of 2011, 

and reflects the great strategic importance of biotechnology 

for Boehringer Ingelheim. 

Environmental and employee protection 

An important element of our company’s guiding principle 

and of key concern to Boehringer Ingelheim, is the 

protection of our employees, our facilities and the environment. 

This goes hand in hand with sustainable use of 

natural resources and promoting environmental awareness. 

We have long taken care to ensure that social and 

ecological concerns are firmly anchored at the heart of 

our corporate philosophy. In all of our activities, we do 

our utmost to protect our employees, neighbouring communities 

and the environment. The company endeavours 

to conserve natural resources and works hard to promote 

environmental awareness both internally and externally. 

The Environment, Health and Safety department (EHS) 

is responsible for implementing and reviewing our groupwide 

standards for environmental protection, health and 

occupational safety. Our internal guidelines are geared 

towards the respective country-specific legal requirements, 

although they exceed them in many cases. We 

ensure adherence to these and identification of possible 

potential for improvement in our internal environmental 

and occupational safety guidelines by means of regular 

internal audits. In this way, 14 internal audits were performed 

throughout the group in the 2011 financial year. 

In addition, we continuously review our measures in the 

above areas on the basis of defined key figures. Inter - 

action between these various measures forms the basis 

for the high standards in the areas of environmental 

protection, health and occupational safety at Boehringer 

Ingelheim. 

Boehringer Ingelheim has been involved in the Responsible 

Care® initiative of the World Chemicals Association 

since 1995. In line with our company’s mission statement, 

we, as a member of this initiative, always gear our 

actions towards attaining improvements in the areas of 

environment, health and safety. We are well aware that 

consideration of social and environmental aspects is a 

key factor for our sustainable success. 

The certification of our production sites by external organisations 

also remained a key element of our environmental 

and safety management processes in 2011. Once 

again our commitment was rewarded by the receipt of an 

ISO 14001 certificate for environmental management at 

our pharmaceutical production plant in Narita, Japan. In 

gaining this certificate, the Narita plant is following in 

the footsteps of our certified chemical plants in France, 

Italy and Spain. 

To play our part in reducing global CO2 emissions, in 

the context of the “BE Green” initiative, we have set ourselves 

the ambitious target of reducing our CO2 emissions 

by 20% compared with 2010 levels by 2020. We will 

achieve this reduction through a large number of different 

projects, including in the areas of energy efficiency, 

business travel and fleet management. 

We began systematically examining buildings for their 

energy efficiency at our sites in Germany in the 2011 

financial year. Optimisation projects were derived 

from these projects which should be completed by 

2014. 20 GWh or 4,500 tonnes of CO 2 

emissions can 

be saved each year as a result of these projects. In the 

context of a further project at our production site in 

Petersburg, Virginia, USA, the previously separate systems 

for heating, ventilation and air conditioning 

were bundled in a single building automation system. 

We can save around 2,000 tonnes of CO 2 

emissions per 

year with this measure. 

The health and safety of our employees enjoys the highest 

priority at Boehringer Ingelheim. This is reflected in 

our stringent global safety standards and guidelines. The 

accident rate fell again in the last financial year as a result 

of rigorous implementation of our “Zero by Choice” 

initiative, in which management and employees proactively 

take responsibility for their own safety and that of 

their colleagues. With 2.3 accidents per million hours 

26 




worked, we are on the right track to achieving our goal of 

reducing the rate to below 1 in 2014. 

Employee reporting 

As in previous years, the average number of employees 

at Boehringer Ingelheim increased once more in the 

2011 financial year. The average number of employees 

for the year was 44,094. This represents an increase of 

4.4% on the previous year. 

Average number of employees by region 2011 2010 

Americas 14,300 13,491 

Europe 21,380 21,016 

Asia, Australasia, Africa (AAA) 8,414 7,717 

44,094 42,224 

An important success factor for the ongoing positive development 

of Boehringer Ingelheim are its innovative, 

committed and dependable employees. With this in 

mind, we support our employees in various life situations 

and create appropriate conditions for achieving a 

healthy work/life balance. Flexible working hours, parttime 

working and teleworking, nursery places, individual 

employee support and preventive health programmes 

are measures that enable a balance between career and 

private life. For the second time, we won the Corporate 

Health Award for “Best Occupational Health Management 

in the Chemicals/Pharmaceuticals Segment” for 

our occupational health management. Following basic 

certification in 2005, we went through the re-auditing 

process for the “Work and Family audit” of the Hertie 

Foundation in the 2011 financial year. This certificate illustrates 

our self-imposed obligation to enhance our family-orientated 

human resources policy. 

Boehringer Ingelheim has a long tradition of giving 

school-leavers the opportunity to start a skilled career. 

With 676 trainees in 29 different occupations, we gave 

approximately as many young people a start in their professional 

life at our sites in Germany as in the previous 

year. We also enable people with disabilities to integrate 

into professional life, thanks to the versatility of our 

occupations requiring training. In addition to the acquisition 

of technical skills and knowledge, we also attach 

great importance in the context of integrated training 

to fostering the social skills and personality of our employees. 

Talent management is of great importance as a fundamental 

part of our corporate strategy. Our aim is to have 

the right employees available in the right place at the 

right time. This ensures the employability and professional 

development of every single employee. In addition, 

employees with development potential are to be 

identified and specifically fostered for strategically important 

positions from an early stage. To this end, the 

conduct and performance of each employee are evaluated 

and differentiated appropriately in terms of both remuneration 

and professional development opportunities. 

Besides a strong corporate culture, this approach 

enables us to recruit highly qualified employees and 

bind them to Boehringer Ingelheim in the long term, 

even in an intensely competitive business environment. 

We believe that we are in a strong competitive position 

with our remuneration system. In addition to the basic 

salary that is usual for the market, we have integrated 

variable salary components that are geared towards the 

commercial success of the company and the attainment 

of individual targets of each employee. Individual targets 

for each year are agreed as part of a continuous 

process of communication between manager and employee 

at the beginning of the year in question. Individual 

target attainment during the year has a direct effect 

on the employee’s variable salary component. Our attractive 

remuneration system is rounded off by extensive 

voluntary benefits, such as our company pension scheme 

and preventive health checks. 

In addition, a remuneration component linked with the 

long-term success of the company has been in place for 

senior management at Boehringer Ingelheim for several 

years now. This variable salary component is geared to 

the attainment of long-term company targets and not 

short-term targets. 

Business and operating environment 

27

As in previous years, surveys have confirmed that 

Boehringer Ingelheim is a highly attractive employer. 

Positive results in countries like the USA in the “Top 

Employers” competition of Science magazine, Australia 

and New Zealand in the “Aon Hewitt Best Employer 

Award” and Brazil and Denmark in the “Great Place to 

Work” competition are special recognition of our employee-friendly 

working environment, our respectful 

employee management and our outstanding research 

work. 

In addition, Boehringer Ingelheim was named “company 

of the year” by Medical Marketing & Media magazine. 

Special mention was given to the rigorous focus on independent 

research and development and the smooth market 

launch of new products in 2011. 

Corporate citizenship 

We regard commitment to society and an awareness of 

social responsibility as key components of our corporate 

culture. In a wide range of projects, we exercise our social 

responsibility to our patients and employees and 

their families as well as those in need of help in countries 

and regions in which we do business. 

A major part of our social commitment in the 2011 financial 

year was the start of the three-year global partnership 

“Making More Health” between Boehringer Ingelheim 

and Ashoka, an international non-governmental 

organisation (NGO). The aim of this initiative is to promote 

the health of people, their families and their social 

environment all over the world by identifying and implementing 

promising solutions to overcoming health 

problems. To achieve this aim, support is being given to 

50 selected social entrepreneurs who are advancing sustainable 

healthcare solutions with novel concepts. A 

web-based “change-maker competition” has also been 

launched, in which the public is asked to put forward 

new ideas for how healthcare can be improved in an 

environment with inadequate provision. In addition to 

this, in the context of the “Youth Venture” initiative, 

young people have been asked to draw up healthcare 

solutions for their specific environment. During 2011, 

13 selected social entrepreneurs in the healthcare sector 

received support. Examples of sponsored projects include 

improved early detection of breast cancer in Germany 

and an initiative for holistic healthcare solutions 

for families in the favelas of Brazil. 

Another project was the worldwide initiative “1 Mission 

1 Million – Getting to the Heart of Stroke”. In this project, 

Boehringer Ingelheim sponsored projects aimed at improving 

the understanding of atrial fibrillation and the 

associated risk of stroke, as well as public perception. 

Over 40 independent organisations worldwide took part 

in the information initiative. In Germany, the initiative 

was supported by the German Cardiac Society (DGK). Of 

the approximately 180 projects submitted, 32 were selected, 

receiving funding of up to EUR 1 million between 

them. The projects selected include various print-based 

and web-based information campaigns and protection 

programmes. 

Boehringer Ingelheim has been an active supporter of 

research, science and culture for many years. In the 2011 

financial year, Boehringer Ingelheim and the University 

of Ulm signed a cooperation agreement on the foundation 

of the Boehringer Ingelheim Ulm University Biocenter 

(BIU), which is to receive around EUR 2 million in 

funding from Boehringer Ingelheim. Research is focused 

on neurodegenerative and cardiometabolic diseases as 

well as pulmonary diseases. This cooperation is directed 

towards basic research and Boehringer Ingelheim’s research 

and development expertise is further proof of the 

group’s firm commitment to research and development. 

Boehringer Ingelheim also supported Mainz City Council 

as the main sponsor of the Germany-wide “City of 

Science 2011” competition. This consisted of a series of 

lectures by experts from a wide range of fields, such as 

health research for people and animals and a tangible 

corporate culture. 

28 




NET ASSETS, FINANCIAL 

POSITION AND RESULTS 

FROM OPERATIONS 

Results from operations 

Generating sustainable income in order to ensure longterm, 

successful corporate development forms the basis 

for the group’s independence and is at the centre of 

Boehringer Ingelheim’s strategic orientation. As in previous 

years, we based our actions on these principles in 

the last financial year. The launch of new, innovative 

products in the 2011 financial year allowed us to initiate 

a new period of sustainable growth. According to 

preliminary market research figures, Boehringer Ingelheim 

has a market share of 1.9%, making it the 15th 

largest pharmaceutical company in the world. 

In 2011, the Group improved its net sales by 4.6% yearon-year 

to EUR 13,171 million. Exchange rate developments 

on the currency markets and the resulting exchange 

rate effects had a negative impact on net sales of 

– 1.6% or approximately EUR – 187 million. 

Prescription Medicines 

With a share of sales of around 83%, Prescription Medicines 

is the key pillar of our activities in the Human 

Pharmaceuticals business area. Net sales increased by 

4.1% to EUR 10,096 million in 2011 (after adjustment 

for exchange rate effects: 5.3%). 

Net sales (in millions of EUR) 2011 2010 Change 

spiriva® 3,153 2,863 10.1% 

micardis® 1,593 1,555 2.4% 

combivent® 766 727 5.4% 

pradaxa® 629 62 914.5% 

Continuous growth in our core products from the spiriva® 

and micardis® product family has made a positive contribution 

to our Prescription Medicines business. As in 

the previous years, our best-selling product was spiriva®, 

which is used to treat chronic obstructive pulmonary 

disease (COPD). In the reporting period, it generated 

sales in excess of EUR 3 billion for the first time (EUR 

3,153 million), corresponding to year-on-year growth 

of 10.1%. In its largest sales market, the USA, sales increased 

to EUR 1,497 million. 

Boehringer Ingelheim’s activities are divided into the 

two business areas of Human Pharmaceuticals and Animal 

Health. Our Human Pharmaceuticals business is 

further subdivided into Prescription Medicines, Consumer 

Health Care and Industrial Customers. 

In 2011, our Human Pharmaceuticals business generated 

net sales of EUR 12,195 million, corresponding to sales 

growth of 4.6% compared with the previous year and 

accounting for around 93% of total sales. 

Our second-largest product, micardis®, a drug for the 

treatment of high blood pressure, also enjoyed positive 

development, with sales rising by 2.4% to EUR 1,593 million. 

Our new oral anticoagulant pradaxa® is the fastestgrowing 

product in our portfolio, generating sales of 

EUR 629 million (previous year: EUR 62 million). 

Components of growth in net sales (as %) 2011 2010 2009 2008 2007 

Price/quantity/new introductions + 6.3 — 6.2 + 6.6 + 9.7 + 7.9 

Acquisitions and sale of business — 0.1 + 0.2 + 0.1 — 0.2 + 0.9 

Currency effect — 1.6 + 4.9 + 3.0 — 3.6 — 5.2 

Net assets, financial position and results from operations 

29

Regional development in our Prescription Medicines 

business was varied, with growth in the Americas and 

Asia /Australasia /Africa (AAA) regions against falling 

sales in Europe. 

In the Americas, Boehringer Ingelheim’s largest sales 

region for prescription medicines, sales amounted to 

EUR 4,831 million in the past financial year (+ 5.3% as 

against the previous year). This growth was driven in 

particular by the USA, which recorded the highest sales, 

up 6.4% year-on-year to EUR 3,977 million. 

The AAA region achieved sales growth of 13.5% to 

EUR 2,380 million. Within this development, sales on 

the important Japanese market rose by 13.6% to EUR 

1,498 million, while the growth market China saw sales 

growth around 34% to EUR 195 million. 

By contrast, sales in the Europe region declined (by 4.6% 

to EUR 2,671 million); this was attributable in particular 

to the sifrol® patent expiry in Germany and the resulting 

drop in sales of 13.4% on the German market. 

Net sales by region 


Americas 4,831 4,587 5.3% 

Europe 2,671 2,801 — 4.6% 

Asia, Australasia, Africa (AAA) 2,380 2,097 13.5% 


Our business with non-prescription drugs also developed 

positively, particularly in our strategically important 

growth markets. In 2011, net sales increased by 

5.9% year-on-year to EUR 1,396 million. 

Our established products buscopan®, dulcolax®, 

mucosolvan® and pharmaton® each generated sales of 

more than EUR 100 million, making them Boehringer 

Ingelheim’s best-selling non-prescription products. All 

four enjoyed growth compared to the previous year. 

buscopan® recorded the highest absolute sales and 

year-on-year growth, at EUR 180 million and 34.3% respectively. 

The development of our Consumer Health 

Care business is extremely encouraging against the background 

of the difficult business environment. 


buscopan® 180 134 34.3% 

dulcolax® 171 159 7.5% 

mucosolvan® 160 148 8.1% 

pharmaton® 137 130 5.4% 

The performance of the Consumer Health Care business 

varied from region to region. Europe, the largest region 

in terms of sales, generated sales growth of 7.3% to 

around EUR 540 million. Germany, which is the most 

important sales market in Europe, enjoyed a solid 2.2% 

increase in sales to EUR 134 million. The highest growth 

rate in the 2011 financial year was in the Americas region, 

where sales increased by 14.8% to EUR 430 million. 

This growth was driven in particular by the extremely 

positive development in Brazil, where sales amounted to 

EUR 115 million (+ 56.6% year-on-year). Sales in the 

AAA region declined by 3.4% to around EUR 427 million; 

this was largely due to the performance of the Japanese 

market (– 7.6%). 

