DOCSLIB.ORG

Year Ended March 31, 2019

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Year Ended March 31, 2019 Year Ended March 31, 2019 Corporate Communications Group Tel: +81-6-4802-9360 Fax: +81-6-6359-3827 E-mail: [email protected] Stock Code: 4536 Contents Financial highlights ■Consolidated financial summary 2 ■Consolidated statement of financial position summary 2 ■Consolidated financial indexes 2 ■Exchange rates 2 ■Consolidated financial summary (Graph) 3 Consolidated information Consolidated statements of income and comprehensive income (IFRS and Core basis) 4 Revenue details 5 ■Revenue by business segment 5 ■Revenue by region 5 ■Overseas profit contribution 5 ■Revenue of major pharmaceuticals 6 ■Revenue by business segment（Graph） 7 Consolidated statement of financial position 8 ■Assets 8 ■Equity and liabilities 8 Consolidated statements of cash flows 9 Other consolidated information 10 ■R&D expenses 10 ■Capital expenditures 10 ■Depreciation and amortization 10 ■Amortization on intangible assets associated with products 10 ■Additional detail of statement of financial position 10 ■Number of employees 10 Reference information Research & development 11 ■Pipelines (Clinical stage) 11 ■Changes from Q3 FY18 (February 5, 2019) 12 Pharmaceutical market in Japan 13 ■Revision of National Health Insurance (NHI) drug prices 13 ■Market shares in prescription ophthalmics 13 ■Market shares by therapeutic area - prescription ophthalmics 13 Stock information 14 ■Stock price (Tokyo Securities Exchange 1st market) 14 ■Major shareholders (top 10) 14 ■Major stock information 14 ■Breakdown of shareholding by number of shares 15 ■Breakdown of shareholding by number of shareholders 15 Consolidated subsidiaries 16 News releases 17 Santen Group has adopted International Financial Reporting Standards (IFRS) from the fiscal year ended March 31, 2015, for the purpose of enhancing the international comparability of its financial information. The company implemented a 5-for-1 stock split on April 1, 2015. Figures in the column 2015.3 are adjusted assuming the new, post-split number of shares for comparison purposes. Forecasts in this report are based on the currently available information. Actual results may differ materially depending on a number of factors including adverse economic conditions, delays in new products launch, currency exchange rate, legislative and regulatory developments. - 1 - Financial highlights ■Consolidated financial summary (Millions of yen) 2020 Year ended March 31 2015 2016 2017 2018 2019 % Change Forecast Revenue 161,831 195,291 199,096 224,942 234,026 4.0 248,000 Operating profit 35,374 80,180 32,479 38,691 45,098 16.6 34,500 Net profit for the year 24,032 53,373 21,724 35,261 31,943 (9.4) 23,200 Dividends per share (yen) 22 25 26 26 26 - 26 Dividend payout ratio (%) 37.8 19.4 49.1 30.0 33.0 3.0pt 44.1 Notes: The company implemented a 5-for-1 stock split on April 1, 2015. Dividends per share have been retrospectively adujusted to reflect the impact of the share split. Core operating profit 39,088 43,067 39,687 45,378 48,230 6.3 51,000 Core net profit for the year 25,948 29,163 29,125 33,458 36,092 7.9 37,700 ■Consolidated statement of financial position summary (Millions of yen) Year ended March 31 2015 2016 2017 2018 2019 % Change Total assets 304,200 355,399 358,906 388,463 391,186 0.7 Total equity 211,779 260,009 255,929 287,557 292,572 1.7 Interest-bearing debt 37,161 22,484 16,963 7,618 4,111 (46.0) ■Consolidated financial indexes Year ended March 31 2015 2016 2017 2018 2019 % Change EPS (yen) 58.18 128.99 52.96 86.73 78.67 (9.3) BPS (yen) 511.14 627.78 628.09 702.54 728.97 3.8 Debt equity ratio (times) 0.2 0.1 0.1 0.0 0.0 (0.0)pt PER (times) 30.1 13.1 30.4 19.8 21.0 1.2pt PBR (times) 3.4 2.7 2.6 2.4 2.3 (0.2)pt ROE (%) 