Access to Foundation – Strategic Direction 2017 – 2021

The Access to Medicine Foundation

5 billion people have access to medicine 2 billion to go

Strategic Direction 2017 – 2021

1 Access to Medicine Foundation – Strategic Direction 2017 – 2021

The Access to Medicine Foundation is an independent, non-profit organisation founded in 2005 and based in the Netherlands. The Foundation is currently funded by the UK Department for International Development, the Dutch Ministry of Foreign Affairs and the Bill & Melinda Gates Foundation. The Dutch National Postcode Lottery funds the Access to Index.

Our independence from the and other stakeholders is critical to our credibility and influence. The Foundation is committed to maintaining this full independence, achieved through financial support from multiple governments and private foundations.

Scheepmakersdijk 5a NL-2011 AS Haarlem The Netherlands

W www.atmindex.org E [email protected] T +31 (0)23 533 91 87 Access to Medicine Foundation – Strategic Direction 2017 – 2021

Toward 2021: spurring the pharma industry to reach “the 2 billion to go”

There are two billion people worldwide pharmaceutical companies on their who cannot access the medicine they access-to-medicine performances, as need – most of whom live in low- and measured against our unique frame- middle-income countries. Pharma- work of priority actions, aligned with ceutical and companies, as multi-stakeholder consensus. It uses innovators and producers of life-saving public recognition of good perfor- medicine, act early in the value chain. mance as a positive incentive for If they take just one positive step, the companies to compete to be the best, impact can be huge – with significant while also identifying where there is savings for healthcare budgets, and still more to be done. of course, in terms of human life and wellbeing. This approach works. The methodology framework at the heart of the Access At the Access to Medicine Foundation, to Medicine Index has been adopted we catalyse the efforts of pharmaceu- in companies’ access strategies. We Between 2017 and 2021, we will use tical companies to reach the two billion. have seen the pride of access teams as these tools to work toward five shifts We believe companies need to focus on their companies rise in the Index; and in pharmaceutical industry practice, how they deploy their products, and, we have seen them strive for change as set out in this strategy. These shifts as global citizens, collaborate on the when they don’t. In 2015, an indepen- will help ensure companies’ business development of strong systems. dent impact evaluation of the Access to models are sustainable and inclusive, Sustainable Development Goal 3 makes Medicine Index confirmed its power as leaving no-one behind. Work with us at clear that health is key for sustainable a tool for change. the Access to Medicine Foundation to development, and that the role of the reach ‘the two billion to go’. private sector is critical. In the five years to 2021, the Founda- tion will develop a family of tools for To achieve universal health coverage, stimulating and guiding pharmaceu- for example, we urgently need to tical companies to do more for access solve the affordability question and to medicine. Alongside the Access to Jayasree K. Iyer build resilient health systems world- Medicine Index, there are plans for an wide. Strong, innovative pipelines Access to Generics Index. Together, and a framework for stewardship are these indices can bring pro-access needed to halt the spread of antimi- and inclusive business models into the crobial resistance. To ensure global mainstream, while guiding companies health security, including for the poor on specific actions they can take. Our and vulnerable, we must look at the Access to Vaccines Index and a new incentives for innovation and guar- industry benchmark on antimicrobial antee a sustainable and reliable supply resistance will focus on key interna- Executive Director of healthcare products and services. tional health priorities and the role for Access to Medicine Foundation Underpinning all of this, we need the private sector in addressing these models that support collaboration, issues. We will continue to evaluate open access and fair . company performance on specific themes, such as oncology, child health For the past ten years, our Founda- and affordability, to trigger engage- tion has been guiding pharmaceutical ment and action. Each tool will bring companies on the actions they can about change and reflect the differ- take to improve access to medicine. ences between markets and between For most of this time, our main tool areas of medicine. has been the . It ranks the world’s 20 biggest

3 Access to Medicine Foundation – Strategic Direction 2017 – 2021

Strategic goals 2017–2021

In the five years to 2021, we will work to enable five strategic shifts in pharmaceutical company practice: 1 2 3 Embedding pro-access Mainstreaming Improving industry respon- governance inclusive business models siveness to priorities By 2021, pharmaceutical companies By 2021, the business models of the will have management structures biggest pharmaceutical companies will By 2021, pharmaceutical companies and processes in place that integrate be systemically inclusive – benefitting will prove themselves to be natural access-to-medicine thinking and the poorest communities while deliv- partners in achieving the SDGs, and in engagement with local and global ering on the bottom line. implementing local, national and global stakeholders, as core aspects of their health strategies. business strategies. 4 5 Employing “Access-thinking” Addressing unmet needs in product deployment through R&D

By 2021, essential products will By 2021, pharmaceutical companies be deployed to the poor, following will develop products and solutions pro-access strategies, including equi- for unmet medical needs and for table pricing and generics-enabling vulnerable populations, while working approaches to IP management. in partnership with other public and private organisations through more open innovation models.

