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Confusing Brand Names: Nightmare of Medical Profession
Original Article www.jpgmonline.com Confusing brand names: Nightmare of medical profession Rataboli PV, Garg A Department of Pharma- ABSTRACT cology and Therapeutics, Objective: India has more than 20,000 registered pharmaceutical manufacturers. Consequently, there is a Goa Medical College, Bambolim, Goa 403202, flood of brand names to choose from. We conducted this study to analyse and sort out the multitudinous India brand names thronging the Indian market, and identified those that could create a possible confusion. Materials and Methods: Recent issues of drug formularies like Indian Drug Review, Drug Index, and Monthly Correspondence: Index of Medical Specialities-India were checked and all the brand names given were included. Some other Amit Garg, MD brand names that are available with the pharmacists but are not included in these indexes were also included E-mail: [email protected] in the study for analysis. Observations: Potentially confusing brand names were sorted out and categorised according to the severity of damage they can cause if misinterpreted by the pharmacist or the patient. Subgroups were made according to the brand name, the generic name, and the manufacturers of the drug. Conclusion: Several brand names are strikingly identical, similar looking (orthographic), or similar sounding (phonological). Preventing this possible confusion is not the work of any one person involved. We describe the Received : 09-08-04 role of prescribing doctors, dispensing pharmacists, consumer patients, and the manufacturing companies to Review completed : 30-09-04 prevent “wrong prescribing” due to similarities in brand names. Accepted : 22-12-04 PubMed ID : 15793332 J Postgrad Med 2005;51:13-6 KEY WORDS: Identical; look-alike; sound-alike; confusing; brand names rescribing drugs with their brand name is an essential the patients, doctors, pharmacists, and the drug manufacturers were P part of medical practice. -
Glaxosmithkline Bangladesh Limited (GSK)
GlaxoSmithKline Bangladesh Limited (GSK) Recruitment and Selection Process of GlaxoSmithKline Bangladesh Limited: An Evaluation nd Date of Submission: 2 September, 2014 ©Daffodil International University DAFFODIL INTERNATIONAL UNIVERSITY Internship Report On Recruitment and Selection Process of GlaxoSmithKline Bangladesh Limited: An Evaluation Submitted To Dr. Zakir Hossain Dean& Professor Faculty of Business & Economics Daffodil International University Submitted By Ishrat Jahan ID: 131-14-1019 Masters of Business Administration Daffodil International University Date of Submission: 2nd September, 2014 ©Daffodil International University Letter of Transmittal September 2, 2014 To Dr. Zakir Hossain Dean & Professor Faculty of Business and Economics Daffodil International University Dhaka-1205 Subject: Submission of internship report on recruitment and selection process: An evaluation of GlaxoSmithKline Bangladesh Limited Sir, I am highly satisfied to submit my report on recruitment and selection process: an evaluation of GSK. For preparing this report I tried my best to accumulate relevant and upgraded information from available sources. In preparing this report, I tried my level best to make it a complete one and sincerely look forward to any possible correction. I am very glad because you also given the opportunity to prepare this report .I hope that this report will meet the standards of your judgments. Your Sincerely ---------------- Ishrat Jahan ©Daffodil International University i Certificate of the Supervisor This is to certify that the internship report titled ―Recruitment and Selection Process of GlaxoSmithKline Bangladesh Limited: An Evaluation‖, has been prepared by Ms. Ishrat Jahan bearing ID: 131-14-1019 under my supervision, a practical study on GlaxoSmithKline Bangladesh Limited. I think on the basic of declaration Ms. -
Corporate Social Responsibility Report 2016 Walgreens Boots Alliance Is the First Global Pharmacy-Led, Health and Wellbeing Enterprise
