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Read the Registration Document - Guerbet

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• Product portfolio lifecycle management:<strong>Guerbet</strong> R&D is pursuing major research and optimisation projects for contrast agents already on <strong>the</strong>market. This work has contributed to significant advances concerning: The mechanism of nephrogenic systemic fibrosis (NSF): R&D work on <strong>the</strong>pathophysiological mechanisms of this serious secondary effect of certain categories ofgadolinium compounds has led <strong>Guerbet</strong> to conduct major preclinical and clinical trials todocument <strong>the</strong> differentiated safety profile of Dotarem® and integrate this risk factor in work on<strong>the</strong> conception of future molecules. Improving existing processes: <strong>the</strong> process optimisation programme is continuing to focus onways to improve <strong>the</strong> environmental impact of manufacturing activities and reduce productioncosts. This makes it possible to reduce raw material consumption while increasing chemicaloutput and limiting consumption with respect to both effluents and discharges. <strong>Registration</strong> in new geographic areas and/or for new indications: The drug application forDotarem® in <strong>the</strong> US was submitted to <strong>the</strong> FDA on 20 September 2012 and received a priorityreview period. On 20 March 2013, it received FDA approval for <strong>the</strong> indication of central nervoussystem lesions.• R&D spending and organisation: innovation as an ongoing <strong>Guerbet</strong> priorityThe following table presents research and development expenditures incurred by <strong>Guerbet</strong> for <strong>the</strong> last twoyears.2012 2011 ChangeR&D expenditures (thousands of euros) 39,252 42,431 -7.5%R&D expenditures (% of sales) 9.7% 11.2%The decline in R&D expenditures reflects <strong>the</strong> evolution of <strong>the</strong> portfolio of molecules under development (endof development of Dotarem USA, start up for development of a new NCE, with <strong>the</strong> early phases being lesscostly) as well as from setting of strict priorities for <strong>the</strong> R&D portfolio in 2012 according to criteria such as<strong>the</strong> degree of innovation, <strong>the</strong> medical service provided, <strong>the</strong> product benefit/risk trade-off, developmentfeasibility, <strong>the</strong> existence of a market, etc.R&D teams are organised for ensuring optimal contributions to <strong>the</strong> four Group priorities:• Adapt our current business model for XR, MRI, NM (Nuclear Medicine) to <strong>the</strong> environment tooptimise our operating margin;• Create a new business division IRT (Interventional Radiology and Theranostics);• Reduce costs;• Build a "Best-in-Class" organisation.Brand teams have been established to spearhead <strong>the</strong> XR, MRI and IRT franchises. These consist ofmultidisciplinary teams coordinated by a team leader responsible for imagining, promoting and contributingto concrete implementation within <strong>the</strong> company of all initiatives with potential for optimising <strong>the</strong>ir businessmodel.16

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