4 Access to Medicine Foundation – Strategic Direction 2017 – 2021

5 billion people have access to medicine: 2 billion to go

Our mission is to guide and incentivise pharmaceutical companies to do more for the 2 billion people who lack access to medicine worldwide.

Ensuring that people have access to At the Access to Medicine Foundation, areas and empower internal change- the medicine they need depends on the we: makers to drive efforts to improve work of many individuals and organisa- • Build multi-stakeholder consensus access to medicine. tions – governments, donors and NGOs on a list of ambitious yet achievable • Catalyse change within pharmaceu- all play a role. Pharmaceutical compa- actions for pharmaceutical compa- tical companies by using and diffusing nies, as the innovators and manufac- nies to improve access to medicine; our insights in our interactions with turers of life-saving drugs, clearly have a • Stimulate companies to join a “race companies, donors, investors and responsibility in this delicate ecosystem. to do well” in key access-to-medicine other stakeholders.

Driving change in the pharma industry Pharmaceutical companies are a key • GSK committed to reducing the price ners with the for link in the chain for achieving access to of its pneumococcal vaccine in 2017 Venture to develop malaria medicines medicine. Progressive actions on their from USD3.38 per dose to USD3.05. from its own library of compounds. part can significantly influence access This 10% reduction will save USD1 • The Boehringer Ingelheim Lung to medicine. They can translate into million annually in Myanmar alone. Institute (University of Cape Town), concrete savings for the international • Merck & Co. has been donating its researches lung health and diseases community – in terms of money, but breakthrough medicine, ivermectin, of specific relevance to the needs of also, crucially, in terms of human lives: for river-blindness since 1987. Over Africans. It operates as a non-profit, the past 25 years, it has handed out financially self-sufficient public-pri- • The first licence of Gilead’s tenofovir more than 1.5 billion treatments. vate partnership. It was identified by disoproxil fumarate, negotiated by • In 2014, Japanese pharmaceutical the 2014 Access to Medicine Index the Medicines Pool (MPP), has companies granted USD8.8 million to as one of 47 pharma initiatives to generated USD42 million in savings the Global Health Innovation Tech- build local R&D capacities in low- and for the international community – nology (GHIT) Fund, covering more middle-income countries. enough to treat 320,000 people for than a third of the organisation’s one year. The MPP estimates that a investments in R&D for new health Through our research and engagement total of USD1.4 billion could be saved technologies. These companies also programmes, the Access to Medicine through voluntary licensing, leading participate in development projects Foundation spurs companies to adopt, to cheaper generic anti-retrovirals. brokered by GHIT: e.g., Takeda part- adapt and innovate such practices.

“The Access to Medi- “This year, the Access “The Access to Medi- cine Index is a very to Medicine Index is cine Index mobilises important project. tougher than ever. It the strength of the What gets measured, gets done.” challenges us to think harder about how private sector, impacting the lives of Dr Margaret Chan, Director-General, we drive innovation and enable access millions of the most vulnerable people World Health Organization to our products. This is a challenge on earth. It showcases the synergy of that we are ready and willing to take , trade and investment.” on. We will continue to push ourselves Lilianne Ploumen, Dutch Minister for to go further and faster to make sure Foreign Trade and Development Cooper- our medicines and vaccines reach more ation people.”

sir Andrew Witty, CEO, GSK

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The Foundation’s model for change