12.0 22.6 8.4 13.0 11.1 (1.9)pt ROA (%) 8.9 16.2 6.1 9.4 8.2 (1.2)pt Equity ratio(%) 69.6 73.2 71.1 73.6 74.4 0.8pt Free cash flows (41,054) 13,433 1,342 32,906 24,562 (25.4) (millions of yen) #1 EBITDA (millions of yen) #2 22,660 38,596 42,832 49,718 53,578 7.8 #1 Free cash flows = (Net cash flows from operating activities)-(Capital expenditures/Payments for acquisition of property, plant and equipment, and intangible assets) #2 EBITDA = (Operating profit) - (Other income) + (Other expenses) + (Interest expense) + (Depreciation and amortization) ■Exchange rates (Yen) 2020 Year ended March 31 2015 2016 2017 2018 2019 Forecast Exchange rate: US dollar 110.14 120.45 108.64 110.94 110.82 110.00 : Euro 139.01 132.46 118.96 129.92 128.38 130.00 : CNY 17.84 19.05 16.14 16.84 16.52 16.00 - 2 - Financial highlights ■Consolidated Financial summary (Graph) - 3 - Consolidated statements of income and comprehensive income ■IFRS (Millions of yen) % Change Year ended March 31 2015 2016 2017 2018 2019 2019/2018 Revenue 161,831 195,291 199,096 224,942 234,026 4.0 Cost of sales (56,373) (72,829) (74,966) (86,378) (90,764) 5.1 (Percent of revenue) 34.8% 37.3% 37.7％ 38.4% 38.8% － Gross profit 105,458 122,463 124,130 138,564 143,262 3.4 (Percent of revenue) 65.2% 62.7% 62.3％ 61.6% 61.2% － Selling, general and administrative expenses (48,893) (59,406) (62,193) (68,788) (71,273) 3.6 (Percent of revenue) 30.2% 30.4% 31.2％ 30.6% 30.5% － Research and development expenses (17,477) (19,990) (22,786) (24,398) (23,759) (2.6) (Percent of revenue) 10.8% 10.2% 11.4％ 10.8% 10.2% － Amortization on intangible assets associated (3,979) (6,205) (6,412) (6,740) (6,988) 3.7 with products (Percent of revenue) 2.5% 3.2% 3.2％ 3.0% 3.0% － Other income 723 44,999 468 417 4,028 865.3 Other expenses (458) (1,681) (728) (364) (172) (52.7) Operating profit 35,374 80,180 32,479 38,691 45,098 16.6 (Percent of revenue) 21.9% 41.1% 16.3％ 17.2% 19.3% － Finance income 768 782 1,105 1,004 901 (10.3) Finance expenses (279) (1,492) (3,529) (434) (2,881) 563.5 Profit before tax 35,863 79,470 30,055 39,261 43,117 9.8 (Percent of revenue) 22.2% 40.7% 15.1％ 17.5% 18.4% － Income tax expenses (11,831) (26,097) (8,331) (4,000) (11,174) 179.4 Net profit for the year 24,032 53,373 21,724 35,261 31,943 (9.4) (Percent of revenue) 14.9% 27.3% 10.9％ 15.7% 13.6% － Profit attributable to Owners of the company 24,032 53,373 21,731 35,247 31,954 (9.3) Non-controlling interests - - (7) 14 (11) (180.3) Net profit for the year 24,032 53,373 21,724 35,261 31,943 (9.4) ROE (%) 12.0 22.6 8.4 13.0 11.1 － ■Core basis (Millions of yen) % Change Year ended March 31 2015 2016 2017 2018 2019 2019/2018 Revenue 161,831 195,291 199,096 224,942 234,026 4.0 Cost of sales (56,373) (72,879) (74,966) (86,378) (90,764) 5.1 (Percent of revenue) 34.8% 37.3% 37.7％ 38.4% 38.8% － Gross profit 105,458 122,463 124,130 138,564 143,262 3.4 (Percent of revenue) 65.2% 62.7% 62.3％ 61.6% 61.2% － Selling, general and administrative expenses (48,893) (59,406) (61,657) (68,788) (71,273) 3.6 (Percent of revenue) 30.2% 30.4% 31.0％ 30.6% 30.5% － Research and development expenses (17,477) (19,990) (22,786) (24,398) (23,759) (2.6) (Percent of revenue) 10.8% 10.2% 11.4％ 10.8% 10.2% － Operating profit 39,088 43,067 39,687 45,378 48,230 6.3 (Percent of revenue) 24.2% 22.1% 19.9％ 20.2% 20.6% － Profit before tax 39,088 43,067 39,687 45,378 48,230 6.3 (Percent of revenue) 24.2% 22.1% 19.9％ 20.2% 20.6% － Income tax expenses (13,140) (13,904) (10,562) (11,920) (12,138) 1.8 Net profit for the year 25,948 29,163 29,125 33,458 36,092 7.9 (Percent of revenue) 16.0% 14.9% 14.6％ 14.9% 15.4% － ROE (%) 13.0 12.4 11.3 12.4 12.5 － - 4 - Revenue details ■Revenue by business segment (Millions of yen) % 2020 Year ended March 31 2015 2016 2017 2018 2019 Change Forecast Prescription