Industrial Customers 

The Industrial Customers business encompasses our 

third-party business in the fields of Biopharmaceuticals 

and Pharmaceutical Production and our commission 

business for Pharma Chemicals. Sales in this business 

amounted to EUR 697 million in 2011, up 9.2% year-onyear. 

This was attributable to the positive development 

in the Biopharmaceuticals business, where sales reached 

EUR 519 million (+ 23% as against 2010). In contrast, the 

difficult market environment led to a reduction in sales 

in both Pharma Chemicals and Pharmaceutical Production 

(EUR 178 million, – 17.6%). 

Animal Health 

With growth of around 6% and sales of EUR 976 million, 

Boehringer Ingelheim’s Animal Health business again 

enjoyed a successful year. Porcine vaccines were the 

main growth driver. The best-selling product, ingelvac 

circoflex®, generated sales of EUR 257 million (up 

30 




7.5% as against 2010). ingelvac® prrs recorded the 

second-highest year-on-year growth rate of 29.5%. In 

addition to livestock products, our products in the companion 

animal segment also developed positively. In particular, 

our products in the metacam® family recorded 

sales growth compared with the previous year. 

In terms of growth rates, our Animal Health business 

again took first place among the ten leading companies 

in the sector. With a market share of 6.1%, Boehringer 

Ingelheim is ranked sixth among the companies in this 

market segment, according to provisional market research 

figures. 


ingelvac circoflex® 257 239 7.5% 

metacam® 96 95 1.1% 

ingelvac® prrs 57 44 29.5% 

vetmedin® 46 42 9.5% 

At around 29%, the AAA region enjoyed the highest 

growth rate, generating sales of EUR 178 million. This 

positive development was driven in particular by China 

(+ 30%), Japan (+ 17%) and South Korea (+ 16%). The 

Europe region recorded sales of EUR 315 million, corresponding 

to solid growth of around 5%. In our largest 

sales market, the Americas region, sales remained almost 

unchanged year-on-year at EUR 477 million. 

things, this cost block includes commission and licence 

payments, which are dependent on sales. 

Both the operating income and return on net sales were 

increased in the past financial year. Operating income 

reached a new high of EUR 2,272 million (previous year: 

EUR 1,896 million), while the return on net sales 

climbed to 17.3% (previous year: 15.1%). 

At EUR – 198 million, the financial result for the period 

under review was down EUR 44 million on the previous 

year. The lower income from plan assets for pensions 

and similar obligations was only partially offset by the 

higher level of interest income. Income before taxes developed 

in line with the result from operating activities, 

improving by 19.6% year-on-year to EUR 2,043 million. 

Driven by the positive income development, tax expense 

amounted to EUR 567 million in the period under review, 

up 150.9% on the previous year. Here, it must be 

taken into consideration that, under the provisions of 

German commercial law, shareholders’ personal taxes 

arising from group business activities may not be recognised 

in tax expense. Instead, these taxes are presented 

as part of withdrawals from group equity. Taking this extraordinary 

effect into account, the actual tax ratio is 

markedly higher than the figure shown in the profit and 

loss statement. 

Expenditure and income 

At EUR 12,256 million, Boehringer Ingelheim’s operating 

expenses in the 2011 financial year remained largely 

unchanged as against the previous year. Material costs 

declined by around 6.9% year-on-year to EUR 1,679 million 

(previous year: EUR 1,803 million), meaning that 

the ratio of material costs to total sales was 12.7%. Personnel 

expenses increased by 9.1% year-on-year to EUR 

3,664 million, corresponding to 27.8% of total sales 

(2010: 26.7%). 

Depreciation and amortisation rose by 6.5% to EUR 

637 million. Other operating expenses declined by EUR 

149 million (– 2.3%) to EUR 6,276 million. Among other 

On the back of the positive development of the Boehringer 

Ingelheim Group, net income for the 2011 financial year 

increased by 66.2%, from EUR 888 million in the previous 

year, burdened by the special effect of changes in 

German accounting rules (BiLMoG), to EUR 1,476 million 

in 2011. 

Financial position 

At the heart of Boehringer Ingelheim’s financial management 

are safeguarding liquidity, minimising or limiting 

financial and economic risks, and ensuring an appropriate 

capital structure that optimises the cost of 

capital. Our financial activities are therefore geared towards 

supporting the business strategy. 

Net assets, financial position and results from operations 

31

As an internationally orientated company, exchange rate 

fluctuations have a considerable influence on our financial 

position. The importance of our US business and the 

associated supply relationships means that the US dollar 

exchange rate constitutes the largest individ ual risk. Due 

to the global nature of our business activities, exchange 

rate risks are calculated within the framework of our 

groupwide financial reporting and hedged using derivative 

financial instruments. The nature and scope of these 

measures are set out in our group guidelines and are regularly 

discussed and decided upon by the relevant committee 

in a standardised process. 

Investments are of great strategic importance to Boehringer 

Ingelheim when it comes to securing the group’s longterm 

success and further development. Continuous investment 

forms the basis for future profitable growth. 

A total of EUR 512 million was invested in tangible and 

intangible assets in the 2011 financial year. Two new 

production modules for pradaxa® were inaugurated at 

our headquarters in Ingelheim. This increased capacity 

serves to ensure the supply of our active ingredient dabigatran 

etexilate. At our Biberach site, an expansion investment 

was made in a new research laboratory building 

that will house various research disciplines that were 

previously performed in separate facilities. In Spain, an 

additional ampoule production line was commissioned 

in order to meet rising global demand. Investment activities 

in the field of veterinary medicine focused on the 

further expansion of research and development capacities, 

with examples including additional investments in 

the Boehringer Ingelheim Veterinary Research Center at 

our Hanover site and the construction of a new research 

and development facility in Shanghai. 

In 2011, net cash flow amounted to EUR 2,378 million, up 

6.4% on 2010. Due to the higher net income for the period 

under review compared with 2010, cash flow from operating 

activities increased by EUR 514 million to EUR 2,570 million. 

This means that, as in previous years, investments were 

financed entirely from funds generated by the company itself. 

Cash flow from financing activities included an outflow of 

funds of EUR 502 million as a result of payments to group 

shareholders, mainly to settle tax debt attributable to the income 

of the group. All in all, this development led to an increase 

in the group’s cash and cash equivalents of EUR 1,598 

million to EUR 7,711 million (+ 26.1%). 

In summary, it is clear that, with the available liquidity, the 

current financial structure and the high cash flow from our 

operating activities, all of the prerequisites for the solid 

continuation of our business activities and the successful 

implementation of our strategy remain fulfilled. 

Net assets 

In the 2011 financial year, total assets increased by EUR 

2,425 million to EUR 18,658 million, corresponding to 

year-on-year growth of 14.9%. Tangible and intangible 

assets totalled EUR 4,152 million and were fully covered 

by consolidated equity. 

As of 31 December 2011, financial assets amounted to 

EUR 3,953 million, up EUR 785 million (+ 24.8%) on the 

previous year. Inventories increased by EUR 148 million 

to EUR 1,998 million, while receivables rose by 15.3% to 

EUR 3,126 million. Liquid funds including current securities 

increased sharply by EUR 785 million to total EUR 

3,903 million (+ 25.2% year-on-year). 

Group equity amounted to EUR 7,466 million at year-end, 

up EUR 992 million or 15.3% on the previous year. This 

increase was primarily attributable to retained net income 

for the period. Consolidated long-term disposable capital 

(equity, pension provisions and long-term liabilities) increased 

to EUR 11,384 million (2010: EUR 10,408 million), 

thereby corresponding to 61% of total assets. This 

meant that, as in the previous year, intangible and tangible 

assets, inventories and trade accounts receivable are 

covered in full by long-term disposable capital. 

Other provisions increased by 11.3% year-on-year to 

EUR 3,166 million. Liabilities remained largely unchanged 

at EUR 3,280 million (+ 4.9%). 

The balance sheet and the respective balance sheet ratios 

round off the positive picture already shown in the finan- 

32 




cial position and results from operations. A combined 

evaluation of the net assets, financial position and results 

from operations shows that Boehringer Ingelheim 

is a soundly financed and profitable company. In the 

2011 financial year, we established a sound basis for our 

further business development. 

REPORT ON POST-BALANCE 

SHEET DATE EVENTS 

On 30 January 2012, Boehringer Ingelheim announced 

the disposal of its subsidiary Nutrichem to B. Braun Melsungen 

AG. Nutrichem diät+pharma GmbH has 285 employees 

and specialises in the development, production, 

filling and packaging of products for special nutritional 

requirements, particularly enteral nutrition, food supplements 

and sports nutrition. 

RISK REPORT 

Boehringer Ingelheim uses an established risk management 

system that has proved itself over the last few years 

and was not modified in the 2011 financial year. 

The aim of risk management is to identify businessspecific 

risks and, in particular, risks that jeopardise the 

continued existence of the company as early as possible, 

to assess them and to reduce them to a reasonable level 

by means of suitable measures. When assessing the risks 

in the context of holistic risk management, we also endeavour 

to take into account the resulting opportunities 

and incorporate them into the analysis. 

The persons responsible for the key business areas and 

functions are included in the process of calculating and 

assessing risks. With the groupwide risk and information 

system, we ensure that all identified risks are analysed 

and assessed carefully. Following appropriate classification, 

adequate countermeasures are commenced and 

their implementation is consistently monitored. 

In the year under review, Internal Auditing performed 

targeted routine audits as well as extraordinary audits 

worldwide. In addition to adherence to legal requirements 

and group-internal guidelines, the main focal 

points here were the functionality of systems, the effectiveness 

of internal controls for the prevention of loss 

of assets, and the efficiency of structures and processes. 

An audit plan approved by the Board of Managing Directors 

was consistently followed. 

Currency risks resulting from the global orientation of 

our business activities are monitored at regular intervals 

and limited by means of corresponding hedging strategies 

with appropriate financial instruments, such as forward 

exchange contracts. From the portfolio of trade 

accounts receivable and trade accounts payable, we did 

not identify any extraordinary risks beyond the usual 

level in the sector for the group. The same applies to 

possible default risks for receivables, which are largely 

hedged against economic and political risks. We will 

continue to carefully track macroeconomic and industry-specific 

risks in order to allow us to respond to negative 

changes in a timely manner. 

The group pursues a conservative investment strategy in 

the management of its financial assets. This is reflected 

in the defensive orientation of its portfolio, which is focused 

on EMU government bonds with top credit ratings 

and short-term investments at selected banks. A large 

proportion of cash and cash equivalents have a shortterm 

investment horizon. 

Boehringer Ingelheim is exposed to risks arising from 

legal disputes and proceedings as well as official investigations. 

As the legal or administrative decisions in ongoing 

or future proceedings cannot be predicted, we have 

made appropriate provisions for resultant risks. 

Protection of innovations through trademark, brand and 

patent rights is of particular importance to Boehringer 

Ingel heim as a research company. These commercial protective 

rights are increasingly the target of attacks and 

breaches. We have taken precautions so that we can de- 

Report on post-balance sheet date events / Risk report 33

tect threats at an early stage and, by commencing appropriate 

countermeasures, defend our legal position using 

all legal means available to us, if applicable. 

Risks in the area of Environment, Health and Safety are 

minimised preventively by adherence to our own very 

high safety standards. Appropriate emergency plans have 

been drawn up for possible incidents of any kind and are 

practised and subjected to comprehensive quality testing 

at regular intervals. To provide protection against the financial 

impact of potential damage or loss events and 

liability risks, Boehringer Ingelheim has appropriate insurance 

coverage for the company’s risk profile. Its scope 

and amount are regularly monitored. 

Boehringer Ingelheim is also exposed to business risks 

specific to the pharmaceutical industry. In addition to 

the loss of exclusivity of products established on the 

market and risks associated with the development and 

registration of new products, these risks increasingly include 

changing and restrictive requirements relating to 

pricing and reimbursement on many sales markets. Frequently, 

the prices of pharmaceutical products are not 

only subject to state monitoring and regulation, but also 

to price pressure from cheaper generic drugs caused by 

the state reimbursement systems. 

been aware of for some time and planned for – and the 

impact on operating income from the extensive investments 

in research and development as well as marketing 

for the planned new product launches, we successfully 

initiated a new period of organic growth in the 2011 financial 

year. 

In addition to the blockbusters in our stable product portfolio 

(spiriva® and micardis®), this upturn was driven 

by the launch of our innovative oral anticoagulant 

pradaxa® (active ingredient dabigatran etexilate) for the 

indication of stroke prevention in patients with atrial fibrillation 

in Europe and Japan. We had already obtained 

approval in the USA and Canada in the last quarter of 

2010. 

trajenta® (active ingredient linagliptin), which was approved 

for the treatment of type 2 diabetes in the USA, 

Europe and Japan in 2011, also offers significant sales 

potential. The approval of trajenta® also marked the first 

milestone in the strategic alliance between Boehringer 

Ingelheim and Eli Lilly for the joint development and 

marketing of active ingredients for diabetes treatment. 

The long-term cooperation covers a further three active 

ingredients as well as an option for the joint development 

and marketing of an additional substance. 

There are currently no indications of any risks going beyond 

this which could jeopardise the continued existence 

of the Boehringer Ingelheim group. 

REPORT ON EXPECTED 

DEVELOPMENTS 

Our extremely satisfactory business performance in the 

2011 financial year confirmed our long-term orientation 

and provided us with a strong starting point for the coming 

years. 

In the Biopharmaceuticals business, we have many years 

of expertise in the development and production of biological 

medicines. This gives us a good basis for the development, 

production and marketing of biosimilars, a line of 

business that we will enter for the first time in 2012. 

The temporary suspension of production at our US subsidiary 

Ben Venue Laboratories, Inc. has been necessary 

in our view to allow comprehensive renovation and corrective 

actions, to thereby make medicines produced 

there available to patients as soon as possible . We are 

confident of being able to address the regulatory issues. 

Following the transitional year of 2010 with the expiry 

of exclusivity protection for our blockbuster products 

flomax® and mirapex® in the USA – something we had 

We are convinced that our established product portfolio 

and the successful launch of new products will help us 

to sustainably strengthen and expand our position on 

34 




the global pharmaceutical market. We expect to record 

growth in 2012 and are forecasting a high single-digit increase 

in sales compared with the year under review. As 

this positive trend will be reinforced by additional product 

launches, we are also confident that we will be able to 

further improve our sales year-on-year in 2013. 

We have increased our investment budget once again, 

thereby underlining our strategic approach of driving 

growth and product supply primarily through products 

from our own research and development. We are confident 

that this sustainably generated organic growth will 

secure the basis for our long-term success. 

We intend to address these challenges and are confident 

in our ability to master them. With great innovative 

strength based on a well-filled pipeline and the support 

of our highly qualified and committed employees, who 

are a key factor in our success, we will achieve our ambitious 

targets. Boehringer Ingelheim’s declared aim remains 

to continue to develop the company competitively 

and successfully as an independent, family-owned enterprise. 