We build multi-stakeholder consensus companies’ actions are developed. We stimulate companies to join a “race on what society expects of pharma- These metrics represent a set of ambi- to do well” in key access-to-medicine ceutical companies on access to medi- tious yet achievable expectations for areas and empower internal change- cine, and consolidate a framework of pharmaceutical company behaviour. makers to catalyse corporate change, action for companies to follow. guided by our insights into what is We create accountability working and where. We clarify responsibilities While there is increasing recogni- Experts working on access to medicine tion of the role of the private sector We trigger positive hold diverging views on the appropriate for achieving international health competition role of pharmaceutical companies in targets, there are few mechanisms for Pharmaceutical companies operate in facilitating access to medicine. Without achieving accountability or for tracking an environment where positive actions mutually agreed-upon standards, phar- progress. often go unremarked, yet negative maceutical companies cannot assume behaviour is strongly criticised. ownership of the issues, and cannot be The Foundation tracks company held accountable. Furthermore, they performance against global health Our Indices add positive recognition as need specific guidance on how they can targets, such as the Sustainable Devel- a key motivator for companies and their tackle the problems regarding access opment Goals, and against local and employees to drive ongoing efforts to medicine. regional health agendas. Our reports further and stimulate the development form a transparent and independent of new activities. The Foundation clarifies the responsi- means of assessing, monitoring and bilities of pharmaceutical companies by improving company performances. By publicly acknowledging companies’ building multi-stakeholder consensus investments in global public health, our on where they can and should be taking reports trigger companies to compete action on international health priorities. to be the best in key priority areas.

To reach consensus, we engage with We empower internal multilateral organisations, govern- change-makers ments, research institutions, NGOs, Changing the business approach of a patient organisations, investors and the large corporation is not an easy task: pharmaceutical industry. robust scrutiny of novel (and poten- tially risky) approaches is normal. Our The Foundation has created a platform research inspires and validates the where clear metrics for benchmarking work of all employees working to drive

“Accountability is “Tools like the Access “It is crucial for a CEO indispensable to the to Medicine Index to have a dialogue full implementation are useful in encour- with his or her of the right to health, and the Access aging the pharmaceuticals industry to company’s stakeholders. The Access to to Medicine Index plays an important improve access.” Medicine Index stimulates this dialogue, role in promoting the responsibility Joe Jimenez, CEO, Novartis which is essential to bring all parties of pharmaceutical corporations for a together.” core element of the right to health - the Anthony Ruys, former CEO, Heineken, and right of everyone to access essential Chairman, STOP AIDS NOW Foundation medicines.”

Zeid Ra’ad Al Hussein, United Nations High

Commissioner for Human Rights

6 Access to Medicine Foundation – Strategic Direction 2017 – 2021

companies’ access-to-medicine efforts. We catalyse change within phar- to duplication. This is particularly true The Foundation provides change- maceutical companies by using and in the global health landscape, where makers with a framework for future diffusing our insights in our interac- multiple initiatives and organisations action, including tailored opportuni- tions with companies, donors, inves- are tackling the access-to-health ties. Our findings are used to develop tors and other stakeholders. challenge in low- and middle-income new strategies and raise awareness countries. of access-to-medicine issues across We diffuse best practices different business units. Pharmaceutical companies often know Our research shows which global little about their peers’ access-to-med- health initiatives succeed in securing We empower bottom-up pressure icine activities, with few occasions to pharmaceutical company involvement, from employees whose job is to ensure share projects and evaluations, leading and how companies respond to market good performance in our Indices to duplication. We facilitate increased incentives and barriers. The Founda- and top-down pressure from senior disclosure and cross-company learning tion regularly briefs donors on how to managers who can use our findings to and provide a standardised framework enhance the impact of initiatives that promote new strategies and main- for reporting and comparison. require private sector involvement. stream access-to-medicine issues across different business units. The Foundation identifies and shares We unleash pressure from best practices from the industry in investors priority areas and promotes effective Investors increasingly recognise access approaches to long-standing barriers to medicine as a material issue, yet have to access. little information about how compa- nies manage risks and opportunities in Our findings form the basis of further emerging markets. dialogue, with the industry, govern- ments and NGOs, about goal- and Increasingly, our findings enable them priority-setting for companies, both to integrate access-to-medicine singly and as a group. metrics in their decision-making, and to engage with companies on the basis of We amplify the impact of independent and credible evidence. successful global health initiatives One risk for donors is that they support projects that are not aligned, leading

“The work of the “The success of GHIT Access to Medi- reveals that Japa- cine Foundation is nese pharmaceutical powerful because it shows how phar- companies are more willing than ever maceutical companies can and should to participate in much-needed global integrate access to medicine into their health R&D partnerships. The Access business strategies. This empowers to Medicine Foundation recognises this local civil society organisations to advo- and continues to drive forward global cate for more sustainable initiatives.” health in partnership with the industry.”