pharmaceuticals 152,556 181,550 183,469 206,967 216,030 4.4 225,438 Ophthalmics 136,059 172,545 181,859 205,868 215,302 4.6 224,802 Anti-rheumatics 9,629 3,495 － － － － － Other pharmaceuticals 6,868 5,510 1,610 1,099 728 (33.8) 636 OTC pharmaceuticals 6,706 11,004 12,553 14,594 14,223 (2.5) 15,128 Medical devices 2,313 2,394 2,536 2,583 2,709 4.9 5,408 Others 256 343 537 798 1,065 33.5 2,027 Total 161,831 195,291 199,096 224,942 234,026 4.0 248,000 [Japan] (Millions of yen) % 2020 Year ended March 31 2015 2016 2017 2018 2019 Change Forecast Prescription pharmaceuticals 115,672 128,278 130,018 141,067 142,950 1.3 144,542 Ophthalmics 105,345 124,165 129,594 140,415 142,582 1.5 144,113 Anti-rheumatics 9,568 3,495 － － － － － Other pharmaceuticals 759 617 424 653 368 (43.6) 429 OTC pharmaceuticals 6,638 10,918 12,421 14,301 13,930 (2.6) 14,707 Medical devices 2,269 2,323 2,514 2,527 2,600 2.9 4,953 Others 256 330 404 758 977 28.9 1,896 Total 124,835 141,849 145,358 158,653 160,456 1.1 166,098 (Japan sales/total sales) 77.1％ 72.6％ 73.0％ 70.5% 68.6% － 67.0％ [Overseas] (Millions of yen) % 2020 Year ended March 31 2015 2016 2017 2018 2019 Change Forecast Prescription pharmaceuticals 36,884 53,271 53,451 65,900 73,080 10.9 80,896 Ophthalmics 30,714 48,379 52,265 65,453 72,720 11.1 80,689 Anti-rheumatics 61 － － － － － － Other pharmaceuticals 6,109 4,892 1,186 447 360 (19.4) 207 OTC pharmaceuticals 67 87 132 293 293 (0.1) 421 Medical devices 44 71 22 56 109 95.7 455 Others － 13 132 40 88 121.0 131 Total 36,995 53,442 53,738 66,289 73,570 11.0 81,902 (Overseas sales/total sales) 22.9％ 27.4％ 27.0％ 29.5％ 31.4％ － 33.0％ ■Revenue by region (Millions of yen) % 2020 Year ended March 31 2015 2016 2017 2018 2019 Change Forecast North America 6,169 5,265 1,433 371 533 43.7 740 EMEA#1 14,377 25,674 28,657 35,015 36,156 3.3 38,824 Asia 16,450 22,504 23,647 30,903 36,881 19.3 42,339 China 10,698 13,530 13,471 17,809 21,365 20.0 24,980 Total 36,995 53,442 53,738 66,289 73,570 11.0 81,902 ■Overseas profit contribution (Millions of yen) % 2020 Year ended March 31 2015 2016 2017 2018 2019 Change
Load more

Recommended publications
  • CURRICULUM VITAE Kenneth J. Ruoff Contact Information
    CURRICULUM VITAE Kenneth J. Ruoff Contact Information: Department of History Portland State University P.O. Box 751 Portland, OR 97207-0751 Tel. (503) 725-3991 Fax. (503) 725-3953 e-mail: [email protected] http://web.pdx.edu/~ruoffk/ Education Ph.D. 1997 Columbia University History M.Phil. 1993 Columbia University History M.A. 1991 Columbia University History B.A. 1989 Harvard College East Asian Studies Study of advanced Japanese, Inter-University Center (formerly known as the Stanford Center), Yokohama, Japan, 1993-1994 (this is a non-degree program). Awards Tim Garrison Faculty Award for Historical Research, Portland State University, 2020. For Japan's Imperial House in the Postwar Era, 1945-2019. Ambassador, Hokkaido University, 2019-present. Branford Price Millar Award for Faculty Excellence, Portland State University, Spring 2015. For excellence in the areas of research and teaching, in particular, but also for community service. Commendation, Consulate General of Japan, Portland, OR, December 2014. For enriching the cultural landscape of Portland through programs sponsored by the Center for Japanese Studies and for improving the understanding of Japan both through these programs and through scholarship. Frances Fuller Victor Award for General Nonfiction (best work of nonfiction by an Oregon author), Oregon Book Awards sponsored by the Literary Arts Organization, 2012. For Imperial Japan at Its Zenith: The Wartime Celebration of the Empire’s 2,600th Anniversary. Jirõ Osaragi Prize for Commentary (in Japanese, the Osaragi Jirõ rondanshõ), 2004, awarded by the Asahi Newspaper Company (Asahi Shinbun) for the best book in the social sciences published in Japan during the previous year (For Kokumin no tennõ; translation of The People’s Emperor).