For us, long-term and sustainable organic growth 

still takes precedence over short-term profit targets. We 

will also continue to stand by our vision “Value through 

Innovation”, researching and developing innovations 

that offer medical benefits and bringing them to the 

market with the aim of providing patients with the best 

treatments possible. 

We believe that our well-filled product pipeline, with 

promising results for our development products in trials 

and significant sales potential, serves to justify our high 

level of research and development investment. 

In addition to patent expiries and challenges, the major 

challenges facing the research-driven pharmaceutical industry 

are rising investments in R&D and tougher barriers 

and increased expenditure for product approvals. 

One particular factor is the intensification of cost pressure 

in healthcare systems, which are increasingly unwilling 

to reward the high level of investment in new 

drugs to an appropriate extent. Legislative intervention 

in the pricing of prescription drugs is having a negative 

impact on various markets. For example, our new antidiabetes 

agent trajenta® will not be available for use in 

treatment in Germany until the Act on the Reform of the 

Market for Medicinal Products (AMNOG) assessment 

procedure is complete and the reimbursable amount has 

been fixed. 

Report on expected developments 35

36 



consolidated financial statements 


CONSOLIDATED FINANCIAL 

STATEMENTS 

38 OVERVIEW OF THE MAJOR CONSOLIDATED COMPANIES 

40 CONSOLIDATED BALANCE SHEET 

41 CONSOLIDATED PROFIT AND LOSS STATEMENT 

42 CASH FLOW STATEMENT 

43 STATEMENT OF CHANGES IN GROUP EQUITY 

44 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 2011 

63 AUDITOR’S REPORT 

Consolidated Financial Statements 

37

OVERVIEW OF THE MAJOR CONSOLIDATED COMPANIES 

C. H. Boehringer Sohn AG & Co. KG* 

Boehringer Ingelheim GmbH 

Boehringer Ingelheim 

Europe GmbH 


International GmbH 

germany D P R 

austria D P R 

austria 

R 


Pharma GmbH & Co. KG, 

Ingelheim 


Vetmedica GmbH, Ingelheim 


microParts GmbH, Dortmund 

Boehringer Ingelheim RCV 

GmbH & Co. KG, Vienna 


Pharma Ges.m.b.H., Vienna 

czech republic 

Boehringer Ingelheim s.r.o., 

Prague 

finland 


Finland Ky, Espoo 

norway 


Norway KS, Asker 

poland 

Boehringer Ingelheim Sp.zo.o., 

Warsaw 

D 

D 

D 

D 

Forschungsinstitut für Molekulare 

Pathologie Gesellschaft mbH, 

Vienna 

belgium 

D 

SCS Boehringer Ingelheim 

Comm. V., Brussels 

china D P 


International Trading (Shanghai) 

Co. Ltd., Shanghai 

Boehringer Ingelheim Shanghai 

Pharmaceuticals Co. Ltd., 

Shanghai 

philippines 

D 


(Phil.), Inc., Manila 

south korea 

D 


Korea Ltd., Seoul 

Boehringer Ingelheim Vetmedica 

Korea Ltd., Seoul 

D Distribution 

P Production 

R Research and Development 

* sole general partner: 

Boehringer AG 

38 




C. H. Boehringer Sohn Grundstücksverwaltung GmbH & Co. KG 


Auslandsbeteiligungs GmbH 

argentina D R 

greece D P 

portugal 

D 

united kingdom 

D 

Boehringer Ingelheim S.A., 

Buenos Aires 

australia 

D 

Boehringer Ingelheim Pty. Ltd., 

North Ryde 

brazil D P 

Boehringer Ingelheim do Brasil 

Quimica e Farmaceutica Ltda., 

São Paulo 

Solana Agro Pecuaria Ltda., 

Arapongas 

canada D R 


(Canada) Ltd., Burlington 

chile 

Boehringer Ingelheim Ltda., 

Santiago de Chile 

D 

columbia D P 


Bogotá 

denmark D P 


Danmark A/S, Copenhagen 

ecuador 

D 

Boehringer Ingelheim del 

Ecuador 

Cia. Ltda., Quito 

france D P 


France S.A.S., Paris 

Labso Chimie Fine S.A.R.L., 

Blanquefort 

Boehringer Ingelheim Ellas AE, 

Athens 

indonesia D P 

PT Boehringer Ingelheim 

Indonesia, Jakarta 

italy D P R 


Italia S.p.A., Reggello 

Bidachem S.p.A., 

Fornovo S. Giovanni 

Boehringer Ingelheim Research 

Italia S.a.S., Milano 

japan D P R 

Nippon Boehringer Ingelheim 

Co. Ltd., Tokyo 

SSP Co. Ltd., Tokyo 


Vetmedica Japan Co. Ltd., 

Tokyo 


Seiyaku Co. Ltd., Yamagata 


Japan, Inc., Tokyo 

mexico D P R 


Promeco S.A. de C.V., 

Mexico City 

Boehringer Ingelheim Vetmedica, 

S.A. de C.V., Guadalajara 

the 

netherlands 

D 

Boehringer Ingelheim B.V., 

Alkmaar 

new zealand 

D 

Boehringer Ingelheim Lda., 

Lisbon 

Unilfarma Lda., Lisbon 

south africa 

D 

Boehringer Ingelheim (Pty.) Ltd., 

Randburg 

Ingelheim Pharmaceuticals (Pty.) 

Ltd., Randburg 

spain D P 


España S.A., Barcelona 


Barcelona 

Europharma S.A., Barcelona 

Laboratorios Fher S.A., Barcelona 

sweden 

D 

Boehringer Ingelheim AB, 

Stockholm 

switzerland 

D 


(Schweiz) GmbH, Basel 

Pharmaton S.A., Lugano 

taiwan 


Taiwan Ltd., Taipei 

thailand 


(Thai) Ltd., Bangkok 

turkey 

Boehringer Ingelheim Ilac 

Ticaret A.S., Istanbul 

D 

D 

D 

Boehringer Ingelheim Ltd., 

Bracknell 

usa D P R 

Boehringer Ingelheim Corp., 

Ridgefield, Connecticut 


Pharmaceuticals, Inc., 



USA Corporation, 


Ben Venue Laboratories, Inc., 

Bedford, Ohio 

Roxane Laboratories, Inc., 

Columbus, Ohio 


Vetmedica, Inc., 

St. Joseph, Missouri 


Roxane, Inc., Columbus, Ohio 


Chemicals, Inc., 

Petersburg, Virginia 

venezuela 

Boehringer Ingelheim C.A., 

Caracas 

D 


(N.Z.) Ltd., Auckland 

Overview of the major consolidated companies 

39

C. H. Boehringer Sohn AG & Co. KG, Ingelheim 

CONSOLIDATED BALANCE SHEET 

Assets (in millions of EUR) Notes 1) 31.12.2011 31.12.2010 

Intangible assets (3.1) 710 736 

Tangible assets (3.2) 3,442 3,314 

Financial assets (3.3) 3,953 3,168 

Fixed assets 8,105 7,218 

Inventories (3.4) 1,998 1,850 

Accounts receivable and other assets (3.5) 3,126 2,712 

Securities 1,932 1,095 

Cash and cash equivalents 1,971 2,023 

Current assets 9,027 7,680 

Deferred charges and prepaid expenses 69 54 

Deferred taxes 1,457 1,281 

Total assets 18,658 16,233 

Liabilities and equity (in millions of EUR) Notes 1) 31.12.2011 31.12.2010 

Shareholders‘ capital 178 178 

Group reserves 5,806 5,413 

Balance sheet currency conversion difference 6 — 5 

Net income 1,476 888 

Group equity 7,466 6,474 

Negative difference from acquisition of companies 157 0 

Provisions (3.6) 7,128 6,411 

Accounts payable (3.7) 3,280 3,127 

Liabilities 10,408 9,538 

Deferred charges 353 34 

Deferred taxes 274 187 

Total liabilities and equity 18,658 16,233 

1) 

For explanation, see relevant section in the Notes to the consolidated financial statements. 

40 





CONSOLIDATED PROFIT AND LOSS STATEMENT 

(in millions of EUR) Notes 1) 2011 2010 

Net sales (4.1) 13,171 12,586 

Changes in inventories — 101 7 

Other internal work performed and capitalised 4 5 

Other operating income (4.2) 1,454 1,482 

Total revenues 14,528 14,080 

Material costs (4.3) — 1,679 — 1,803 

Personnel costs (4.4) — 3,664 — 3,358 

Amortisation of intangible and depreciation of tangible assets (4.5) — 637 — 598 

Other operating expenses (4.6) — 6,276 — 6,425 

Operating income 2,272 1,896 

Financial income (4.7) — 198 — 154 

Holding income (4.8) — 31 — 34 

Income before taxes 2,043 1,708 

Extraordinary result (4.9) 0 — 594 

Taxes 2) (4.10) — 567 — 226 

Income after taxes (4.11) 1,476 888 

1) 

For explanation, see relevant section in the Notes to the consolidated financial statements. 

2) 

Due to legal requirements the disclosure of the shareholders‘ personal taxes arising from consolidated business activities as tax expenses is not 

allowed. These taxes are shown as withdrawals from the accrued group capital. 

Consolidated balance sheet / Consolidated profit and loss statement 

41


CASH FLOW STATEMENT 

(in millions of EUR) 2011 2010 

Income after taxes 1,476 888 

Write-downs/write-ups on fixed assets 1) 659 631 

Change in provisions for pensions 243 715 

Cash flow 2,378 2,234 

Change in other provisions 382 — 46 

Other non-cash income and expenses 287 1 

Loss on disposals of fixed assets 20 72 

Change in inventories — 136 25 

Change in accounts receivable and other assets not related to investing or financing activities — 515 — 141 

Change in trade accounts payable and other liabilities not related to investing or financing 

activities 154 — 89 

Cash flow from operating activities 2,570 2,056 

Investments in intangible assets — 54 — 57 

Investments in property, plant and equipment — 458 — 519 

Investments in non-current financial assets 1) — 14 — 14 

Proceeds from disposals of tangible assets 17 21 

Proceeds from disposals of non-current financial assets 1) 7 4 

Cash flow from investing activities — 502 — 565 

Cash receipts from/cash payment to owners and minority shareholders — 498 — 837 

Cash proceeds from borrowings/repayments of loans 32 31 

Cash flow from financing activities — 466 — 806 

Change in liquid funds from cash relevant transactions 1,602 685 

Changes in liquid funds due to exchange rate movements — 4 44 

Financial funds 2) as of 1.1. 6,113 5,384 

Financial funds 2) as of 31.12. 7,711 6,113 

1) 

Excl. fixed-asset securities 

2) 

Liquid funds, securities within fixed and current assets 

(+) = source of funds, (-) = use of funds 

42 





STATEMENT OF CHANGES IN GROUP EQUITY 

(in millions of EUR) 

Shareholders‘ 

capital 1) 

Accrued 

group 

capital 

thereof 

currency 

effects 

Equity 

Minority 

interests 

thereof 

currency 

effects 

Group equity 

Balance as of 31.12.2009 178 5,723 — 244 5,901 179 — 20 6,080 

Withdrawals 0 — 456 0 — 456 0 0 — 456 

Net income 0 888 0 888 0 0 888 

Change of scope of consolidation 0 0 0 0 0 0 0 

Other changes 0 141 239 141 — 179 20 — 38 

Balance as of 31.12.2010 178 6,296 — 5 6,474 0 0 6,474 

Withdrawals 0 — 495 0 — 495 0 0 — 495 

Net income 0 1,476 0 1,476 0 0 1,476 

Change of scope of consolidation 0 0 0 0 0 0 0 

Other changes 0 11 11 11 0 0 11 

Balance as of 31.12.2011 178 7,288 6 7,466 0 0 7,466 

1) 

The shareholders‘ capital consists of the equity of C. H. Boehringer Sohn AG & Co. KG and C. H. Boehringer Sohn Grundstücksverwaltung GmbH & Co. KG. As of 

31.12.2011, the capital consists only of the limited partner‘s capital contribution. The shareholders‘ personal taxes arising from consolidated business activities are 

shown as withdrawals from the accrued group capital. 

Cash flow statement / Statement of changes in group equity 

43


NOTES TO THE CONSOLIDATED FINANCIAL 

STATEMENTS 2011 

1 PRINCIPLES AND METHODS 

1.1 General principles 

The consolidated financial statements of Boehringer Ingelheim for the 2011 financial year were prepared 

in accordance with section 264a of the Handelsgesetzbuch (HGB – German Commercial Code), in line 

with the requirements of group accounting of sections 290 et seq. HGB. 

In accordance with section 297 paragraph 1 HGB, the consolidated financial statements consist of the consolidated 

balance sheet, the consolidated profit and loss statement, the notes to the consolidated financial 

statements, the cash flow statement and the statement of changes in equity. 

The consolidated financial statements were prepared in euro in accordance with section 298 paragraph 1 

in conjunction with section 244 HGB. 

To improve the clarity of the consolidated financial statements, individual items of the consolidated balance 

sheet and the consolidated profit and loss statement have been combined. These items are presented 

and explained separately in the notes. The additional disclosures required for the individual items can also 

be found in the notes. 

1.2 Information on companies included in consolidation 

The parent company of the Boehringer Ingelheim Group is C. H. Boehringer Sohn AG & Co. KG, Ingelheim. 

Boehringer AG, Ingelheim, is the sole, personally liable, managing shareholder of this company. 

Besides C. H. Boehringer Sohn AG & Co. KG, there is C. H. Boehringer Sohn Grundstücksverwaltung GmbH 

& Co. KG, the general partner which is controlled by C. H. Boehringer Sohn AG & Co. KG. 

The Boehringer Ingelheim Group consists of a total of 145 affiliated companies in Germany and abroad. In 

addition to C. H. Boehringer Sohn AG & Co. KG and C. H. Boehringer Sohn Grundstücksverwaltung GmbH 

& Co. KG, a further 111 companies in which C. H. Boehringer Sohn AG & Co. KG directly or indirectly 

holds the majority of voting rights have been fully consolidated in the consolidated financial statements. 

30 companies were not included in consolidation in accordance with section 296 paragraph 2 HGB in the 

reporting year, as they are individually and collectively insignificant to the net assets, financial position 

and results of operations of the Group. The total amount of the sales, equity and net income of the companies 

not included in consolidation account for less than 1% of the aggregated group financial statements 

totals. These companies were also not classified as associates in accordance with section 311 paragraph 2 

HGB on account of immateriality. There are ongoing restrictions on disposal at two other companies on ac- 

44 




count of their articles of association. These were not included in consolidation in accordance with section 

296 paragraph 1 sentence 1 HGB. 

