QUESTIONS FOR CHIEF EXECUTIVE OFFICER OLIVIER BRANDICOURT
CONTRIBUTING TO ADVANCES IN HEALTHCARE
OLIVIER BRANDICOURT, Chief Executive Officer.
What do you consider as the greatest challenges facing healthcare companies?
The first challenge is our ability to respond to the changing medical landscape. A revolution is underway, driven by advances in genomics, pharmaceuticals, and technology: we are moving from a world in which medicine was used to treat symptoms, to a world in which healthcare professionals can anticipate and even take action before diseases affect patients. This new medical paradigm, which we have been preparing for several years, should improve the lives of thousands of patients. Our second challenge is to develop healthcare in a way that positively impacts as many people as possible. By 2050, there will be 10 billion individuals sharing our planet, and yet today one third of the population lacks access to healthcare. At the same time, longer life expectancy, increases in chronic diseases, and the consequences of climate change are creating new health imperatives. We are continuing our work in prevention and vaccination to address these needs, and we will pursue innovation, as always, to improve the quality of life of patients.
What are your short- and mid-term priorities?
Sanofi’s history attests to the commitment and professionalism of its employees. Today, we are writing a new chapter in this story—the story of a strong, competitive Group with sustained, value-generating growth.
In 2015, we established Sanofi’s strategic roadmap to 2020, with the objective of building a stronger Group over the next five years while reaffirming our commitment to protect health and improve the quality of life of patients worldwide.
This roadmap is founded on four strategic priorities:
The first strategic priority is to restructure our portfolio with a renewed emphasis on human health. We will consolidate operations in areas where we have substantial expertise and experience: diabetes and cardiovascular, vaccines, rare diseases, and emerging markets. At the same time, we will develop our expertise in the realms of multiple sclerosis, oncology, and immunology. In late 2015, we also began collaborating with Boehringer Ingelheim, to swap our Animal Health activity with their Consumer Healthcare**See information on page 1.business, which will position us as the leader in selfcare.
The second priority entails successfully launching major products—innovations driven by, and tailored to patients’ needs, such as with Toujeo®, Praluent®, and Dengvaxia®. We are now preparing the introduction of sarilumab for rheumatoid arthritis, dupilumab for atopic dermatitis, and the insulin glargine/lixisenatide combination (LixiLan) for diabetes.
Enhancing R&D innovation is our third priority. Our drugs and vaccines must make a real difference to the doctors writing prescriptions, payers reimbursing their cost, and the patients who should, ultimately, receive the best possible care. This is why we devote substantial resources to the most promising projects in our R&D portfolio, as well as to new product launches.
The fourth and last strategic priority involves streamlining and simplifying our organization teams, and further empowering our staff. By establishing five global business units, we will improve collaboration between R&D and business operations, thereby fast-tracking the time to market for our innovations.
Our roadmap is the first page of this new chapter in Sanofi’s story. This is an awe-inspiring, human adventure designed to better meet the healthcare needs of millions, develop innovative scientific solutions that help patients, and contribute to improving access to healthcare around the world.