Daniel Molokele, Coordinator, Pan-Af- Dr BT Slingsby, CEO, Global Health Innova- rican Civil Society Platform on Access to tive Technology (GHIT) Fund

Medicines

7 Access to Medicine Foundation – Strategic Direction 2017 – 2021

Our impact – a catalyst for accelerating access to medicine

At the Access to Medicine Founda- third-party impact study in 2015. The for improving access to medicines tion, we are committed to periodically authors found that: includes extending our engage- measuring our impact so that we can • The Access to Medicine Index is a ment in licensing, developing access improve our programmes based on catalyst for accelerating ongoing strategies for relevant investigational real-world evidence. access-to-medicine activities; products, and including access-ori- • The Index is an inspiration for compa- ented terms systematically in product The Access to Medicine Foundation nies to develop new activities; development partnerships. This has been working at the interface • The Foundation has become a feedback is being considered in our between the pharmaceutical industry well-regarded authority on access to strategic discussions about access and the international community for medicine and a valuable contributor moving forward.” ten years. Our Access to Medicine Index to change in a complex environment; has evolved into the primary industry • Companies are increasingly looking to We are committed to regularly benchmark of access-to-medicine the Foundation for guidance; and assessing the impact of our research performance, and we have devel- • The Index provides a tool for learning and outreach. We work with our oped the first tool for benchmarking and discussion. funders to independently track our companies on access to vaccines. In performance, enabling accountability. 2015, we published a series of reports Evidence of impact also comes directly A new independent evaluation of our on industry activity in priority areas, from corporate documents. activities will be commissioned before including on maternal health, helping For instance: 2021. to secure formal commitments from • In its latest Charter on Access to pharmaceutical companies to improve Health in Developing Countries, The 2013 United Nations Millennium maternal health. Through our engage- Merck KGaA uses the geographic Development Goals Gap Task Force ment programmes, the Foundation scope of the Access to Medicine Report included the results of the contributes to the priority-setting Index to define the scope of its Access to Medicine Index, recognising processes of a range of stakeholders, efforts to expand access to health. that “it is important to monitor and not least the pharmaceutical compa- The geographic scope of the Index is evaluate what pharmaceutical compa- nies we measure. defined with stakeholders, and iden- nies themselves, as the producers and tifies those countries where the need suppliers of medicines, are doing to Independent evaluation for increased access is greatest. increase access to their products”. To evaluate how the Access to Medi- • Johnson & Johnson’s 2014 Sustain- cine Foundation drives change in the ability Report explicitly states: industry, we asked an independent “Feedback from [the Access to Medi- Reference Group to commission a cine Index] regarding opportunities

“This year’s index “The first ever Access “Licensing agree- shows that the phar- to Vaccines Index ments between phar- maceutical industry has the potential to maceutical companies has made progress in improving access be a powerful tool to measure efforts and the Medicines Patent Pool can to vital medicines for the globe’s made by vaccine manufacturers to benefit 87-94% of people living with HIV poorest people, helping to tackle some help improve immunisation in countries in the developing world, and produce of the world’s worst diseases.” with the highest need. This Index can up to USD1.4 billion of savings for the Justine Greening, UK Secretary of State help to identify product gaps as well international community. The Access for International Development as challenges on affordability, pricing to Medicine Foundation incentivises policy transparency, research and companies to engage with us and is one development, and supply, to drive posi- of our key partners to achieve impact.” tive change and reach more people with Greg Perry, Executive Director, life-saving vaccines.” Medicines Patent Pool