The total number of affiliated companies remained unchanged as against the previous year: 

• Two companies were liquidated 

• Two companies were founded 

The following subsidiaries were exempted from the reporting and disclosure obligations of section 264 

paragraph 3 HGB: 

• Boehringer Ingelheim GmbH, Ingelheim 

• Boehringer Ingelheim Europe GmbH, Ingelheim 

• Boehringer Ingelheim Vetmedica GmbH, Ingelheim 

• Boehringer Ingelheim Secura Versicherungsvermittlungs GmbH, Ingelheim 

• Boehringer Ingelheim Grundstücksgesellschaft mbH, Ingelheim 

• Boehringer Ingelheim Finanzierungs GmbH, Ingelheim 

• Boehringer Ingelheim R&D Beteiligungs GmbH, Ingelheim 

• Boehringer Ingelheim Venture Fund GmbH, Ingelheim 

Exempt from the duty to prepare and disclose annual financial statements and management reports in accordance 

with HGB provisions for corporations under section 264b HGB are: 

• C. H. Boehringer Sohn AG & Co. KG, Ingelheim 

• C. H. Boehringer Sohn Grundstücksverwaltung GmbH & Co. KG, Ingelheim 

• C. H. Boehringer Sohn Selbstmedikation KG, Biberach 

• Boehringer Ingelheim Pharma GmbH & Co. KG, Ingelheim 

• Boehringer Ingelheim Veterinary Research Center GmbH & Co. KG, Hanover 

1.3 Consolidation methods 

For inventories and fixed assets, receivables, liabilities and income and expense items, transactions between 

the companies included in consolidation were eliminated as part of debt consolidation in accordance with 

section 303 HGB, the elimination of intercompany profits in accordance with section 304 HGB and the 

consolidation of income and expenses in accordance with section 305 HGB. 

The revaluation method of section 301 HGB was applied in acquisition accounting for the first-time consolidation 

of subsidiaries. First-time consolidation occurred on the date at which the company became a 

subsidiary. 

The carrying amount of the shares held by the parent company was offset against the corresponding equity 

of the subsidiary. Equity is carried at the amount of the fair value of the assets, liabilities, prepaid expenses 

and deferred income and special reserves included in the consolidated financial statements as at the time 

of consolidation. Any remaining balance after offsetting was reported as goodwill. 

Notes to the consolidated financial statements 2011 

45

1.4 Currency translation 

Assets and liabilities resulting from foreign currency transactions were translated using the middle spot 

exchange rate as at the balance sheet date. The realisation principle (section 298 paragraph 1 in conjunction 

with section 252 paragraph 1 no. 4, 2nd half-sentence HGB) and the historical cost convention (section 

298 paragraph 1 in conjunction with section 253 paragraph 1 sentence 1 HGB) were complied with 

for remaining terms of more than one year. 

In these consolidated financial statements, the financial statements of foreign subsidiaries domiciled in a 

state outside the euro zone and denominated in foreign currency have been converted into euro in accordance 

with section 308a HGB using the modified closing rate method. 

Using the modified closing date rate method, the asset, equity and liability items of the annual financial 

statements prepared in foreign currency were translated into euro using the middle spot exchange rate as at 

the closing date, with the exception of equity, which was translated using the historical rate. The items of 

the profit and loss statement were translated into euro using the average rate. The resulting translation difference 

was reported within consolidated equity below the reserves within “Difference in equity from 

currency translation”. The most important currencies for the Group developed as follows in the reporting 

year (basis: EUR 1): 

Year-end rate 

Average annual rate 

31.12.2011 31.12.2010 2011 2010 

US dollar 1.29 1.34 1.39 1.33 

Japanese yen 100.20 108.65 111.03 116.46 

Pound sterling 0.84 0.86 0.87 0.86 

Canadian dollar 1.32 1.33 1.38 1.37 

46 




2 ACCOUNTING POLICIES 

2.1 Fixed assets 

Acquired intangible assets and tangible assets were carried at cost less straight-line amortisation and 

depreciation respectively in line with technical and economic circumstances. This is based on the following 

useful lifes: 

Intangible assets 

Buildings 

Technical equipment and machinery 

Other equipment, operating and office equipment 

2 to 15 years 

20 years 

10 years 

3 to 10 years 

Only straight-line depreciation and amortisation is used in the consolidated financial statements. Anticipated 

permanent impairment was shown by write-offs. Direct costs of materials and labour costs, appropriate 

portions of materials and labour overheads and the depreciation of fixed assets (if caused by production) 

were taken into account in determining production costs. 

All capitalised, intangible assets have a limited useful life. 

Goodwill from the first-time consolidation of shares is usually being amortised over a period of five years. 

A useful life of ten years was applied to the goodwill for Boehringer Ingelheim Korea Ltd., acquired in 

2007, as past experience of products, sales markets and the business conditions of Boehringer Ingelheim 

Korea Ltd. has shown that this presents a true and fair view. 

Financial assets essentially included shareholder rights, securities and loans and are carried at the lower of 

cost or fair market value, if impaired. 

2.2 Current assets and prepaid expenses 

Inventories were carried at the lower of cost and fair market value. 

Raw materials, consumables and supplies were capitalised at the lower of average acquisition prices or fair 

market value on the balance sheet date. 

Finished goods and work in progress were measured at production cost on the basis of individual calculations, 

taking into account the directly attributable costs of materials, direct labour costs, special direct 

costs, appropriate shares of production and materials overheads and depreciation. 

Goods for resale are valued at the lower of either purchase cost or fair market value. 

All identifiable risks in inventory assets arising from above-average storage periods, diminished marketability 

and lower replacement costs were taken into account by appropriate valuation adjustments. 


47

Inventories are valued loss-free, i.e. discounts were recognised on the expected sales prices for costs yet to 

be incurred. 

Receivables and other assets were recognised at cost less allowances for specific risks and general credit 

risk. Low-interest or non-interest-bearing receivables with a term of more than one year were discounted. 

Securities classified as current assets include other securities and were recognised at the lower of cost or 

quoted/market prices on the reporting date. 

Cash and cash equivalents were recognised at the lower of cost or fair market value. 

Deferred charges and prepaid expenses in accordance with section 250 paragraph 1 HGB include expenses 

paid in advance for a certain period after the balance sheet date. 

Deferred charges in accordance with section 250 paragraph 2 HGB includes proceeds for a certain period 

after the balance sheet date. 

2.3 Negative difference from acquisition of companies 

The negative difference from acquisition of companies was recognised as a result of the net assets of a 

company acquired as of 31 March 2011 exceeding the purchase price. The release of the negative difference 

from acquisition of companies (by EUR 18 million from EUR 175 million to EUR 157 million) is shown in 

other operating income; the amount of the release of the negative difference from acquisition of companies 

is in line with the amortisation of the excess net assets as of the time of acquisition. The period of amortisation 

is currently estimated at ten years. 

2.4 Group reserves 

Group reserves include the retained earnings of the consolidated subsidiaries from prior years and consolidation 

entries that affect earnings related to prior years. 

2.5 Provisions 

Tax provisions and other provisions include all uncertain liabilities and expected losses from executory 

contracts. They were carried at the amount required to settle the obligation based on reasonable business 

judgement in accordance with the prudence principle (i.e. including future cost and price increases). Provisions 

with a remaining term of more than one year are discounted using the matched-term, average market 

interest rate for the last seven years (in accordance with the Rückstellungsabzinsungsverordnung – German 

Regulation on the Discounting of Provisions). 

2.6 Liabilities 

Liabilities are recognised at settlement amount. 

48 




2.7 Deferred taxes 

To calculate deferred taxes on temporary or quasi-permanent differences between the accounting carrying 

amounts of assets, liabilities, prepaid expenses and deferred income and their tax carrying amounts or on 

tax loss carryforwards, the amounts of the resulting tax benefits and expenses at the time of reversal were 

measured using tax rates specific to the respective consolidated company (10% - 40%) and not discounted. 

Differences due to consolidation measures in accordance with sections 300 to 305 HGB were also measured 

using company-specific tax rates at the time of the expected reversal of the difference. Deferred tax 

assets on loss carryforwards were taken into account, if it is likely that they will be used within the next 

five years. 

Deferred tax assets and liabilities were reported without being netted. 


49

3 NOTES TO THE CONSOLIDATED BALANCE SHEET 

3.1 Intangible assets 


Acquired 

concessions/ 

similar rights 

Goodwill 

Advance 

payments 

Total 

Procurement/manufacturing costs 

Balance as of 1.1.2010 1,293 572 13 1,878 

Currency conversion difference 67 0 2 69 

Additions due to first consolidation 0 0 0 0 

Additions 42 0 15 57 

Disposals — 78 0 0 — 78 

Reclassifications 10 0 — 3 7 

Balance as of 31.12.2010 1,334 572 27 1,933 




Disposals — 15 0 — 1 — 16 

Reclassifications 26 0 — 22 4 

Balance as of 31.12.2011 1,419 573 14 2,006 

Accumulated depreciation 

Balance as of 1.1.2010 597 536 0 1,133 




Write-ups 0 0 0 0 

Disposals — 56 0 0 — 56 

Reclassifications 0 0 0 0 

Balance as of 31.12.2010 656 541 0 1,197 




Write-ups 0 0 0 0 

Disposals — 15 0 0 — 15 

Reclassifications 0 0 0 0 

Balance as of 31.12.2011 750 546 0 1,296 

Book value as of 31.12.2010 678 31 27 736 

Book value as of 31.12.2011 669 27 14 710 

50 




3.2 Tangible assets 

Land and Technical Other Advance Total 

buildings facilities facilities/ payments/ 

and machines operating construction 

(in millions of EUR) equipment in progress 


Balance as of 1.1.2010 2,510 2,611 1,867 402 7,390 

Currency conversion difference 163 102 71 20 356 

Additions due to first consolidation 0 0 0 0 0 

Additions 31 82 123 283 519 

Disposals — 82 — 109 — 150 — 8 — 349 

Reclassifications 33 96 52 — 188 — 7 

Balance as of 31.12.2010 2,655 2,782 1,963 509 7,909 



Additions 61 214 137 218 630 

Disposals — 15 — 60 — 93 — 2 — 170 

Reclassifications 63 140 30 — 237 — 4 

Balance as of 31.12.2011 2,826 3,125 2,060 494 8,505 

Accumulated depreciation 

Balance as of 1.1.2010 1,262 1,581 1,328 0 4,171 



Additions 106 202 190 0 498 

Write-ups 0 0 0 0 0 

Disposals — 55 — 96 — 133 0 — 284 

Reclassifications 0 0 0 0 0 

Balance as of 31.12.2010 1,402 1,757 1,436 0 4,595 



Additions 113 235 187 0 535 

Write-ups — 3 — 6 0 0 — 9 

Disposals — 13 — 49 — 79 0 — 141 

Reclassifications 0 0 0 0 0 

Balance as of 31.12.2011 1,535 1,964 1,564 0 5,063 

Book value as of 31.12.2010 1,253 1,025 527 509 3,314 

Book value as of 31.12.2011 1,291 1,161 496 494 3,442 


51

3.3 Financial assets 


Investments Loans Investments Investment Other Total 

in affiliated to affiliated in related securities loans 

companies companies companies 


Balance as of 1.1.2010 65 7 104 1,521 20 1,717 

Currency conversion difference 11 0 — 1 8 0 18 

Additions due to first consolidation 0 0 0 0 0 0 

Additions 7 0 2 1,542 5 1,556 

Disposals — 4 0 0 — 64 — 6 — 74 

Reclassifications 0 0 0 0 0 0 

Balance as of 31.12.2010 79 7 105 3,007 19 3,217 

Currency conversion difference 4 0 1 8 0 13 


Additions 0 0 8 853 6 867 

Disposals — 2 — 7 0 — 46 — 5 — 60 


Balance as of 31.12.2011 81 0 114 3,822 20 4,037 

Accumulated amortisation 

Balance as of 1.1.2010 0 0 1 14 3 18 



Additions 0 0 33 1 0 34 

Write-ups 0 0 0 0 0 0 

Disposals 0 0 0 — 4 0 — 4 


Balance as of 31.12.2010 0 0 34 12 3 49 



Additions 18 0 13 2 0 33 

Write-ups 0 0 0 0 0 0 

Disposals 0 0 0 — 1 0 — 1 


Balance as of 31.12.2011 20 0 47 14 3 84 

Book value as of 31.12.2010 79 7 71 2,995 16 3,168 

Book value as of 31.12.2011 61 0 67 3,808 17 3,953 

As in the previous year, the “Other loans” item does not include any loans to shareholders. 

52 




3.4 Inventories 

(in millions of EUR) 31.12.2011 31.12.2010 

Raw materials and supplies 427 381 

Unfinished products 872 817 

Finished products and goods for resale 694 649 

Advance payments to suppliers 5 3 

1,998 1,850 

3.5 Accounts receivable and other assets 

Residual 

term over 

Residual 

term over 

(in millions of EUR) 31.12.2011 1 year 31.12.2010 1 year 

Trade accounts receivable 2,531 6 2,156 4 

Receivables from affiliated companies 12 0 7 0 

Receivables from related companies 19 0 17 0 

Other assets 564 12 532 12 

3,126 18 2,712 16 

The “Other assets” item includes receivables from shareholders of EUR 1 million (previous year: 

EUR 28 million). 

Receivables from affiliated companies, as in the previous year, exclusively consist of receivables from 

loans. 

Receivables from related companies only consist of trade accounts receivable. 

3.6 Provisions 


Pension provisions 3,283 3,007 

Tax provisions 679 559 

Other provisions 3,166 2,845 

7,128 6,411 

Provisions for pensions and similar obligations 

The provisions for pensions and similar obligations were determined on the basis of actuarial calculations 

using the projected unit credit method, taking into account future adjustments in salaries and pensions. 


53

In addition to local biometric data (e.g. Prof Heubeck’s 2005 G mortality tables in Germany), pension obligations 

in the significant countries were calculated on the basis of the following actuarial parameters: 

(in % as of 31 December 2011) Germany USA Japan 

Discount rate 5.13 5.53 2.06 

Salary increase 4.0 5.0 4.2 – 4.9 

Pension increase 3.5 3.0 0.0 

Provisions for pensions and similar obligations were discounted using the average market interest rate on a 

remaining term of 15 years in accordance with the German Regulation on the Discounting of Provisions of 

18 November 2009. The interest rates used to discount significant foreign pension obligations (US, Japan) 

were determined with comparable parameters, in line with the German Regulation on the Discounting of 

Provisions of 18 November 2009. 

The plan assets intended solely to cover pension and similar obligations that are unavailable to all other 

creditors (cover assets within the meaning of section 246 paragraph 2 sentence 2 HGB) were measured at 

fair market value which is essentially derived from stock market prices and offset against the underlying 

pension and similar obligations. 

The fair market value of the plan assets on balance sheet date was EUR 920 million. The corresponding 

present value of the pension and similar obligations was EUR 4,203 million. 

Gains and losses from plan assets and interest expense relating to pension and similar obligations were 

offset in accordance with section 246 paragraph 2 sentence 2 HGB. 

In total, EUR 12 million losses from plan assets and EUR 224 millions interest expense relating to pension 

and similar obligations are included in the financial income. 

54 




3.7 Accounts payable 


Residual term Residual term 

less than 

1 - 5 

over 31.12. 31.12. less than 

1 year 

years 5 years 


2010 

1 year 

Bank loans 479 747 493 1,719 1,740 237 

Other accounts payable 1,362 57 142 1,561 1,387 1,261 

of which: 

- Trade accounts payable 899 1 0 900 803 802 

- Advance payments 27 16 0 43 41 23 

- Accounts payable 

to affiliated companies 24 0 0 24 29 29 

- Accounts payable 

to related companies 2 0 0 2 1 1 

- Other liabilities* 410 40 142 592 513 406 

1,841 804 635 3,280 3,127 1,498 

* Of which: 

- from taxes (EUR million) 65 76 

- social security liabilities (EUR million) 15 14 

As in the previous year, there were no liabilities secured by mortgages or similar collateral rights on the 

balance sheet date. 