Corporate Social Responsibility Report 2016 Walgreens Boots Alliance is the first global pharmacy-led, health and wellbeing enterprise. Our purpose is to help people across the world lead healthier and happier lives. Our 2016 Corporate Social Responsibility Report covers the fiscal year that ended 31 August 2016. In this year’s report: Overview Marketplace Introduction ...................................................1 Our CSR goals .............................................2 28 Our vision, purpose and values ................3 Our approach to CSR .................................4 Contributing to the United Nations Sustainable Development Goals .............6 Transparency ........................................... 30 Our impact ...................................................8 Ethical Sourcing ...................................... 30 ........................... About our Company ................................. 10 External Stakeholders 31 Stakeholder engagement ....................... 12 Workplace Community 32 14 Employee Health and Wellbeing ........ 34 Equal Opportunities .............................. 36 Health and Wellbeing ............................. 16 Health and Safety ...................................37 Young People ........................................... 17 ...................................... Cancer Programs .....................................20 About this report 38 Data management process ................ 38 Environment Data ............................................................ 38 Community data -
OSB Participant List by Research Area
OSB Participant List by Research Area Contact Centers (CC) • AARP • Air Products and • American Drug Stores Chemicals • AAA • ABB • American Electric Power • Airbus • Accor • Abbott • American Express • Alcatel Lucent • American Electric Power • Abengoa • American International • Alcoa Group • American International • Abu Dhabi National Group Energy Company • Alcon • American Stores Company • Austin Energy • ACC Limited • Alfa • American Water • Bank of America • Access Insurance Holdings • Algonquin Power & • Amgen Utilities • Blue Cross Blue Shield • Accord Holdings • AMIL • ALH Group • Charles Schwab & • ACE • AmInvestment Bank Company • Alitalia • Acea • AMR • Citigroup • ALK Abello • Acer • Amssi • Citizens Gas • Alkermes • Acxiom • Amtran Logistics • Clarke American • Allergan • Adelaide Clinic Holdings • Andrew Corporation • CPS Energy • Alliance & Leicester • Adidas • Anglian Water Services • Direct Energy • Alliance Boots • Advance Food Company • Anritsu • Federal Reserve Bank of • Alliant Techsystems Minneapolis • Advance Publications • Anschutz • Allianz • John Deere • Advanced Coating • Apache • Allied Irish Banks • Technologies Louisville Water Company • Apex Equity Holdings • Advanced Semiconductor • Allstate Insurance • Manila Electric Company Engineering Company • Apple • • • Mellon Financial Adventist Health System Ally Financial • Arcadia Housing • • • MetLife Aegon Alon USA Energy • Arcos Dorados Holdings • • • Morgan Stanley AEON AlpTransit Gotthard • Ardent Health Services • • • NetBank Aera Energy Alstom • Argos • -
Betterbusiness Betterfinancials How We Drive Growth and Outperformance
Reckitt Benckiser Group plc Annual Report and Financial2015 Statements betterbusiness 2015 Reckitt Benckiser Group plc (RB) Annual Report and Financial Statements We make a difference to people’s lives through a trusted portfolio of brands, across consumer health, hygiene and home. Our vision Our purpose A world where people are To make a difference, by healthier and live better. giving people innovative solutions for healthier lives and happier homes. Our strategy betterbusiness betterfinancials How we drive growth and outperformance Chief Executive’s Review on pages 8–9 bettersociety betterenvironment How we support How we reduce our communities and our environmental develop our people impact Strategic framework on pages 12–13 Contents Strategic Report bettersociety Governance Report 1 Highlights 24 – Workplace 46 Board of Directors 2 At a glance 26 – Communities 50 Executive Committee 4 Chairman’s Statement 26 – Products 52 Chairman’s Statement on 7 Reasons why RB delivers betterenvironment Corporate Governance 8 Chief Executive’s Review 27 – Greenhouse gas emissions 54 Corporate Governance Statement 10 Our unique culture 28 – Water 60 Nomination Committee Report 12 Strategic framework 28 – Waste 