    [Show full text]
  • Santen Reports Consolidated Results for Q2 Fiscal 2019 | Santenusa.Com
    Press Release Santen Reports Consolidated Results for Q2 Fiscal 2019 November 6, 2019 – Santen Pharmaceutical Co., Ltd. (Osaka, JAPAN, Tokyo Stock Exchange Code 4536) (Santen) today announced consolidated performance for Q2 FY19, the cumulative six month period ended September 30, 2019. Boosted by the sales of products across a range of ophthalmology treatment areas and including especially strong growth overseas, Santen’s consolidated revenue in Q2 FY19 reached 118.8 billion yen, an increase of 3.9% year-on- year. In the mainstay prescription pharmaceuticals business, sales in Japan increased 2.2% year on year. In EMEA (Europe, the Middle East and Africa), China and Asia, our products are steadily penetrating the market. Growth in sales in each area was maintained at 2.3%, 17.1%, and 6.0%, respectively, in yen terms. Operating profit on a core basis rose ¥1.5 billion yen, or 6.2%, due to the optimization of selling, general and administrative (SG&A) expenses and R&D expenses. The results for Q2 FY19 are generally as planned, and there are no changes from the forecasts for the current fiscal year ending March 31, 2020, announced on May 9, 2019. The annual dividend forecast has been revised to 27 yen, an increase of 1 yen from the previous forecast. Santen strives to generate continued sustainable growth by contributing to the well-being of patients as a leading company specialized in the field of ophthalmology. Q2 FY19** Core basis* change FY19 forecast change actual (YoY%) (JPY millions) (YoY%) (JPY millions) Revenue 118,775 +3.9% 248,000
    [Show full text]
  • Expanding the European Business and Accelerating Growth Making a Positive Contribution As a Specialized Ophthalmic Pharmaceutical Company
    Feature Expanding the European Business and Accelerating Growth Making a Positive Contribution as a Specialized Ophthalmic Pharmaceutical Company Under the basic policies of the Fiscal 2014-2017 Medium-Term Management Plan, Santen has embraced the goals of achieving growth in the European business and improving profitability to realize its long-term strategic vision toward 2020. Guided by these goals, Santen continues to tackle bold challenges. 16 Santen Pharmaceutical Co., Ltd. Annual Report 2015 European Business: Results and Strategies By harnessing strengths in specialized fields such as glaucoma and dry eye, Santen will make a lasting contribution to ophthalmic treatment. Strengthening Our Presence in the European Market as a Specialized Ophthalmic Pharmaceutical Company Santen intends to enhance its profitability by accelerating growth in the European business. This is positioned as a the treatment of severe keratitis in adult patients with dry eye crucial strategy for becoming a “Specialized Pharmaceutical disease, which has not improved despite treatment with tear Company with a Global Presence”—its long-term strategic substitutes. We will also further expand our regional sales vision toward 2020. To date, Santen has promoted business coverage with the ophthalmology products we took over activities around the growth driver Taflotan (tafluprost, sold from Merck & Co., Inc. Leveraging these initiatives, we as Tapros in Japan), a treatment of glaucoma and ocular intend to advance to our next stage of growth. hypertension, focusing on Northern and Eastern Europe, The European prescription ophthalmic pharmaceutical Russia and Germany. After taking over the ophthalmology market is the world’s second largest market after that of the products from U.S.-based Merck & Co., Inc.