At the end of the year, there were liabilities to shareholders of EUR 26 million (previous year: EUR 0 million). 

Payables to affiliated companies consist of payables from loans amounting to EUR 19 million (previous year: 

EUR 18 million) and trade accounts payable amounting to EUR 5 million (previous year: EUR 11 million). 


55

4 NOTES TO THE CONSOLIDATED PROFIT AND LOSS 

STATEMENT 

The structure of the consolidated profit and loss statement was based on the total cost format. 

4.1 Net sales 

by business and business segment (in millions of EUR) 2011 2010 

Human Pharmaceuticals 12,195 11,665 

of which: Prescription Medicines 10,096 9,702 

Consumer Health Care 1,396 1,318 

Industrial Customers 697 638 

Other Sales 6 7 

Animal Health 976 921 

13,171 12,586 

by geographic region (in millions of EUR) 2011 2010 

Europe 4,037 4,089 

of which: Germany 950 977 

Americas 6,087 5,724 

of which: USA 4,820 4,511 

Asia / Australasia / Africa 3,047 2,773 

of which: Japan 1,831 1,695 

13,171 12,586 

4.2 Other operating income 

Other operating income includes income from currency translation of EUR 546 million (previous year: 


4.3 Material costs 


Costs of raw material, supplies and goods for resale 1,231 1,375 

Expenditure on services 448 428 

1,679 1,803 

56 




4.4 Personnel costs 


Salaries and wages 2,875 2,713 

Social benefits and retirement benefits 789 645 

of which: retirement benefits 306 177 

3,664 3,358 

All interest effects of the measurement of the provision for pensions and similar obligations were shown as 

a separate item of the financial income. 

Average headcount 2011 2010 

Production 13,076 12,647 

Administration 5,217 5,242 

Marketing and sales 17,945 16,543 

Research and development 7,159 7,093 

Apprentices 697 699 

44,094 42,224 

4.5 Amortisation of intangible assets and depreciation of tangible assets 

Amortisation of intangible fixed assets and depreciation of tangible fixed assets include extraordinary 

write-downs of EUR 34 million (previous year: EUR 23 million). 

4.6 Other operating expenses 

Other operating expenses include expenses from currency translation of EUR 497 million (previous year: 


Other operating expenses essentially include third-party services in the areas of research, development, 

medicine and marketing plus administrative expenses, fees and contributions, commissions, rent, freight 

and expenses for third-party repairs. 

4.7 Financial income 


Interest expense relating to pensions and similar obligations and other provisions — 247 — 147 

Other interest expense and similar expenditure — 130 — 115 

Interest expense and similar expenditure — 377 — 262 

Amortisation of and loss on disposal on financial assets and short-term investments — 2 — 4 

Income from other investment securities and from long-term loans 113 80 

Other interest income and similar proceeds 68 32 

— 198 — 154 


57

4.8 Holding income 


Write-offs on financial assets — 31 — 33 

Expense from loss allocation 0 — 1 

of which from affiliated companies 0 — 1 

— 31 — 34 

4.9 Extraordinary result 

In the previous year, the adoption of section 66 and section 67 paragraph 1 to paragraph 5 EGHGB (transitional 

BilMoG regulations) resulted in extraordinary expenses of EUR 587 million from the addition to provisions 

for pensions and similar obligations and EUR 20 million from the addition to other long-term provisions. 

Also in the previous year, the adoption of section 66 and section 67 paragraph 1 to paragraph 5 

EGHGB resulted in extraordinary income of EUR 13 million from the reversal of provisions for pensions 

and similar obligations also included in this item. 

4.10 Taxes 


Income taxes 630 369 

Deferred taxes — 63 — 143 

567 226 

Current income taxes essentially include the costs of corporation and trade tax for the companies included 

in consolidation. 

As a result of the conclusion of profit transfer agreements, significant German corporations have been included 

in the trade and corporation tax group of the parent company C. H. Boehringer Sohn AG & Co. KG 

since 1 January 2004. As the income taxes of the shareholders of C. H. Boehringer Sohn AG & Co. KG incurred 

on operating income cannot be reported in the consolidated profit and loss statement, only the 

trade income tax of the companies concerned and other fully consolidated German partnerships is shown 

as tax expenses. 

Total deferred tax assets amounted to EUR 1,457 million as of the balance sheet date. Deferred tax assets 

essentially relate to the different carrying amounts of provisions, fixed assets and inventories. Deferred tax 

liabilities were recognised in the amount of EUR 274 million. They mainly relate to the differences in the 

carrying amounts of tangible assets, inventories and provisions. 

4.11 Net income 

The net income for 2011 was positively influenced by prior-period operating income (essentially from the 

reversal of other provisions) of EUR 166 million (previous year: EUR 99 million) and negatively influenced 

by prior-period operating expenses of EUR 99 million (previous year: EUR 37 million). 

58 




5 NOTES TO THE CASH FLOW STATEMENT 

The cash flow statement shows how the cash and cash equivalents (cash and long-term securities and investments 

classified as current assets that can be sold at any time) of the Boehringer Ingelheim Group 

changed as a result of cash inflows and outflows in the reporting year. In accordance with German Accounting 

Standard 2 on the cash flow statement (GAS 2), this has been broken down according to cash 

flows from operating activities and cash flows from investing and financing activities. 

The changes in the balance sheet items of the affiliated companies included were translated using average 

rates for the year. As in the balance sheet, cash and cash equivalents are carried at the closing rate. The 

e ffect of exchange rate changes on cash and cash equivalents has been shown separately. 

In the financial year, EUR 164 million were received from interests; EUR 83 million (previous year: EUR 

89 million) were paid for interests while EUR 407 million (previous year: EUR 347 million) were paid for 

taxes. 

6 OTHER DISCLOSURES 

6.1 Contingent liabilities 

(EUR million) 31.12.2011 31.12.2010 

Liabilities from guarantees, 

bills and cheque guarantees, warranties 

and the granting of security for third-party liabilities 34 21 

The risk of utilisation of the individual contingent liabilities is estimated as follows: 

The risk of utilisation of guarantees for the liabilities to banks of affiliated companies is rated as low on account 

of the solid net assets, financial position and results of operations of the subsidiaries in question. 

6.2 Other financial commitments 


Rental and leasing obligations 320 249 

Purchase commitment 768 563 

1,088 812 

There are obligations from rental and lease agreements of EUR 320 million (previous year: EUR 249 million), 

EUR 34 million of which (previous year: EUR 39 million) relating to long-term rental agreements 

with subsidiaries not included in consolidation. 


59

The purpose of the lease agreements is the lower capital commitment compared to buying property and the 

absence of the resale risk. Risks could arise from the term of the lease, if it were no longer possible to fully 

utilise the properties, of which there are no indications at this time. 

Other financial commitments include future expenses from follow-up investments, investments already 

initiated and future major repairs. As at the balance sheet date, purchase commitments include future cash 

investments of EUR 645 million (previous year: EUR 449 million) in other off-balance sheet transactions. 

6.3 Derivative financial instruments and hedges 

Owing to its extensive international structure, the Boehringer Ingelheim Group is highly dependent on developments 

in the world’s currencies and interest rates. To hedge these risks, particularly those emerging 

from goods, services and financing, currency forwards and options are generally used for currency risks 

and interest rate swaps and options are used for interest rate risks. 

The use of derivative financial instruments and the organisational processes are set out in internal guidelines. 

There is a strict separation of trading, processing, documentation and control. 

Risk positions are regularly tracked, analysed and measured in a special consolidated financial report. The 

positions entered into are periodically re-evaluated and monitored. The fair market values of the derivative 

financial instruments are calculated using standard market measurement methods (currency and interest 

forwards using the net present value method, currency and interest options using recognised option 

pricing models) on the basis of the market data available on the balance sheet date. 

Currency and interest options are recognised at fair market value not exceeding the option premium paid 

or received. They are derecognised on maturity. 

Provisions of EUR 42 million were recognised for currency forwards not included in hedge accounting for 

which there was a negative fair market value within a currency as at the balance sheet date. In line with 

the imparity principle, positive fair market values within a currency are not recognised. 

On the balance sheet date, there were the following derivative financial instruments not included in hedge 

accounting: 

Nominal value 

Market value 

(in millions of EUR) 31.12.2011 31.12.2010 31.12.2011 31.12.2010 

Foreign exchange forward contracts 1,866 1,892 — 42 — 1 

Interest options 0 1 0 0 

If the requirements for hedge accounting of foreign exchange forward contracts with highly probable forecasted 

transactions in accordance with section 254 HGB are met, the foreign exchange forward contracts 

are not recognised in the balance sheet in line with the net hedge presentation method. 

60 




The following accounting policies apply in the recognition of hedges in accordance with 254 HGB: 

Economic hedges are accounted for by hedge accounting. Hedges are recognised per foreign currency from 

the net amount of highly probable forecasted transactions and currency forwards that match the forecasted 

net cash flow in terms of maturity, nominal amount and foreign currency (macro hedge). The highly 

probable forecasted transactions (incoming and outgoing payments for planned sales and purchases) are 

derived from company planning. Ex-post analysis of planning has shown that the planned transactions are 

highly probable. 

As the critical terms (maturity, nominal amount, foreign currency) match, the opposing changes in value of 

the hedged item and the hedging instrument are fully offset. An effective hedge can therefore be assumed 

both prospectively and retrospectively. The critical term match method is exclusively used to measure prospective 

and retrospective hedge effectiveness. 

As of 31 December 2011, hedges for highly probable forecast net cash flows were recognised as follows: 

January to December 2012: 

Net cash flow (in millions of EUR) FX forward contracts (in millions of EUR) 

Nominal value Nominal value Market value 

USD 1,014 USD — 713 USD — 47 

JPY 780 JPY — 698 JPY — 81 




USD 1,099 USD — 366 USD — 25 

JPY 782 JPY — 345 JPY — 36 




USD 1,123 USD — 168 USD — 5 

JPY 831 JPY — 180 JPY — 16 

January, February 2015: 



USD 185 USD — 18 USD 0 

JPY 155 JPY — 29 JPY — 2 


61

The amount of the hedged foreign currency risk correlates to the relative change in the exchange rate 

between the planning date and the realisation date of the forecasted transactions. If all currencies were to 

appreciate or depreciate against the euro by 10.0%, there would be a foreign currency risk of plus or minus 

EUR 597 million without hedging. 

As of the 2011 balance sheet date, there are two floating-rate loans amounting to EUR 516 million. Interest 

rate swaps with matching amounts and matching maturities were concluded to hedge the interest rate 

risk associated with this. As this only involves transforming the floating-rate loan portions into a fixed interest 

rate, use is made of hedge accounting (micro hedges). The opposing changes in value of the hedged 

item and the hedging instrument are fully offset until 2016. As of the balance sheet date, the interest rate 

swaps including accrued interest had a fair market value of minus EUR 16 million. The carrying amount 

(equal to deferred accrued interest) was EUR 2 million and is reported under liabilities to banks. The net 

hedge presentation method was used. 

6.4 Research and development expenses 

(in millions of EUR ) 2011 2010 

Research & development expenses 2.516 2.453 

The research and development expenses not capitalised include costs for phase IV clinical studies. 

6.5 Total auditor fees 

The total fee charged by the auditor for the financial year was EUR 2.5 million. EUR 0.9 million of this relates 

to audits of financial statements, EUR 0.1 million to other assurance or valuation services and EUR 

1.5 million to other services. 

62 



auditor’s report 

AUDITOR’S REPORT 

We have audited the consolidated financial statements 

prepared by C.H. Boehringer Sohn AG & 

Co. KG, Ingelheim - comprising the balance 

sheet, the income statement, statement of changes 

in equity, cash flow statement and the notes to the 

consolidated financial statements, together with 

the group management report for the business 

year from 1 January to 31 December 2011. The 

preparation of the consolidated financial statements 

and the group management report in accordance 

with German commercial law is the responsibility 

of the Managing Directors of the 

managing corporate general partner. Our responsibility 

is to express an opinion on the consolidated 

financial statements and the group management 

report based on our audit. 

We conducted our audit of the consolidated financial 

statements in accordance with § (Article) 

317 HGB (German Commercial Code) and 

German generally accepted standards for the audit 

of financial statements promulgated by the Institut 

der Wirtschaftsprüfer (Institute of Public 

Auditors in Germany) (IDW). Those standards require 

that we plan and perform the audit such 

that misstatements materially affecting the presentation 

of the net assets, financial position and 

results of operations in the consolidated financial 

statements in accordance with (German) principles 

of proper accounting and in the group management 

report are detected with reasonable assurance. 

Knowledge of the business activities and 

the economic and legal environment of the 

Group and expectations as to possible misstatements 

are taken into account in the determination 

of audit procedures. The effectiveness of the 

accounting-related internal control system and 

the evidence supporting the disclosures in the 

consolidated financial statements and the group 

management report are examined primarily on a 

test basis within the framework of the audit. The 

audit includes assessing the annual financial 

statements of the companies included in consolidation, 

the determination of the companies to be 

included in consolidation, the accounting and 

consolidation principles used and significant estimates 

made by the Managing Directors of the 

managing corporate general partner, as well as 

evaluating the overall presentation of the consolidated 

financial statements and the group management 

report. We believe that our audit provides 

a reasonable basis for our opinion. 

Auditor’s report 

63

With the exception of the following qualification, 

our audit has not led to any reservations: Contrary 

to § (Article) 314 (1) Nos.6 (a) and (b) HGB the 

total remuneration granted to the members and 

the former members of the board of managing directors 

as well as the pension provisions recognized 

and not recognized for the former members 

of the board of managing directors are not disclosed 

in the notes to the consolidated financial 

statements. 

In our opinion based on the findings of our audit, 

with the qualification mentioned above, the consolidated 

financial statements comply with the 

legal requirements. The consolidated financial 

statements give a true and fair view of the net assets, 

financial position and results of operations 

of the Group in accordance with (German) principles 

of proper accounting. The group management 

report is consistent with consolidated financial 

statements that comply with the legal 

requirements and as a whole provides a suitable 

view of the Group’s position and suitably 

presents the opportunities and risks of future development. 

Frankfurt am Main, 23 February 2012 

PricewaterhouseCoopers 

Aktiengesellschaft 

Wirtschaftsprüfungsgesellschaft 

/s/ Philip Marshall 

Wirtschaftsprüfer 

(German Certified 

Public Accountant) 

/s/ Georg Wolfgang Wegener 

Wirtschaftsprüfer 

(German Certified 

Public Accountant) 

64 



branded prescription medicines 


PRODUCT PORTFOLIO 

A SELECTION 

68 BRANDED PRESCRIPTION MEDICINES 

78 CONSUMER HEALTH CARE 

86 ANIMAL HEALTH 

67

Respiratory diseases 

Chronic obstructive pulmonary disease (COPD) and 

asthma are among the most prevalent chronic diseases 

affecting the lungs, and cause significant morbidity and 

premature deaths worldwide. 