Dr Seth Berkley, CEO of Gavi, the Vaccine

8 Alliance Access to Medicine Foundation – Strategic Direction 2017 – 2021

5 tools that move the dial

By 2021, the Access to Medicine Foun- Affordability; and Manu- dation will have a family of five tools for facturing & Supply. driving industry change and for sharing best practices: Access to Generics Index: Ensuring a reli- The Access to Medicine Index: Ten able, supply of essential years of change-making medicines The Access to Medicine Index is Generic medicines are published every two years, and ranks the mainstay of universal the world’s largest pharmaceutical health systems, and for companies on their efforts to reach patients who pay out of people living in low- and middle-income pocket, they are almost countries. It covers several separate always the most afford- aspects of pharma company behaviour able options. More than regarding access to medicine, including 80% of the pharmaceu- governance, how affordability is taken tical market is accounted into account, the strength of the R&D for by generic medicine. The 2014 Access to Medicine Index pipelines, the usage of socially respon- As such, ensuring a sible IP management, the extent to reliable supply of good quality generic to anti-microbials, such as vaccines. which essential products reach people, versions of essential medicine is a We need better use of existing tools, and capacity building at the local level. crucial global health priority. To help ensuring proper rational use of antibi- achieve this, the Foundation is devel- otics, as well as responsible access to In the ten years since the first Access oping a transparent mechanism that existing tools for the world’s poor. to Medicine Index was published, will provide accountability and track company behaviour has progressed in the performance of generics medicine The Foundation is developing a several areas: such as the establish- manufacturers against stakeholders’ method for benchmarking and tracking ment of good governance of access expectations of behaviour. It will how pharmaceutical companies are to medicine within companies, more examine their performance in critical addressing this issue. It will provide a inclusive business models, increased areas, such as governance, licensing, critical performance management tool involvement in capacity building and capacity building, affordability, sustain- for companies, policy-makers, donors better IP management in certain areas. ability and quality. and governments working together to In other areas, however, progress is solve this pressing issue. limited: in and licensing, in Antimicrobial Resistance Benchmark: efforts to address affordability, and stimulating stewardship Thematic studies: Advancing the regarding ethical conduct. Our ability to cure certain infections is agenda on priority areas already compromised. The recent UK Through our thematic studies, we Access to Vaccines Index: The first Government Review on Antimicrobial analyse how pharmaceutical companies corporate metrics in the vaccines Resistance reported that, in the US address key international priorities, space alone, more than two million infections to identify opportunities or an urgent The Access to Vaccines Index charts a year are caused by bacteria that are need for companies, NGOs, donors how vaccine companies respond to resistant to at least first-line antibiotic and investors to accelerate progress mechanisms put in place by a range treatments, costing the US health toward greater access. Our recent of stakeholders to improve access to system USD20 billion each year. studies have examined maternal health, vaccines. By revealing what is working, vaccine R&D and . In 2017, where and why, it will help build inclu- While rich countries worry largely our studies will address oncology and sive vaccine markets that also reach the about future access to effective access in . Our maternal health poorest and most remote communities. antimicrobials, many patients in poor and contraceptives study led directly countries today struggle to access the to more pharmaceutical companies The first Access to Vaccines Index will drugs that still work. We urgently need making commitments to action in this be published in February 2017, and new tools: simple-to-use, cost-ef- area. will report on three areas of company fective diagnostic technologies; new activity: Research & Development; anti-microbial medicines; alternatives

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How do the 4 Indices complement and reinforce each other?

There is no way to ensure access to key products. The Access to Medicine The diffusion of good practices medicine without both research-based Index and Access to Generics Index across industries and themes is key pharmaceutical companies and generic will guide research-based pharmaceu- to enabling innovation and to creating medicine manufacturers. To address tical companies and generic medicine successful collaborations. Research- antimicrobial resistance, effective manufacturers in their efforts towards based pharmaceutical companies and vaccines must reach the people who sustainability and inclusiveness. generic medicine manufacturers may need them the most. face different challenges, and access The Access to Vaccines Index and to medicine and vaccines may need It is important to incentivise corporate Antimicrobial Resistant Benchmark different solutions. change at two levels: in their overall concentrate on how these companies business models and in the specific contribute to product-related interna- actions they take to improve access to tional priorities.