    [Show full text]
  • Guidelines with Regard to the Composition, Calculation and Management of the Index
    INDEX METHODOLOGY Solactive Pharma Breakthrough Value Index Version 2.1 dated September 03, 2020 Contents Important Information 1. Index specifications 1.1 Short Name and ISIN 1.2 Initial Value 1.3 Distribution 1.4 Prices and Calculation Frequency 1.5 Weighting 1.6 Index Committee 1.7 Publication 1.8 Historical Data 1.9 Licensing 2. Composition of the Index 2.1 Selection of the Index Components 2.2 Ordinary Adjustment 2.3 Extraordinary Adjustment 3. Calculation of the Index 3.1 Index Formula 3.2 Accuracy 3.3 Adjustments 3.4 Dividends and other Distributions 3.5 Corporate Actions 3.6 Correction Policy 3.7 Market Disruption 3.8 Consequences of an Extraordinary Event 4. Definitions 5. Appendix 5.1 Contact Details 5.2 Calculation of the Index – Change in Calculation Method 2 Important Information This document (“Index Methodology Document”) contains the underlying principles and regulations regarding the structure and the operating of the Solactive Pharma Breakthrough Value Index. Solactive AG shall make every effort to implement regulations. Solactive AG does not offer any explicit or tacit guarantee or assurance, neither pertaining to the results from the use of the Index nor the Index value at any certain point in time nor in any other respect. The Index is merely calculated and published by Solactive AG and it strives to the best of its ability to ensure the correctness of the calculation. There is no obligation for Solactive AG – irrespective of possible obligations to issuers – to advise third parties, including investors and/or financial intermediaries, of any errors in the Index.
    [Show full text]
  • Long Diagnostic Delay with Unknown Transmission Route Inversely Correlates with the Subsequent Doubling Time of Coronavirus Disease 2019 in Japan, February–March 2020
    International Journal of Environmental Research and Public Health Article Long Diagnostic Delay with Unknown Transmission Route Inversely Correlates with the Subsequent Doubling Time of Coronavirus Disease 2019 in Japan, February–March 2020 Tsuyoshi Ogata 1,* and Hideo Tanaka 2 1 Tsuchiura Public Health Center of Ibaraki Prefectural Government, Tsuchiura 300-0812, Japan 2 Fujiidera Public Health Center of Osaka Prefectural Government, Fujiidera 583-0024, Japan; [email protected] * Correspondence: [email protected] Abstract: Long diagnostic delays (LDDs) may decrease the effectiveness of patient isolation in reducing subsequent transmission of coronavirus disease 2019 (COVID-19). This study aims to investigate the correlation between the proportion of LDD of COVID-19 patients with unknown transmission routes and the subsequent doubling time. LDD was defined as the duration between COVID-19 symptom onset and confirmation ≥6 days. We investigated the geographic correlation between the LDD proportion among 369 confirmed COVID-19 patients with symptom onset between the 9th and 11th week and the subsequent doubling time for 717 patients in the 12th–13th week among the six prefectures. The doubling time on March 29 (the end of the 13th week) ranged from 4.67 days in Chiba to 22.2 days in Aichi. Using a Pearson’s product-moment correlation (p-value = 0.00182) and multiple regression analyses that were adjusted for sex and age (correlation coefficient −0.729, 95% confidence interval: −0.923–−0.535, p-value = 0.0179), the proportion of LDD for unknown Citation: Ogata, T.; Tanaka, H. Long exposure patients was correlated inversely with the base 10 logarithm of the subsequent doubling Diagnostic Delay with Unknown time.