COPD 

COPD is a chronic disease of the lung in which the airways 

become narrowed. This leads to a limitation of airflow 

causing shortness of breath and other respiratory 

symptoms. The airflow limitation is only partially reversible 

and usually worsens gradually over time. Destruction 

of lung tissue (mainly affecting the alveoli and 

thus gas exchange) and excessive mucus in the airways 

inducing chronic cough contribute to the burden of disease. 

These manifestations of COPD are designated as 

emphysema or chronic bronchitis. 

Asthma 

Asthma is a chronic disease involving airway inflammation 

in response to exposure to asthma triggers such as 

allergens. Airway inflammation causes airways to narrow, 

in some patients mucus to increase, and chronic dry 

cough may be an asthma symptom. Quite variable 

breathing difficulties may occur. In the early stages of 

the disease, this airflow limitation is fully reversible and 

patients can be free of symptoms between attacks. 

COPD is caused by noxious stimuli such as cigarette 

smoke or air pollution. The course of COPD is characterised 

by an accelerated loss of lung function compared 

to normal aging and occasional sudden worsening of 

symptoms and functions called acute exacerbations. 

68 




Indications Brand names Active ingredients 

• Chronic obstructive pulmonary 

disease (COPD) 

spiriva® 

tiotropium bromide 

Maintenance treatment of patients with 

COPD (chronic obstructive pulmonary 

disease, including chronic bronchitis 

and emphysema), the maintenance 

treatment of associated dyspnoea and 

for prevention of exacerbations. 

• Bronchospasms associated 

with reversible obstructive 

airway diseases 

combivent® 

ipratropium bromide, 

salbutamol 

Management of reversible bronchospasms 

associated with obstructive 

airway diseases in patients requiring 

more than one bronchodilator. 

• Chronic obstructive 

pulmonary disease (COPD) 

• Chronic bronchitis 

• Asthma 

atrovent® 

ipratropium bromide 

Bronchodilator for maintenance treatment 

of bronchospasm associated with 

chronic obstructive pulmonary disease, 

including chronic bronchitis, emphysema 

and asthma. 

• Bronchial asthma 

• Chronic bronchitis 

berodual® 

bronchodual® 

duovent® 

fenoterol, 

ipratropium 

bromide 

For prevention and treatment of symptoms 

in chronic obstructive airway disorders 

with reversible air flow limitations, 

such as bronchial asthma, and 

especially chronic bronchitis, with or 

without emphysema. 


berotec® 

dosberotec® 

fenoterol 

Symptomatic treatment of acute asthma 

attacks and other conditions with reversible 

airway narrowing, e. g. chronic 

obstructive bronchitis, prophylaxis of 

exercise-induced asthma. 


inflammide® 

budesonide 

Chronic control of symptoms of bronchial 

asthma. 


• Allergic rhinitis 

alesion® 

flurinol® 

epinastine 

Prophylactic treatment of bronchial 

asthma. Prophylaxis and symptomatic 

treatment of allergic rhinitis. 

Respiratory diseases 

69

Diseases of the central nervous system 

Mental and neurological diseases, such as depression 

and Parkinson’s disease, significantly impact patients 

and their families, and are a substantial burden to society. 

Parkinson’s disease 

Parkinson’s disease (PD) is a degenerative disorder of 

the central nervous system. Patients usually notice motor 

symptoms, like hand tremor (shaking), as their first 

sign of the disease, which progresses eventually to include 

shaking of the arms, legs or head. Other motor 

symptoms that may develop over time include stiffness 

that often results in loss of facial expression and a 

gradual slowing or loss of motion or “freezing”. About 

30 – 40 % of patients also suffer from non-motor symptoms 

associated with PD, such as dementia, depression 

and sleep disorders. The primary symptoms are the 

result of a lack of the neurotransmitter dopamine in 

distinct areas of the human brain. 

Restless legs syndrome (RLS) 

Restless legs syndrome (RLS) is a common neurological 

disorder characterised by an uncontrollable urge to 

move the legs, primarily occuring in the evening and 

night hours, usually accompanied by unpleasant and 

sometimes painful sensations in the legs as well as disturbed 

sleep resulting in daytime tiredness or sleepiness. 

The sensations are felt deep within the legs and are 

described as creeping, crawling or aching. 

70 





• Parkinson’s disease (PD) 

• Restless legs syndrome (RLS) 

sifrol® 

sifrol® er 

mirapex® 

mirapex® er 

mirapex er® 

mirapexin® 

mirapexin® er 

pexola® 

pramipexole 

Symptomatic treatment of idiopathic 

Parkinson’s disease. It may be used as 

monotherapy or in combination with 

levodopa. Symptomatic treatment of 

idiopathic moderate to severe restless 

legs syndrome. 

• Sleep disorders 

lendormin® 

lendorm® 

lindormin® 

sintonal® 

brotizolam 

Short-term treatment of disorders of 

initiating and maintaining sleep. 

Diseases of the central nervous system 

71


Cardiovascular diseases are the leading causes of death 

in many countries, and are still increasing in prevalence. 

Stroke 

Stroke is the rapidly developing loss of brain functions 

due to a blockage of the blood flow to the affected brain 

tissue. This can be due to ischaemia (lack of blood supply) 

caused by thrombosis or embolism, or due to a 

bleeding. As a result, the affected area of the brain is 

unable to function and the damage quickly becomes 

permanent, if untreated. Stroke is an acute event requiring 

emergency diagnosis and intervention. Stroke is one 

of the leading causes of death and long-term disability 

in the developed world. Symptoms of a transient ischaemic 

attack (TIA) are similar to stroke, but last for only 

a few minutes or hours. As a TIA may precede a stroke, 

emergency medical care and subsequent preventive 

treatment is necessary. 

Acute myocardial infarction 

An acute myocardial infarction, or heart attack, is an 

acute event that occurs when a thrombus or clot suddenly 

prevents blood flow to an area of the heart muscle. 

Unless the blood flow is restored quickly, the affected 

section of heart muscle becomes permanently 

damaged. Heart attack is a leading cause of death in all 

developed countries. 

72 





• Essential hypertension 

• Cardiovascular prevention 

micardis® 

micardisplus® 

micardis® plus 

micardis® hct 

co-micardis® 

telmisartan; 

telmisartan, hydrochlorothiazide 

Treatment of essential hypertension. 

For the reduction of the risk of myocardial 

infarction (heart attack), stroke or 

death from cardiovascular (CV) causes in 

patients 55 years of age or older at high 

risk of developing major CV events who 

are unable to take ACE inhibitors (USA). 

For the reduction of cardiovascular morbidity 

in patients with manifest atherothrombotic 

cardiovascular disease (history 

of coronary heart disease, stroke or 

peripheral arterial disease), or type 2 

diabetes mellitus with documented target 

organ damage (EU). 

• Hypertension 

twynsta® 

micamlo® 

telmisartan, amlodipine 

Treatment of hypertension alone or with 

other antihypertensive agents. As initial 

therapy in patients likely to need multiple 

antihypertensive agents to achieve 

their blood pressure goals (USA). 

Add on therapy in adult patients with not 

adequately controlled blood pressure on 

amlodipine and replacement therapy in 

adult patients receiving telmisartan and 

amlodipine from separate tablets (EU). 

• Secondary prevention of 

stroke or transient ischaemic 

attacks (TIA) 

aggrenox® 

asasantin® 

asasantin® retard 

dipyridamole, 

acetylsalicylic acid 

Prevention of stroke following a first 

stroke or transient ischaemic attacks. 


catapresan® 

catapres® 

catapressan® 

atensina® 

clonidine 

All forms of high blood pressure, unless 

caused by phaeochromocytoma. 

• Acute ischaemic stroke 

• Acute myocardial infarction 

• Acute massive pulmonary 

embolism 

• Catheter clearance due to 

thrombotic occlusion 

actilyse® 

actilyse® cathflo® 2mg 

alteplase 

Fibrinolytic treatment of acute ischaemic 

stroke, acute myocardial infarction, 

acute massive pulmonary embolism and 

for catheter clearance due to thrombotic 

occlusion. 


73

Cardiovascular diseases (continued) 

Hypertension and cardiovascular disease 

Hypertension, also referred to as high blood pressure, is 

a chronic disease in which the blood pressure is chronically 

elevated. Hypertension is one of the major risk factors 

for strokes, heart attacks, heart failure and chronic 

renal failure. 

About one billion people worldwide are affected by hypertension. 

The prevalence of essential hypertension increases 

steadily with age. As the world population ages 

and preventive strategies in terms of lifestyle changes are 

so far failing, the prevalence of hypertension is set to increase 

even further. 

Hypertension is a major risk factor for cardiovascular 

morbidity and mortality. The organs at risk are primarily 

the heart, the main blood vessels, the brain and the kidneys. 

The primary goal of any antihypertensive treatment 

is to prevent cardiovascular events, such as heart 

attacks or strokes, and finally to reduce cardiovascular 

mortality. Cardiovascular disease (CVD) is responsible 

for nearly one in three deaths worldwide and is the 

number one cause of death. 

Venous thrombo-embolism 

Patients undergoing orthopaedic surgery are at considerable 

risk of developing deep vein thrombosis in the legs 

or a potentially fatal pulmonary embolism. Both are also 

known as venous thrombo-embolism (VTE). In the longer 

term, thrombo-embolic events may recur and chronic 

venous insufficiency and/or pulmonary hypertension 

may occur. To prevent VTE events and their consequences, 

patients should receive some kind of thromboprophylaxis. 

Atrial fibrillation 

Patients with atrial fibrillation (AF) are at higher risk of 

developing blood clots, which can cause a disabling 

stroke if the clots travel to the brain. AF is the most common 

type of arrhythmia. It is associated with a hypercoagulable 

state which predisposes to stroke and systemic 

embolism, which can be prevented by effective chronic 

anticoagulation. 

Proper control of treatable risk factors and disease are 

vital for the prevention of cardiovascular events. 

74 





• Acute myocardial infarction 

metalyse® 

tenecteplase 

Fibrinolytic treatment of acute myocardial 

infarction. 

• Ventricular tachycardia 

mexitil® 

mexiletine 

Serious symptomatic ventricular tachycardic 

heart rhythm disturbances. 


motens® 

caldine® 

tens® 

midotens® 

lacidipine 

Treatment of essential hypertension. 

• Primary prevention of venous 

thrombo-embolic events 

after orthopaedic surgery 

pradaxa® 

pradax® 

pradaxar® 

dabigatran 

etexilate 

Primary prevention of venous thromboembolic 

events (VTE) in adults after 

elective total hip or knee replacement 

surgery. 

• Stroke prevention in atrial 

fibrillation 

pradaxa® 

pradax® 

prazaxa® 

dabigatran 

etexilate 

Prevention of stroke and blood clots in 

patients with abnormal heart rhythm 

(atrial fibrillation). 


75

Metabolic diseases 

Type 2 diabetes is a chronic, progressive condition that 

can damage the human body severely. 

Every year, 3.8 million deaths worldwide are linked directly 

to long-term effects of diabetes. As the most common 

form of diabetes, type 2 diabetes accounts for up 

to 95 % of all diabetes cases in the developed world: it 

now affects 366 million people worldwide and is imposing 

an enormous burden on healthcare systems globally. 

Without effective prevention and management, it is estimated 

that the number of cases will reach 440 million 

by 2030. 

Long-term complications of diabetes include: 

Retinopathy with potential loss of vision, an increased incidence 

of stroke and cardiovascular disease, peripheral 

neuropathy with the risk of foot ulcers, foot and leg 

amputations, autonomic neuropathy causing gastrointestinal, 

genitourinary and cardiovascular symptoms and 

sexual dysfunction and nephropathy leading to renal failure 

with potential risk for dialysis. 

Infectious diseases 

HIV infection/acquired immune deficiency syndrome 

(AIDS) 

Acquired immune deficiency syndrome (AIDS) is a set of 

symptoms and infections resulting from the damage to 

the human immune system caused by the human immunodeficiency 

virus (HIV). If untreated, this condition 

progressively reduces the effectiveness of the immune 

system and leaves individuals susceptible to opportunistic 

infections and tumours. Babies of infected mothers 

are at risk of getting the virus during pregnancy, childbirth 

or breastfeeding. 

76 





• Type 2 diabetes mellitus 

trajenta® 

tradjenta® 

trazenta® 

trayenta® 

linagliptin 

Treatment of type 2 diabetes mellitus to 

improve glycaemic control in adults. It 

may be used as monotherapy or in combination 

therapy. 

• Type 2 diabetes mellitus 

jentadueto tm 

linagliptin, metformin hydrochloride 

Treatment of type 2 diabetes mellitus to 

improve glycaemic control in adults 

when treatment with both linagliptin 

and metformin is appropriate. 


• HIV/AIDS 

viramune® xr 

viramune xr® 

viramune® prolonged 

release tablets 

nevirapine 

Available as tablets and suspension for 

adults and children – for the combination 

therapy of HIV-1 infection and (in 

several countries) for the prevention of 

mother-to-child transmission of HIV-1 

in pregnant women who are not taking 

antiretroviral therapy at time of labour. 

Prolonged release tablets for once-daily 

dosing within combination therapy. 

• HIV/AIDS 

aptivus® 

tipranavir 

Capsule and oral solution – co-administered 

with 200 mg of ritonavir, is indicated 

for combination antiretroviral 

treatment of HIV-1-infected patients 

with evidence of viral replication, who 

are treatment-experienced and infected 

with HIV-1 strains resistant to more than 

one protease inhibitor. 

Metabolic diseases / Infectious diseases 

77

Cough and cold 

mucosolvan® (ambroxol) and bisolvon® (bromhexine) 

are both indicated for secretolytic therapy in bronchopulmonary 

diseases associated with abnormal mucus 

secretion and impaired mucus transport. 

Cough is the most common symptom of clinical importance 

and a frequent reason for consulting a doctor or 

visiting a pharmacy. The clinical symptoms of cough 

and expectoration have led to the development of drugs 

that affect respiratory mucus, i. e. the mucoactive agents. 

mucosolvan® (ambroxol), which promotes mucus clearance, 

facilitates expectoration and eases productive 

cough, allowing patients to breathe freely and deeply, is 

the world’s leading cough brand. It is available in many 

different product forms and formulations. 

body’s natural defence mechanisms. Ambroxol also 

stimulates synthesis and release of surfactant by type II 

pneumocytes. 

bisolvon® (bromhexine), available for all age groups, 

has been on the market since 1963. Bromhexine is contained 

in various formulations of bisolvon®. There are 

high and low strength syrups 8 mg/5 ml, 4 mg/5ml, 

tablets and soluble tablets (both with 8 mg bromhexine) 

and solution for oral use (10 mg/5 ml), adapted to patients’ 

needs. Bromhexine is a synthetic derivative of the 

herbal active ingredient vasicine. It has been shown to 

increase the proportion of serious bronchial secretion, 

making it more easily expectorated. Bromhexine also 

enhances mucus transport by reducing mucus viscosity 

and by activating the ciliated epithelium. 