Roadmap to 2021: two streams of action

To achieve our strategic goals, the producing Independent Triggering action through Access to Medicine Foundation will research; pioneering engagement pursue two streams of action, while analysis We will provide neutral platforms for also investing in the development of We will continue to strengthen the stakeholders to discuss access-to-med- our organisation. In order to accel- Access to Medicine Index as a leading icine challenges, constraints and solu- erate as a powerhouse of independent source of information on companies’ tions in relation to their own practice insights about the pharmaceutical access-to-medicine profiles. We will and/or the pharmaceutical industry. sector, it is a strategic priority to tailor and expand our work, including We will continue to increase the spec- further strengthen our research, the development of new Indices that ificity of our recommendations for the communications and business/investor target access-to-medicine priorities: groups that use our research: relations teams, attracting and devel- • Publish a new Access to Medicine • Organise private sector meetings for oping talented people with a wide Index in 2018 and 2020, ranked companies to share their prac- range of expertise who can research • Regularly align the Access to Medi- tices in an independent, solutions-ori- and disseminate our findings. We will cine Index scope with changes in ented environment, also continue to strengthen and invest public health needs (e.g., to include • Enhance our engagement with in our data-management and analyt- oncology in the scope for 2018), non-ranked companies, to support ical platform, prioritising functionality, • Publish reports on critical access efforts to get access-to-medicine security and output. topics, including Oncology, Access efforts off the ground, in Middle-Income Countries, Afford- • Coordinate action-oriented investor ability, collaborative engagements, • Publish the first Access to Vaccines • Organise multi-stakeholder events on Index in 2017; future iterations access-to-medicine challenges and to include more large developing solutions, including with local actors, country vaccine manufacturers, to be held in low and/or middle-in- • Develop and publish a first Access to come countries, Generic Medicines Index; to include • Increase the value and specificity of large Indian, South African and our recommendations for companies Chinese manufacturers, and of the information provided for • Develop and publish a first benchmark investors and policy-makers, and exploring Antimicrobial Resistance; to • Develop specific recommendations include a focus on companies’ stew- and insight for donors and in relation ardship and R&D activities, and to the initiatives they support (eg., in • Deepen collaborations with organisa- research, product development PDPs, tions that influence access to medicine international procurement). including open data organisations.

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A small organisation moving giants

The Access to Medicine Foundation best practices are adopted more widely Medicine Index was EUR2 million – the acts as a catalyst: a small organisation within the pharmaceutical industry. companies we measure generate reve- that moves giant companies to do more The Foundation currently employs nues of EUR25 billion on average. for the poor and vulnerable around fewer than 20 people – the pharmaceu- the world. Through its research and tical companies we measure employ engagement programmes, the Access on average 60,000 people. The annual to Medicine Foundation ensures that budget to produce the 2014 Access to

Replenishment, budget and economies of scale

In order to maintain its influence and The that is already in Use of funds 2017–2021 credibility, the Access to Medicine place for the Access to Medicine Index

Foundation is committed to full inde- enables significant economies of scale. Fundraising  Operations pendence from pharmaceutical compa- As a result, the Foundation can realise  nies. The funding objective for the its other indices at a fraction of the period 2017-2021 is to secure grants cost. Outreach and Research and  m  from multiple governments and/or engagement analysis private foundations. The budget for the Access to Vaccines Index is EUR2 million for the 5-year The 5-year budget for delivering our period. The budget for the Access to full Roadmap to 2021 is EUR20 million. Generics Index is EUR4.5 million for Production, outreach and leverage of the 5-year period. The budget for the the Access to Medicine Index amounts Antimicrobial Resistance Benchmark is to EUR10 million for the 5-year period. EUR3.5 million for the 5-year period.

“The Access to Medi- “The beauty of the “When I talk to exec- cine Index report has Access to Medicine utives from pharma- had an incredible and Foundation is the way ceutical companies unforeseeable impact on the pharma in which it has helped focus on getting they tell me that they want to do more industry.” pharmaceutical companies more for neglected diseases, but they at least Dr Tachi Yamada, former Chief Medical involved.” need to get credit for it. The Access to and Scientific Officer and Board Member, Dr Tim Wells, Chief Scientific Officer, Medi- Medicine Index does exactly that. The Takeda Pharmaceuticals cines for Malaria Venture companies at the top of the Index want to do more. The ones at the bottom see that and push forward on it.”

Bill Gates, Co-Chair, Bill & Melinda Gates

Foundation

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Our organisation

Executive Jayasree K. Iyer Executive Director Director

Supervisory Board

John Schaetzl Wim Leereveld Wilfred Griekspoor Hans Hogerzeil Knut Kjær Joelle Tanguy Chair of the Founder and Member of the Member of the Member of the Member of the Supervisory Board Member of the Supervisory Board Supervisory Board Supervisory Board Supervisory Board Supervisory Board

Team

Damiano de Felice Suzanne Wolf Deputy Director Director of of Strategy Communications

Amal El Basrhiri Anna Massey Mireille Deen – Le Andreas Oszkiel Danny Edwards Tara Prasad Financial Communications Belle, Personal Operations Research Progr- Research Progr- Controller Manager Assistant Manager amme Manager amme Manager

Namratha Rao Suvi Ristolainen Luca Genovese Catherine Gray Clarke Cole Maike Nellestijn Communications Researcher Researcher Researcher Researcher Researcher Officer