    [Show full text]
  • President and CEO's
    President and CEO’s Message President and CEO’s Message Santen is making significant strides toward realizing its long-term strategic vision through 2020 of becoming a specialized pharmaceutical company with a global presence. By focusing our efforts on ophthalmology and related areas, we will develop scientific knowledge and organizational capabilities that are unique and original to Santen. We will use these unique capabilities to contribute to society. We kindly ask for the continued support of all our stakeholders. September 2014 Akira Kurokawa President and Chief Executive Officer 10 Fiscal 2013 Overview We posted record net sales. We expanded our presence further in both the Japanese and overseas markets, thanks to our focus on sales promotion activities for key products, including new products. Fiscal 2013, the fiscal year ended March 31, 2014, was the treatment for dry eye. We also met the primary endpoint of President and CEO’s Message and CEO’s President final year of the Fiscal 2011-2013 Medium-Term Manage- a Global Phase 3 study of DE-109 (sirolimus) for the ment Plan. During fiscal 2013, net sales rose 24.9% year on treatment of non-infectious uveitis of the posterior segment. year to a record ¥148.7 billion. This result reflected This study is being carried out at approximately 150 sites in significant sales growth in both the Japanese and overseas Europe, the U.S. and Asia. markets. Operating income was up 11.1% to ¥27.4 billion Furthermore, in May 2014, we entered into an agreement and net income rose 3.6% to ¥17.1 billion.
    [Show full text]
  • Medium-Term Plan "MTP2025"
    Medium-Term Plan "MTP2025" Santen Pharmaceutical Co., Ltd. May 19, 2021 Copyright© 2021 Santen All rights reserved. 0 Presentation Shigeo Taniuchi Takeshi Ito Peter Sallstig Takayuki Yamada Representative Director of the Board, Corporate Officer, Corporate Officer, Director of the Board, Executive Corporate Officer, Head of Product Development Head of China Business President, Head of Japan Business, Division Chief Executive Officer Head of Japan Sales & Marketing Division Q&A Kazuo Koshiji Satoshi Suzuki Kenji Morishima Senior Corporate Officer, Senior Corporate Officer, Corporate Officer, Corporate Administration, Head of Corporate Development Division Head of China Product Development Chief Financial Officer(CFO), Department Head of Finance and Administration Division 1 Forward-Looking Statements Information given in this presentation contains certain forward-looking statements concerning forecasts, projections and plans whose realization is subject to risk and uncertainty from a variety of sources. Actual results may differ significantly from forecasts. Business performance and financial conditions are subject to the effects of medical regulatory changes made by the governments of Japan and other nations concerning medical insurance, drug pricing and other systems, and to fluctuations in market variables such as interest rates and foreign exchange rates. The process of drug research and development from discovery to final approval and sales is long, complex and uncertain. Individual compounds are subject to a multitude of uncertainties, including the termination of clinical development at various stages and the non-approval of products after a regulatory filing has been submitted. Forecasts and projections concerning new products take into account assumptions concerning the development pipelines of other companies and any co-promotion agreements, existing or planned.