61 Audit Committee Report 14 Our market and resources 29 – Sourcing 66 Directors’ Remuneration Report betterfinancials 30 Our operating model 68 Our remuneration at a glance 16 – Our strategy to deliver 32 Our operating model in action 70 Annual Report on Remuneration 17 – Organisation 34 Creating stakeholder value 79 Directors’ Remuneration Policy 19 – Powermarkets 36 Financial Review 85 Report of the Directors 20 – Powerbrands 40 Strategic Risks 88 Directors’ Statement of Responsibilities 22 – Virtuous earnings model Financial Statements 89 Financial Statements Any information contained in the 2015 Annual Report and Financial Statements on the price at which shares or other securities in Reckitt Benckiser Group plc have been bought or sold in the past, or on the yield on such shares or other securities, should not be relied upon as a guide to future performance. -
Gilead and Glaxo's HIV Battle Intensifies
February 14, 2017 Gilead and Glaxo’s HIV battle intensifies Madeleine Armstrong The first phase II data with Gilead’s HIV integrase inhibitor bictegravir have set up a showdown with Glaxosmithkline/Viiv Healthcare’s marketed product dolutegravir. But Glaxo is already one step ahead with data from a two-drug combo that could reduce the side-effect burden for HIV patients. Glaxo believes that this doublet could “reshape the whole game”, the group's chief executive, Andrew Witty, said on its fourth-quarter earnings call. HIV has been one of the group’s main drivers in recent quarters as it has taken market share from Gilead, which is becoming increasingly reliant on HIV as its hepatitis C franchise slows (see tables below). Bictegravir vs dolutegravir The phase II study, presented today at the Conference on Retroviruses and Opportunistic Infections in Seattle, compared bictegravir plus emtricitabine and tenofovir alafenamide – known as FTC/TAF – with dolutegravir plus FTC/TAF in 98 treatment-naive, HIV-infected adults. Both are the latest iterations of the integrase inhibitor class, and unlike older products with the same mechanism do not require boosting – taking another drug to raise circulating levels – so have a lower risk of adverse events and drug-drug interactions. The phase II trial found similar response rates with a bictegravir-containing regimen versus a dolutegravir- containing therapy, which should boost confidence in Gilead’s compound ahead of phase III readouts expected mid-year. It found a 97% response in the bictegravir arm at 24 and 48 weeks, versus 94% at week 24 and 91% at week 48 in the dolutegravir arm, but the difference was not statistically significant. -
Pharma Pricing, Non-Profit Ties Get Increasing Scrutiny from Prosecutors
REGULATORY UPDATE REGULATORY UPDATE CONSUMER DRUGS Pediatric Rare Disease Voucher Japan Wants EMA To Stay In Digital Marketing: Health Care Brands’ Program Faces Expiration, p. 12 UK Post-Brexit, p. 15 Window Into Consumers’ Lives, p. 20 Pharma intelligence Pinkpink.pharmamedtechbi.comSheetVol. 78 / No. 38 September 19, 2016 informa Mylan NV was subpoenaed for material Pharma Pricing, Non-Profit Ties Get about the pricing of its generic doxycycline and communications with competitors. And Valeant Pharmaceuticals International Inc. is Increasing Scrutiny From Prosecutors facing several probes about its pricing and BRENDA SANDBURG [email protected] patient assistance programs (see chart, p. 5). Mylan’s doxycycline price increases were called out by Sen. Bernie Sanders, I-Vt., and Rep. Elijah Cummings, D-Md., in October 2014 when they sent letters to 14 generic drug makers about the pricing of their prod- ucts. They noted that from October 2013 to April 2014, the average price charged for a 500-count bottle of 100 mg tablets had risen from $20 to $1,829, an 8,281% increase. Mylan is now under fire for repeatedly rais- ing the price of its severe allergy treatment EpiPen (epinephrine), which has increased from about $100 for a two-pack in 2008 to more than $600. Members of Congress sent a flurry of letters to the company requesting an explanation for the price hikes. And on Sept. 6, New York Attorney Gen- Shutterstock: blvdone Shutterstock: eral Eric Schneiderman announced that his office has begun an investigation into rug makers have been unable to programs, contractual agreements with Mylan with regard to EpiPen, saying a pre- shake free of government inves- pharmacy benefit managers, support of liminary review revealed that Mylan may Dtigations of their marketing and non-profit organizations, and calculation have inserted potentially anticompetitive sales practices. -