Ambroxol is a mucoactive drug with several properties, 

including secretolytic and secretomotoric actions that 

restore the physiological clearance mechanisms of the 

respiratory tract, which play an important role in the 

Sore throat 

mucoangin® is the best documented product in its category 

of pain relief in acute sore throat. 

Pain in sore throat is the hallmark of acute pharyngitis, 

usually caused by a viral infection. The infection is as a 

rule self-limited and the patient normally recovers in a 

couple of days. What is most bothersome for the patient 

is the continuous pain in the throat, which is maximised 

when swallowing. The main goal of the treatment is 

thus to reduce pain. 

In addition to its secretolytic activity, ambroxol is a very 

potent inhibitor of the neuronal sodium channels. 

Therefore mucoangin® (ambroxol) has a strong local 

anaesthetic effect, described first in the late 1970s, but 

explained and confirmed in more recent work. 

78 



consumer health care 


• Acute and chronic bronchopulmonary 

diseases 

mucosolvan® 

mucosan® 

surbronc® 

lasolvan® 

mucopect® 

ambroxol 

Secretolytic therapy in acute and chronic 

bronchopulmonary diseases associated 

with abnormal mucus secretion and impaired 

mucus transport. 

• Acute and chronic bronchopulmonary 

diseases 

bisolvon® 

bromhexine 

Secretolytic therapy in acute and chronic 

bronchopulmonary diseases associated 

with abnormal mucus secretion and impaired 

mucus transport. 

• Irritable cough 

silomat® dmp 

bisoltussin® 

bisolvon® dry 

bisolsek® 

bisolvon® antitusivo 

dextrometorphan 

Symptomatic treatment of irritable, nonproductive 

cough. 


• Sore throat 

mucoangin® 

lysopadol® 

lysopain® dol 

isodinemint® 

zerinol® gola 

ambroxol 

Pain relief in acute sore throat. 

Cough and cold / Sore throat 

79

Gastrointestinal diseases 

In our gastrointestinal portfolio, we offer several brands 

such as dulcolax®, surulac®, laxoberal®, guttalax®, 

buscopan® as well as the heartburn brands zantac® 

and buscopan® antiacido. 

Constipation is a common problem. dulcolax® is the 

leading over-the-counter (OTC) laxative remedy for 

constipation relief worldwide. 

Within the dulcolax® franchise, Boehringer Ingelheim 

markets a range of products for the treatment, regulation 

and prevention of intestinal irregularity and disruption. 

The primary ailment within this area is constipation, 

for which dulcolax® tablets are today the main 

method of treatment. 

dulcolax® tablets have a special enteric “comfort 

coating” which ensures that the active ingredient in 

dulcolax® tablets, bisacodyl, is taken to where it needs 

to act – the colon. Here, in the colon, the colonic juices 

activate the key ingredient, which then relieves constipation. 

It stimulates the natural movement of the bowels 

to provide gentle, predictable relief within 6 –12 hours. 

One to two tablets taken before going to bed will still 

provide relief the next morning. 

dulcolax® is specifically formulated to provide effective, 

predictable relief for constipation. dulcolax® offers 

a reliable range of products. 

Abdominal cramping, pain and discomfort are common 

ailments. Approximately one in four persons worldwide 

suffers on a regular basis. 

buscopan® is an antispasmodic product with the active 

ingredient hyoscine butylbromide. The product is 

basically a natural substance extracted from Duboisia 

plant species as scopolamine (hyoscine) and chemically 

modified to the quaternary ammonium compound 

hyoscine butylbromide. As an antispasmodic product, 

buscopan® acts directly on the site of abdominal pain by 

relaxing the muscles of the gastrointestinal tract. 

This means buscopan® relieves abdominal pain by directly 

treating its main cause – abdominal cramp or 

spasm. 

Several buscopan® line extensions are available today 

– the mono-variant and different combinations with analgesics 

(paracetamol, ibuprofen and metamizol/dipyrone) 

– and different formulations (tablets, drops, suppositories, 

syrup and solutions for intravenous 

injection). 

The umbrella brand buscopan® now also offers buscopan® 

antiacido for heartburn relief. The buscopan® 

antiacido effervescent tablets is giving quickly powerful 

soothing relief for even tough heartburn that lasts 

for a full 12 hours. 

Other products within the dulcolax® range include 

dulcoease® (stool softener), dulcoenema®, 

dulcobalance® and the new launch dulcogas®. 

surulac® is the constipation brand in Japan. It offers 

consumers surulac® as a laxative tablet. laxoberal® 

and guttalax® are the brands offering consumers constipation 

relief with a unique and flexible dosage format – 

namely drops. 

80 





• Constipation 

dulcolax® 

surulac® s 

bisacodyl, sennoside 

Laxative for use in patients suffering 

from constipation. In preparation for 

diagnostic procedures, in pre- and postoperative 

treatment, and in conditions 

which require defecation to be facilitated. 


laxoberal® 

laxoberon® 

guttalax® 

dulcolax® np 

sodium picosulphate 

Laxative for use in cases of constipation 

and in conditions which require defecation 

to be facilitated. 


dulcolax® balance 

dulcolax® m balance 

dulcobalance® 

macrogol 

Symptomatic treatment of constipation 

for adults and children from eight years 

onwards. 

• Gas & bloating 

dulcogas® 

simethicone 

Fast-acting granules that relieve gas, 

bloating and prevent flatulence. 

• Abdominal cramping 

buscopan® 

buscapina® 

hyoscine butylbromide 

Treatment for the relief of abdominal 

cramping, pain and discomfort. 

• Heartburn 

zantac® (*) 

buscopan® antiacido 

ranitidine 

Relieves heartburn associated with acid 

indigestion and sour stomach. Prevents 

heartburn associated with acid indigestion 

and sour stomach brought on by 

certain foods and beverages. 

* only available in the USA 

Gastrointestinal diseases 

81

Vitamins and supplements 

pharmaton® capsules/tablets is a multivitamin and mineral 

supplements brand developed to support physical 

and mental well-being. A full range of products adapted 

to the needs of different target audiences has been developed 

that work in harmony with the body. 

pharmaton® vitality, a range of products for adults, 

contains a selected blend of vitamins, minerals and trace 

elements and standardised Ginseng extract G115®. The 

main target indications are: exhaustion, tiredness, decreasing 

concentration and mental alertness, as well as in 

cases of deficient nutrition, loss of appetite, debility due 

to illness and convalescence. Numerous clinical studies 

have shown that a regular intake of pharmaton® has a 

positive effect on mental and physical performance and 

well-being. 

pharmaton® matruelle® is indicated for active planning, 

pregnant and lactating women, containing all important 

micronutrients for mother and baby, such as vitamins, 

minerals and omega-3 fatty acids, to cover the increased 

needs for these substances in those particular periods. 

Moreover, it helps to protect against embryonal neural 

tube diseases of the foetus and against iron and folic acid 

anaemia during pregnancy. 

pharmaton® cardioactive, a product designed for 

adults over 40 years, contains a blend of vitamins and 

minerals combined with omega-3 fatty acids to help 

maintain cardiovascular health. 

pharmaton® kiddi®, a range of products designed for 

children, contains selected vitamins, minerals and the essential 

amino acid lysine that are important during the 

period of growth. It is also recommended in the preventive 

treatment of vitamin deficiencies. 

Urological diseases 

Benign prostate hyperplasia (BPH) refers to an enlargement 

of the prostate in middle-aged and elderly men, 

which can lead to lower urinary tract symptoms (LUTS) 

such as frequent nighttime urination, urge to urinate 

every few hours, weak flow and feeling of unfinished 

urinating. 

82 





• Tiredness, decreasing concentration, 

in cases of deficient 

nutrition, loss of appetite, 

debility due to illness 

and convalescence 

pharmaton® vitality 

standardised ginseng 

extract, vitamins, 

minerals, trace 

elements 

To improve general well-being. 

• Increased demand for vitamins 

in childhood 

pharmaton® kiddi® 

vitamins, 

minerals, 

amino acids 

Increasing demand for vitamins, minerals 

and amino acids, especially during 

the period of growth. Preventive treatment 

in cases of vitamin deficiencies, 

e. g. restricted diets, convalescence, loss 

of appetite, following illness, infection 

or surgery. 

• Prophylaxis of iron and folic 

acid deficiency during 

pregnancy 

pharmaton® 

matruelle® 

vitamins, minerals, 

trace elements, 

omega-3 fatty acids 

[docosahexaenoic 

acid (DHA)] 

For women of child-bearing age intending 

to become pregnant, already pregnant 

and lactating, to cover the increased 

needs for vitamins, minerals, 

trace elements and DHA. To provide protection 

against embryonal neural tube 

diseases of the foetus, and prophylaxis 

of iron and folic acid anaemia during 

pregnancy. 

• Maintenance of cardiovascular 

health 

pharmaton® 

cardioactive 

pharmaton® 

coractive 

vitamins, minerals, trace elements 

and fish oil (omega-3 fatty acids rich 

in EPA and DHA) 

Helps to maintain cardiovascular health. 

Covers the daily needs for vitamins, 

minerals, trace elements and fish oil 

(omega-3 fatty acids rich in EPA and 

DHA), by acting complementary to daily 

nutrition. 


• Benign prostate hyperplasia 

(BPH) 

flomax relief® (*) 

tamsulosin 

Treatment of lower urinary tract symptoms 

(LUTS) of a common condition 

called benign prostate hyperplasia 

(BPH). 

* only available in UK 

Vitamins and supplements/ Urological diseases 

83

Leg vein health 

Under the brand name antistax®, Boehringer Ingelheim 

markets a range of products developed for the prevention 

and treatment of symptoms attributable to 

known venous insufficiency. The most common symptoms 

of venous insufficiency observable for consumers 

are varicose veins, oedema of the lower leg, heavy or 

tired legs, sensation of tension, tingling and pain. 

antistax® capsules and tablets are scientifically proven 

to help maintain healthy leg vein circulation. 

Heavy, aching and tired legs often occur after long periods 

of standing or sitting, and increase at the end of the 

day or during the summer when outdoor temperatures 

rise. antistax® tablets and antistax® capsules offer effective 

treatment of the described symptoms. antistax® 

helps to keep the fluid that flows out of the capillaries 

into the surrounding tissue at normal levels, even when 

standing or sitting for a long time. 

Red vine leaf extract, the active ingredient in antistax® 

products, works on the endothelium inside the veins by 

sealing them from the inside, thereby reducing the 

swelling and the sensation of pain and heaviness. 

Products available in the antistax® range include 

antistax® tablets, antistax® capsules and antistax® 

creme. 

Two cosmetic products, antistax® leg chilling gel 

and antistax® leg cooling spray, complete the range. 

Pain 

The brand thomapyrin® comprises products for the 

treatment of acute pain of mild to intermediate intensity. 

thomapyrin® classic is the core product, which is 

composed of a triple combination of acetylsalicylic acid, 

paracetamol and caffeine. The three components suppress 

pain synergistically via interaction with several pain-related 

molecular mechanisms. As a result thomapyrin® 

classic disposes of a fast and superior efficacy compared 

with its single components which is, amongst 

others, well proven by state-of-the-art clinical studies. 

For this reason, the triple combination is recommended 

by many national and international medical societies as 

first choice acute treatment for tension-type headaches 

and migraines. thomapyrin® is positioned as the expert 

treatment for headaches. Several line extensions are 

available: thomapyrin® classic for normal headache, 

thomapyrin® intensiv for stronger headaches, 

thomapyrin® medium for milder headache, and 

thomapyrin® effervescent as a galenic alternative. 

Next to thomapyrin®, Boehringer Ingelheim offers 

analgesics as well in a combination of ibuprofen, allylisopropylacetylurea, 

dehydrated caffeine and magnesium 

oxide in Japan and South Korea under the tradename 

eve® and as a mono active ingredient with 

metamizol in Brazil under the tradename anador®. 

84 





• Chronic venous insufficiency 

antistax® 

red vine leaf extract 

Prevention and treatment of symptoms 

of chronic venous insufficiency; varicose 

veins, leg oedema, painful swollen legs, 

tingling legs, tired and heavy legs. 

• Heavy, tired legs 

antistax® 

leg chilling gel 

antistax® 

leg cooling spray 

cooling, 

caring 

substances, 

red vine leaf 

extract 

Symptomatic treatment of heavy, tired 

legs. 


• Pain 

thomapyrin® classic 

thomapyrin® intensiv (*) 

acetylsalicylic acid, 

paracetamol, caffeine 

For adults and adolescents older than 

twelve years for acute treatment of mild 

to moderate headache, migraine attacks, 

with and without aura, and for the treatment 

of tension-type headache. 

* only available in Germany. 

• Pain 

eve® a (*) 

eve® quick (*) 

ibuprofen; 

allylisopropylacetylurea, dehydrated 

caffeine, magnesium oxide * 

For adults (15 years and older) for the 

reduction of fever and the temporary 

relief of mild to moderate aches and 

pains associated with: headache, menstrual 

pain and other body pains. 

* only available in Japan and 

South Korea. 

* only in eve® quick 

• Pain 

anador® (*) 

metamizol 

For adults and adolescents older than 12 

years for acute treatment of mild to moderate 

headache. 

* only available in Brazil. 

Leg vein health / Pain 

85

Food producing animals – swine 

Infectious respiratory diseases 

ingelvac circoflex® is the first one-dose piglet vaccine 

for the control of porcine circovirus disease (PCVD). 

This vaccine provides significant reduction of mortality 

in the acute phase of PCVD as well as improved growth 

rates in the chronic phase of the disease. ingelvac 

circoflex® protects with minimal systemic adverse reactions 

or injection site swellings. The mixing of ingelvac 

circoflex® with ingelvac mycoflex® was approved by 

the European Commission. ingelvac®prrs mlv is licensed 

for the active immunisation against the respiratory 

and reproductive form of porcine reproductive and 

respiratory syndrome (PRRS). 

Infectious enteric diseases 

enterisol®ileitis is the first and only vaccine against 

ileitis caused by Lawsonia intracellularis. It is licensed 

to improve weight gain and to reduce growth variability 

associated with the disease. enterisol®ileitis helps to 

reduce the total antimicrobial use in pork production. 

ingelvac mycoflex® is licensed for the active immunisation 

of pigs against enzootic pneumonia (EP) in a onedose 

regimen. Through its advanced adjuvant system, 

it provides long-lasting and effective protection until 

slaughter, proven even in high-challenge situations. 

86 



animal health 


• Infectious respiratory 

diseases 

ingelvac circoflex® 

recombinant vaccine 

(porcine circovirus 

type 2, PCV 2) 

For the active immunisation of pigs over 

the age of two weeks against porcine 

circovirus type 2 to reduce mortality, 

clinical signs – including weight loss – 

and lesions in lymphoid tissues associated 

with porcine circovirus diseases 

(PCVD). 