    [Show full text]
  • Annual Report 2018
    Annual Report 2018 Year Ended March 31, 2018 Protecting the World’s Vision Santen’s Values Santen’s Values 1 1. Santen’s original interpretation of a passage from chapter 22 of Zhongyong (The Doctrine of the Mean) by Confucius, meaning “exploring the secrets and mechanisms of nature in order to contribute to people’s health.” We think carefully about what is essential, decide clearly what we should do, and act quickly. Mission Statement By focusing on ophthalmology, Santen develops unique scientific knowledge and organizational capabilities that contribute to the well-being of patients, their loved ones and consequently to society. Ophthalmology is our singular focus. Santen has conducted business activities as a specialized pharmaceutical company since its foundation in 1890. With Santen’s Values as our starting point, we build upon a foundation of scientific knowledge and organizational capabilities nurtured for nearly 130 years. We will continue to contribute to ophthalmic treatments, working primarily for the benefit of patients and their loved ones. Santen Pharmaceutical Co., Ltd. Annual Report 2018 1 Santen has been conducting business activities based on its strengths: a thoro ugh customer focus and specialized expertise in the field of ophthalmology. In order to fulfill the wishes and expectations of pat ients and medical professionals toward eye care, Santen will continue to contribute to the development of ophthalmic treatment. Wishes and expectations for eye care received by Santen at the 36th World Ophthalmology Congress (WOC2018) Our Strengths Specialized Thorough expertise Product development harnessing advanced technical capabilities Sales and marketing activities attuned to the needs of each region customer in the field of and expertise as well as partnerships with external institutions focus ophthalmology A product lineup cov ering a wide range of ophthalmic disorders treatments Santen has been conducting business activities based on its strengths: a thoro ugh customer focus and specialized expertise in the field of ophthalmology.
    [Show full text]
  • Santen and Merck & Co., Inc Sign Licensing Agreement for Tafluprost
    News Release Santen and Merck & Co., Inc Sign Licensing Agreement for Tafluprost, Treatment for Glaucoma and Ocular Hypertension April 15, 2009, Osaka Japan-- Santen Pharmaceutical Co., Ltd. announced that Santen and Merck & Co., Inc (Whitehouse Station, New Jersey, U.S) signed a worldwide licensing agreement for tafluprost (sold as TAPROS® in Japan, TAFLOTAN® in approved European countries marketed by Santen), a treatment for glaucoma and ocular hypertension. Under the terms of this agreement, Merck will pay an undisclosed fee as well as milestones and royalties based on future sales of tafluprost. Santen grants Merck exclusive commercial rights to tafluprost in Western Europe, (excluding Germany), North America, South America and Africa. Santen retains commercial rights to tafluprost in Germany, Eastern Europe, Northern Europe and Asia Pacific, including Japan. Merck will provide promotional support to Santen in Germany and Poland. If tafluprost is approved in the U.S, Santen will have the option to co-promote the product in the U.S. Tafluprost is a prostaglandin analogue co-developed with Asahi Glass Co., Ltd. (Headquarters: Chiyoda-ku, Tokyo) for reduction of intraocular pressure (IOP) in primary open angle glaucoma and ocular hypertension. It has been approved in eleven countries and is currently being marketed in Japan, Germany, Denmark, Sweden, Finland and Norway. This agreement will expand the distribution of tafluprost in Europe, North America (tafluprost is an investigational compound in the U.S.) and South America. "The licensing of tafluprost from Santen, a company with extensive experience in ophthalmics, further expands Merck's strong portfolio of topical treatments for patients with glaucoma," said Vlad Hogenhuis, MD, senior vice president and general manager, neuroscience and ophthalmology, Merck & Co., Inc.
    [Show full text]
  • Biopharma Expansion to China and Asia
    Special Report Heading East Biopharma International Expansion to China and Asia Contents Introduction ...........................................................2 Acknowledgments ..................................................3 Biopharma opportunities in Asia ..............................4 Entry approaches: Multiple options ....................... 14 Partner selection: Criteria and negotiations ............. 17 Accelerating market entry and access in China ........ 23 Moving forward .................................................... 27 Appendix: Biopharma international expansion survey results ........................................ 28 L.E.K.’s Global Life Sciences Practice ....................... 34 About L.E.K. L.E.K. Consulting is a global management consulting firm that uses deep industry expertise and rigorous analysis to help business leaders achieve practical results with real impact. The firm advises and supports global companies that are leaders in their industries — including the largest private and public sector organizations, private equity firms and emerging entrepreneurial businesses. Founded 35 years ago, L.E.K. employs more than 1,200 professionals around the world across the Americas, Asia-Pacific and Europe. L.E.K. entered China in 1998 and has since become a leading commercial advisor in life sciences and healthcare services practices, covering all aspects of the industry value chain and life cycle. For more information, go to www.lek.com Biotechnology Innovation Organization The Biotechnology Innovation Organization (BIO) is the largest biotechnology not-for-profit trade association in the world, representing over 1,000 biotechnology enterprises, academic institutions and biotech R&D and innovation centers from more than 30 nations. BIO’s member companies are involved in the research and development of hundreds of innovative healthcare, agricultural, industrial and environmental biotechnology products, from cutting-edge regenerative medicines and medical diagnostics to renewable fuels and bio-based plastics.