022450Orig1s000
CENTER FOR DRUG EVALUATION AND RESEARCH APPLICATION NUMBER: 022450Orig1s000 CLINICAL PHARMACOLOGY AND BIOPHARMACEUTICS REVIEW(S) CLINICAL PHARMACOLOGY REVIEW NDA 22-450 Submission Dates 05/13/2009 Brand Name - Generic Name IV acetaminophen Reviewer Ping Ji, Ph.D. Team Leader Suresh Doddapaneni, Ph.D. PM Primary Reviewers Ping Ji. Ph.D. PM Team Leader Yaning Wang, Ph.D. OCP Division Division of Clinical Pharmacology-II OND Division Division of Anesthesia, Analgesia, and Rheumatology Products Sponsor Cadence Pharmaceuticals, Inc. Relevant IND(s) 58,362 Submission Type; Code 505 (b) (2) P Formulation; Strength(s) Sterile solution for intravenous infusion, 1000 mg/vial Indication Treatment of acute pain and fever Proposed Dosing Regimen Single or repeated dose via a 15-minute intravenous infusion. The dose administered varied depending on age and body weight. Table of Contents Table of Contents.................................................................................................................1 1. Executive Summary.....................................................................................................2 1.1. Recommendations............................................................................................ 2 1.2. Phase IV Commitments................................................................................... 2 2. Question-Based Review...............................................................................................9 2.1. General Attributes........................................................................................... -
Local Businesses – Large and Small
Local Businesses – Large and Small The details of the local businesses documented below have been researched by the Local History Group. Thomas Glover & Son Thomas Glover & Son, elastic web and fabric manufacturers appeared in the Post Office Directory for Nottinghamshire in 1855. The company is recorded as having several addresses in Nottingham, however it had disappeared from the directory by 1900, returning in 1925 described as a surgical hosier in Chesterfield Street, Carlton. The firm remained at that address until the 1970s. The company’s buildings were on both sides of Chesterfield Street but are now demolished, new houses being built on the side. Turney Brothers In 1861 two brothers, Edward and John Turney built a tannery and began to make leather on a site next to the River Trent and the adjacent canal in Nottingham, known as Sneinton Island. The first buildings took up only a fraction of the space that by the 1920s had developed into a large site with labour-saving machinery imported from many countries. They traded under the name of Turney Brothers and had offices in London, Leicester and Manchester. Edward left some years after the commencement of the company and the driving force was John Turney who was in sole charge for over a quarter of a century. In 1888 the company re-organised into a Limited Company, John being chairman. John led an exceptionally distinguished social, political and commercial life. He was a member of Nottingham Corporation for 46 years, and became Sheriff and then Alderman in 1879 and Mayor for two years 1886 – 1888. -
Rejuvenating RB Plc Group Benckiser Reckitt Annual Report and Financial Statements 2019 Statements Financial and Report Annual