In addition, vaccination has been shown 

to reduce PCV 2 nasal shedding, viral 

load in blood and lymphoid tissues, and 

duration of viraemia. 


diseases 

ingelvac® prrs mlv 

attenuated live vaccine 

(PRRS virus) 

For the active immunisation of swine 

from three weeks of age against the respiratory 

and reproductive form of PRRS 

virus infection (porcine reproductive and 

respiratory syndrome). 


diseases 

ingelvac mycoflex® 

inactivated vaccine 

(Mycoplasma 

hyopneumoniae) 

For active immunisation of pigs from 

three weeks of age to reduce lung 

lesions following infections with Mycoplasma 

hyopneumoniae. 

• Infectious enteric diseases 

enterisol® ileitis 

attenuated live 

vaccine (Lawsonia 

intracellularis) 

For active immunisation of pigs from 

three weeks of age and older to reduce 

intestinal lesions caused by Lawsonia 

intracellularis infection and to reduce 

growth variability and loss of weight gain 

associated with the disease. 

Food producing animals – swine 

87

Food producing animals – cattle 

Mastitis 

mamyzin® Injection contains penethamate hydroiodide, 

a prodrug of penicillin G which offers a unique pharmacokinetic 

profile. 

Achieving very high absorption and accumulation rates 

of its active principle in the udder, mamyzin® is an excellent 

first line treatment of (penase negative) 

Staphylo coccus aureus and Streptococcus spp. Highly 

suitable for combination therapy, mamyzin® is additionally 

an ideal tool in whole herd sanitation programmes 

where it is used to control subclinical mastitis during 

lactation, as initial dry-off treatment in problem herds, 

and for metaphylaxis in heifers. 

Pain and inflammatory diseases 

metacam® as a member of the class of non-steroidal 

anti-inflammatory drugs (NSAIDs) combines the need 

for maintained profitability and the concern for animal 

welfare in animal production. 

Due to its long-acting feature and its outstanding efficacy 

in controlling inflammatory symptoms, it helps to 

minimise losses from inflammation and maintaining 

profitability in animals suffering from disease. At the 

same time metacam® effectively controls pain and supports 

the restoration of well-being in farm animals. The 

use of metacam® is convenient and inflicts no stress on 

animals due to its low-volume, one-shot feature. 

benestermycin® is a broad spectrum and long-acting 

antibiotic preparation designed to effectively treat existing 

infections at dry-off and to prevent new infections 

during the dry period in dairy cattle. 

metacam® is licensed for use in cattle suffering from 

respiratory disease. Also, it is indicated in calves affected 

by diarrhoea and as adjunctive therapy in the treatment 

of mastitis in lactating cattle. 

ubrolexin® delivers enhanced bactericidal activity 

through a specifically designed combination of two 

complementary targeted antibiotics working in synergy. 

ubrolexin® marks a new quality of broad spectrum 

mastitis treatment because it achieves uncompromised 

efficacy on both ends of the pathogen spectrum. This 

makes ubrolexin® a simple-to-use, “no compromise” 

product for the routine treatment of clinical mastitis. 

88 



animal health 


• Mastitis 

mamyzin® 

penethamate hydroiodide 

For the treatment of mastitis in dairy 

cows caused by Gram-positive pathogens. 

• Mastitis 

benestermycin® 

penethamate hydroiodide 

benethamine penicillin 

framycetin sulphate 

Treatment of subclinical infections 

present at drying off and assistance in 

preventing new infections as well as 

acute clinical mastitis during the dry 

period. 

• Mastitis 

ubrolexin® 

cefalexin (as monohydrate), 

kanamycin (as monosulphate) 

Treatment of clinical mastitis in lactating 

dairy cows for bacteria susceptible to 

the combination of cefalexin and kanamycin 

such as Staphylococcus aureus, 

Streptococcus dysgalactiae, Streptococcus 

uberis and Escherichia coli. 

• Pain and inflammatory diseases 

metacam® 

meloxicam 

Alleviation of inflammation and pain in 

muscolo-skeletal disorders (dog, cat, 

pigs, horse) after surgery (dog, cat, pigs) 

and during colic (horse). 

As adjunctive treatment of diarrhoea, 

respiratory disease and acute mastitis 

(cattle) as well as mastitis-metritis-agalactia 

syndrome (pigs). 

• Cattle infectious diseases 

pyramid® 

presponse® 

attenuated vaccine against bovine 

rhinotracheitis-virus, diarrhea, 

parainfluenza 3, respiratory syncytial 

virus, Mannheimia haemolytica toxoid 

For vaccination of healthy dairy or beef 

cattle as an aid in prevention of diseases 

caused by included antigens (US and 

Canada only). 

Food producing animals – cattle 

89

Companion animals – small animals 

The main small animal products of Boehringer Ingelheim 

Animal Health address major chronic diseases: 

heart failure and osteoarthritis. 

prozinc® is an aqueous protamine zinc (PZI) suspension 

of recombinant human insulin that is used to reduce 

hyperglycaemia in cats with diabetes mellitus. 

As the first of a new class of heart treatments termed inodilators, 

vetmedin® has been shown to significantly 

improve clinical signs and extend life expectancy in 

dogs with congestive heart failure originating from dilated 

cardiomyopathy or valvular insufficiency (mitral 

and/or tricuspid regurgitation). vetmedin® works 

through two complementary modes of action; it opens 

up the blood vessels taking blood to and away from the 

heart, thereby lowering the pressure on the heart and 

reducing the work the heart has to do to pump blood 

around the dog’s body. At the same time, vetmedin® has 

a direct effect on the heart muscle, helping it to beat 

stronger and pump blood more efficiently. 

The duramune® and fel-o-vax® brands are vaccines 

designed to aid in the prevention of a wide spectrum of 

infectious diseases in dogs and cats. These common diseases 

can be very serious and in some cases even fatal. 

Effective prevention including appropriate vaccination 

reduces the impact of these diseases on dogs and cats. 

metacam® is a non-steroidal anti-inflammatory drug 

(NSAID). It is available as oral suspension, tablets and 

injectable solution for dogs and as oral suspension and 

injectable solution for cats. In dogs, the indications include 

the alleviation of inflammation and pain in both 

acute and chronic musculo-skeletal disorders as well as 

the reduction of post-operative pain following surgery. 

In cats, the indications include the alleviation of inflammation 

and pain in acute and chronic musculo-skeletal 

disorders as well as for alleviation of mild to moderate 

post-operative pain following surgical procedures. The 

variety of formulations offers veterinarians and owners 

the flexibility to use the formulations they prefer to 

manage the various levels of inflammation and pain associated 

with the licensed indications. 

90 



animal health 


• Congestive heart failure 

vetmedin® 

pimobendan 

Treatment of canine congestive heart 

failure originated from dilatative cardiomyophathy 

or valvular insufficiency (mitral 

and/or tricuspid regurgitation). 

• Pain and inflammatory diseases 

metacam® 

meloxicam 

In dogs, the indications include the alleviation 

of inflammation and pain in both 

acute and chronic musculo-skeletal disorders 

as well as the reduction of postoperative 

pain following surgery. 

In cats, the indications include the alleviation 

of inflammation and pain in 

acute and chronic musculo-skeletal disorders 

as well as the alleviation of mild 

to moderate post-operative pain following 

surgical procedures. 

• Feline diabetes mellitus 

prozinc® (*) 

protamine zinc 

recombinant 

human insulin 

For the reduction of hyperglycaemia and 

hyperglycaemia associated clinical signs 

in cats with diabetes mellitus. 

* currently only available in 

USA. 

• Canine infectious diseases 

duramune® 

inactivated and attenuated vaccine 

against canine distemper, canine 

adenovirus type 2, coronavirus, 

parainfluenza-, parvovirus, borrelia 

Burgdorferi, leptospira canicola, 

-grippotyphosa, -icterohaemorrhagiae, 

-pomona 

For vaccination of healthy dogs as an aid 

in the prevention of diseases caused by 

included antigens (US, Canada and Australia 

only). 

• Feline infectious diseases 

fel-o-vax® 

inactivated vaccine against feline 

leukemia, rhinotracheitis, calici, 

panleukopenia, chlamydia psittaci 

For vaccination of healthy cats as an aid 

in the prevention of diseases caused by 

included antigens (US, Canada and Australia 

only). 

Companion animals – small animals 

91

Companion animals – horse 

The main horse products of Boehringer Ingelheim 

Animal Health focus on the therapeutic areas respiratory 

disease, lameness and colic and newly hormonal disorders. 

ventipulmin® is a treatment of acute and chronic respiratory 

disease where airway obstruction due to bronchospasm 

and/or mucus accumulation is a contributing 

factor and improved mucociliary clearance is desirable. 

ventipulmin® can be used alone or as adjunctive therapy 

in chronic obstructive pulmonary disease (COPD) 

and in acute, sub-acute and chronic respiratory allergic 

conditions. 

prascend® is indicated for the treatment of pituitary 

pars intermedia dysfunction (PPID) also known as 

Equine Cushing’s disease. prascend® substitutes the 

lack of dopamine in the pituitary pars intermedia. Clinical 

signs are hypertrichiosis, laminitis, change in body 

confirmation, lack of performance. Treatment with 

prascend® is life-long. 

92 



animal health 


• Acute and chronic obstructive 

respiratory diseases 

ventipulmin® 

clenbuterol 

Respiratory diseases attended by bronchial 

spasms, like subacute and chronic 

bronchiolitis, chronic-obstructive pulmonary 

disease (COPD), auxillary with acute 

bronchitis and pneumonia of bronchia. 

• Pituitary pars intermedia 

dysfunction (PPID) 

prascend® 

pergolide mesylate 

For the treatment of clinical signs associated 

with pituitary pars intermedia 

dysfunction (PPID) (Equine Cushing’s 

disease). 

Companion animals – horse 

93


Comparison of Balance sheets 2002 – 2011 


Assets (as of December 31) 2002 2003 2004 

Intangible assets 302 242 267 

Tangible assets 2,840 2,767 2,712 

Financial assets 1,689 2,462 2,756 

Fixed assets 4,831 5,471 5,735 

Inventories 971 1,000 1,085 

Accounts receivable (incl. deferred charges and deferred taxes) 2,360 2,537 2,477 

Liquid funds 1,055 1,134 1,333 

Current assets (incl. deffered charges and deferred taxes) 4,386 4,671 4,895 

Total assets 9,217 10,142 10,630 

Liabilities and equity (as of December 31) 2002 2003 2004 

Shareholders’ capital 178 178 178 

Reserves (incl. currency conversion difference) 2,818 3,139 3,297 

Net income 537 529 888 

Total equity 3,533 3,846 4,363 

Minority interests 203 188 193 

Group equity 3,736 4,034 4,556 

Negative difference from acquisition of companies 0 0 0 

Provisions (incl. deferred taxes) 3,568 3,963 4,172 

Liabilities (incl. deferred charges) 1,913 2,145 1,902 

Total liabilities (incl. deferred taxes and deferred charges) 5,481 6,108 6,074 

Total liabilities and equity 9,217 10,142 10,630 

Summary of selected financial data 2002 2003 2004 

Net sales 7,580 7,382 8,157 

Operating income 1,082 901 1,372 

Operating income as % of net sales 14.3 12.2 16.8 

Income after taxes 551 537 908 

Income after taxes as % of net sales 7.3 7.3 11.1 

Return on shareholders’ equity (in %) 16.0 15.0 23.1 

Equity ratio (in %) 38.3 37.9 41.0 

Cash flow 1,049 1,059 1,430 

Financial funds 2,645 3,516 4,015 

Personnel costs 2,175 2,252 2,443 

Personnel costs as % of net sales 28.7 30.5 29.9 

Average number of employees 31,843 34,221 35,529 

Research and development costs 1,304 1,176 1,232 

R & D as % of net sales 17.2 15.9 15.1 

Investments in tangible assets 634 516 427 

Depreciation of tangible assets 340 354 377 

Comparison of Balance sheets 

2002 — 2011


financial data 

2005 2006 2007 2008 2009 2010 2011 

233 554 547 539 745 736 710 

2,900 2,886 2,972 3,177 3,219 3,314 3,442 

3,396 3,043 1,638 1,739 1,699 3,168 3,953 

6,529 6,483 5,157 5,455 5,663 7,218 8,105 

1,229 1,280 1,387 1,561 1,801 1,850 1,998 

3,013 3,137 2,912 3,496 3,663 4,047 4,652 

1,247 945 1,015 1,312 3,877 3,118 3,903 

5,489 5,362 5,314 6,369 9,341 9,015 10,553 

12,018 11,845 10,471 11,824 15,004 16,233 18,658 

2005 2006 2007 2008 2009 2010 2011 

178 178 178 178 178 178 178 

2,940 3,275 1,385 3,101 3,964 5,408 5,812 

1,491 1,722 1,809 1,424 1,759 888 1,476 

4,609 5,175 3,372 4,703 5,901 6,474 7,466 

216 188 167 190 179 0 0 

4,825 5,363 3,539 4,893 6,080 6,474 7,466 

0 0 0 0 0 0 157 

4,958 4,641 4,726 5,120 5,731 6,598 7,402 

2,235 1,841 2,206 1,811 3,193 3,161 3,633 

7,193 6,482 6,932 6,931 8,924 9,759 11,035 

12,018 11,845 10,471 11,824 15,004 16,233 18,658 

2005 2006 2007 2008 2009 2010 2011 

9,535 10,574 10,952 11,595 12,721 12,586 13,171 

1,923 2,140 2,100 1,980 2,239 1,896 2,272 

20.2 20.2 19.2 17.1 17.6 15.1 17.3 

1,514 1,729 1,812 1,428 1,764 888 1,476 

15.9 16.4 16.5 12.3 13.9 7.1 11.2 

34.2 37.4 35.0 42.2 37.4 15.0 22.8 

38.4 43.7 32.2 39.8 39.3 39.9 40.0 

2,069 2,317 2,392 1,997 2,409 2,234 2,378 

4,585 3,934 2,581 2,932 5,384 6,113 7,711 

2,671 2,836 2,886 3,004 3,221 3,358 3,664 

28.0 26.8 26.4 25.9 25.3 26.7 27.8 

37,406 38,428 39,800 41,300 41,534 42,224 44,094 

1,360 1,574 1,900 2,109 2,215 2,453 2,516 

14.3 14.9 17.3 18.2 17.4 19.5 19.1 

532 596 654 665 630 519 458 

439 419 432 453 470 498 535

IF YOU HAVE ANY QUERIES OR COMMENTS, 

PLEASE CONTACT US. 


Binger Strasse 173 

55216 Ingelheim 

Germany 

Telephone + 49 6132 77-0 

Fax + 49 6132 72-3000 

Contact 

Corporate Division Communications 

Dr Bernd Mann 

Telephone + 49 6132 77-92300 

Fax + 49 6132 72-92300 

E-mail webmaster@boehringer-ingelheim.com 

Internet www.boehringer-ingelheim.com 

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Copyright 

© 

Boehringer Ingelheim GmbH, 2012 

All rights reserved. No part of this Annual Report 2011 may be reproduced or transmitted 

in any form or by any means, electronic or photocopy, without permission in writing from 

Boehringer Ingelheim GmbH. Figures from third parties used in the annual report are based 

on data available at the time the financial statement was drawn up.

www.boehringer-ingelheim.com 

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