    [Show full text]
  • National Survey Report of Japan 2019
    Task 1 Strategic PV Analysis and Outreach National Survey Report of PV Power Applications in JAPAN 2019 Prepared by: Mitsuhiro YAMAZAKI, New Energy and Industrial Technology Development Organization (NEDO) Osamu IKKI, RTS Corporation PVPS Task 1 – National Survey Report of PV Power Applications in JAPANNational Survey Report of Japan 2019 What is IEA PVPS TCP? The International Energy Agency (IEA), founded in 1974, is an autonomous body within the framework of the Organization for Economic Cooperation and Development (OECD). The Technology Collaboration Programme (TCP) was created with a belief that the future of energy security and sustainability starts with global collaboration. The programme is made up of 6.000 experts across government, academia, and industry dedicated to advancing common research and the application of specific energy technologies . The IEA Photovoltaic Power Systems Programme (IEA PVPS) is one of the TCP’s within the IEA and was established in 1993. The mission of the programme is to “enhance the international collaborative efforts which facilitate the role of photovoltaic sol ar energy as a cornerstone in the transition to sustainable energy systems.” In order to achieve this, the Programme’s participants have undertaken a variety of joint research projects in PV power systems applications. The overall programme is headed by an Execu tive Committee, comprised of one delegate from each country or organisation member, which designates distinct ‘Tasks,’ that may be research projects or activity areas. The IEA PVPS participating countries are Australia, Austria, Belgium, Canada, Chile, China, Denmark, Finland, France, Germany, Israel, Italy, Japan, Korea, Malaysia, Mexico, Morocco, the Netherlands, Norway, Portugal, South Africa, Spain, Sweden, Switzerland, Thailand, Turkey, and the United States of America.
    [Show full text]
  • The Jump to Organic Agriculture in Japan Lessons from Tea, Denmark, and Grassroots Movements
    The jump to organic agriculture in Japan Lessons from tea, Denmark, and grassroots movements Rural Sociology group/ Shigeru Yoshida (580303980100)/ MSc Organic Agriculture Chair group: Rural Sociology Name: Shigeru Yoshida (580303980100) Study program: MSc Organic Agriculture Specialization: Sustainable food systems Code: RSO80436 Short title: The Jump to organic agriculture in Japan Date of submission: 16/04/2020 Abstract This research aims to clarify the reasons for the slow growth of organic farming in Japan and proposes possible government interventions to accelerate it. First, organic tea farming, which has increased exceptionally, is investigated. Second, a comparison between the organic market and governmental support for organics in Japan and Denmark is made. Denmark has the highest share of organic food relative to conventional food in the world. Finally, local organic markets emerging recently as a grassroots movement in local areas are investigated. This research found that the rapid increase of organic tea production is clearly led by a growing export market that increased the demand for organic products. In contrast, the domestic organic market is small because the Japanese consumers have not a strong motivation to buy organic foods due to the lack of awareness of organic agriculture. On the contrary, the Danish consumers are well aware that organic agriculture provides desired public goods. This is a result of government policies that have intervened at the demand side. The local organic markets in Japan may stimulate supermarkets to handle more organic products and coexist with them. I conclude that the national and local government interventions supporting market sectors, school-lunches, and the local organic market may result in an increase of consumer awareness, expansion of the organic market, and consequently, accelerating an increase in organic practices in Japan.
    [Show full text]