Rejuvenating RB Reckitt Benckiser Group plc Annual Report and FinancialStatements 2019 Reckitt Benckiser Group plc Annual Report and Financial Statements 20192018 INTRODUCTION CONTENTS Strategic Report Welcome 01 Financial highlights 02 Health and Hygiene Home – at a glance 04 Chairman’s statement 06 Chief Executive’s statement 10 Our business model Our purpose 12 How purpose drives our performance We exist to protect, heal and nurture in the relentless pursuit of a cleaner 14 Mapping what matters to our stakeholders and healthier world. 18 KPIs 20 Consumers Our fight 24 Customers We have a fight on our hands. A fight to make access to the highest quality 28 People hygiene, wellness and nourishment a right and not a privilege. 32 Partners 36 Communities 40 Environment 46 s172 statement 48 Health operating review 52 Hygiene Home operating review 56 Non-financial information statement 58 Financial review 64 Risk management Health 77 Viability statement Governance 78 Board of Directors 84 Executive Committee 86 Corporate Governance – Chairman’s statement 88 Corporate Governance statement 97 Nomination Committee Report 103 Audit Committee Report 111 CRSEC Committee Report 117 Directors’ Remuneration Report 138 Report of the Directors Page 48 141 Statement of Directors’ Responsibilities Financial Statements 143 Independent Auditors Report Chief Executive’s Statement 152 Financial Statements 223 Shareholder Information Hygiene Home Page 06 Page 52 STRATEGIC REPORT GOVERNANCE FINANCIAL STATEMENTS FINANCIAL HIGHLIGHTS Net Revenue Health Hygiene -
In This Section
Strategic report In this section Chairman’s statement 2 CEO’s review 4 Business overview 6 The global context 8 Our business model 12 Our strategic priorities 14 How we performed 16 Risk management 18 Grow 20 Deliver 32 Simplify 44 Our financial architecture 48 Responsible business 50 Financial review 58 Strategic report Chairman’s statement Chairman’s statement To shareholders The value of the significant changes that have been made in recent years is evidenced in our performance this year “ Since Sir Andrew became It is clear from the following pages that Through the Audit & Risk Committee, we the Group made good progress against oversee the issues and challenges faced by CEO, the company has its strategy in 2013. management, and encourage the creation of an environment in which GSK can achieve The Board believes the business is seeing returned £30 billion its strategic ambitions in a responsible and the benefits of the significant changes the sustainable manner. to shareholders.” management team has driven over recent years to deliver sustainable growth, reduce risk and I have no doubt that commercial success is enhance returns to shareholders. directly linked to operating in a responsible way and which meets the changing expectations of The notably strong performance from the society. In this respect, the company continues R&D organisation in 2013 – with six major to adopt industry-leading positions on a range new product approvals in areas including of issues. respiratory disease, HIV and cancer – is critical to the longer-term prospects of the The announcement of plans during 2013 to Group. -
Biocentury 8.15.16
WEEK OF AUGUST 15, 2016 6 PRODUCT DEVELOPMENT: NO ANTIGEN LEFT BEHIND Amgen has added to its immuno-oncology arsenal with its deal for Advaxis’ pan- epitope neoantigen vaccine platform. SERVING RETURNS 9 EMERGING COMPANY PROFILE: RESTRAINING TRANSLATION BY STEVE EDELSON, SENIOR EDITOR Bantam is developing small molecule eIF4E inhibitors to treat a range of cancers, China’s Ally Bridge Group hit the investment world’s starting with B cell malignancies. radar in 2015 with its audacious move to take CRO WuXi PharmaTech Inc. private. If the firm and its partners can engineer the first fruits of that move with REGULATION: the listing of WuXi’s biologics unit in Hong Kong this 10 year, the question is what will be its next moves to ADAPTING FOR THE REAL WORLD generate outsized returns for its investors. EMA says better strategies for real-world evidence and more patient and payer involvement are necessary Ally Bridge, which has a about $1.5 billion under next steps for its adaptive pathway initiative. management across three funds and an international base of LPs, thinks its returns and continued visibility will come from a handful of public and private portfolio companies with transformative data events, the first of EBB & FLOW: 13 which should come this half. LION’S SHARE OF THE WORK Aslan’s validating event. Plus: Cutting a check The firm also says it is working on new private equity to Cleave; and Ironwood’s operating leverage. deals that will rival WuXi in terms of size and impact. Ally Bridge is keeping its private equity plans under wraps, and does not disclose names of investments in its Asia hedge fund.