This edition of the Top 10 Biopharmas marks the end of an era. After this year, we’ll no longer be able to pencil in Amgen as our #1 biopharma, since Roche is poised to take that slot. A lot of major pharmas have talked about “becoming a global biopharma.” I wonder how many more of them will make the transition to this list in the next 5-10 years. (In fact, it’s not hard to imagine one or two follow-on biologics being enough to tip a generic company into the world of Top Biopharmas . . .)
Top 10 Bio pharmaceutical Companies Report 2009
This edition of the Top 10 Biopharmas marks the end of an era. After this year, we’ll no longer be able to pencil in Amgen as our #1 biopharma, since Roche is poised to take that slot. A lot of major pharmas have talked about “becoming a global biopharma.” I wonder how many more of them will make the transition to this list in the next 5-10 years. (In fact, it’s not hard to imagine one or two follow-on biologics being enough to tip a generic company into the world of Top Biopharmas . . .)
On the positive side, the emergence of Alexion Pharma and its Soliris MAb allowed me to get a legit #10 company on the list. Remember: building this list is more of an art than a science, so if you can think of a biopharma that should be here — that is, a drug company that makes more than 60% of its pharma revenues from large-molecule drugs — drop me a line at email@example.com!
|Top 10 Biopharmaceutical Companies|
Overview At Amgen, our mission is to serve patients. As a science-based, patient-focused organization, we discover and develop innovative therapies to treat serious illnesses.
Our medicines have made a dramatic difference in the lives of millions. That is the most important measure of our success.
Our Mission and Values
Amgen strives to serve patients by transforming the promise of science and biotechnology into therapies that have the power to restore health or even save lives. In everything we do, we aim to fulfill our mission to serve patients. And every step of the way, we are guided by the values that define us.
Our Mission: To Serve Patients
Compete Intensely and Win
Create Value for Patients, Staff and Stockholders
Trust and Respect Each Other
Work in Teams
Collaborate, Communicate and Be Accountable
Our success depends on superior scientific innovation, integrity and continuous improvement in all aspects of our business through the application of the scientific method. We see the scientific method as a multi-step process that includes designing the right experiment, collecting and analyzing data and rational decision making. It is not subjective or emotional, but rather a logical, open and rational process. Applying the scientific method in all parts of the organization is expected and highly valued.
Compete Intensely and Win
We compete against time, past performance and industry rivals to rapidly achieve high quality results. Winning requires taking risks. We cannot be lulled into complacency by previous achievements. Though we compete intensely, we maintain high ethical standards and demand integrity in our dealings with competitors, customers, partners and each other.
Create Value for Patients, Staff and Stockholders
We provide value by focusing on the needs of patients. Amgen creates a work environment that provides opportunities for staff members to reach their full potential. We strive to provide stockholders with superior long-term returns while balancing the needs of patients, staff and stockholders.
We are relentless in applying the highest ethical standards to our products, services and communications.
Trust and Respect Each Other
Every job at Amgen is important and every Amgen staff member is important. We attract diverse, capable and committed people and provide an environment that fosters inclusion, respect, individual responsibility and values diversity. Trust is strengthened through personal initiative and by obtaining quality results rapidly.
Quality is a cornerstone of all of our activities. We seek the highest quality information, decisions and people. We produce high quality products and services. Quality is woven into the fabric of everything we do.
Work in Teams
Our teams work quickly to move scientific breakthroughs from the lab through the clinic to the marketplace and to support other aspects of our business. Diverse teams working together generate the best decisions for patients, staff and stockholders. Our team structure provides opportunities for Amgen staff to impact the direction of the organization, to gain broader perspective about other functions within Amgen and to reach their full potential.
Collaborate, Communicate and Be Accountable
Leaders at Amgen seek input and involve key stakeholders in important decisions. In gathering input, strong leaders will welcome diverse opinions, conflicting views and open dialogue for serious consideration. They will clearly communicate decisions and rationale openly and in a timely manner. Once a decision is made, the leader and members of the team will all be accountable for the results and for implementing the decision rapidly.
Worldwide Compliance & Business Ethics
Letter from Cynthia Patton, Amgen's Chief Compliance Officer:
Amgen is a company full of passionate and committed people. Having an opportunity to help people is very motivating, and knowing we can make a difference in a patient’s health is inspiring. Each of us knows and understands the responsibility we have in the healthcare industry. Our mission, to serve patients, is supported by our commitment to conducting business ethically and ensuring compliance with the laws and regulations that govern our business and industry. Amgen’s leadership, including its Board of Directors, is committed to promoting an ethical culture.
As Amgen’s Chief Compliance Officer, I oversee our Worldwide Compliance & Business Ethics Program, which is grounded in our Values. At Amgen, it is everyone’s responsibility to do the right thing by conducting business ethically, and we take it very seriously. There are a number of resources available that help staff members do the right thing, including: Amgen’s Code of Conduct; compliance websites and training courses; Amgen's compliance policies; guidance from managers and dedicated compliance professionals; and Amgen's Business Conduct Hotline.
We recognize there is a broad range of stakeholders who have an interest in how we manage and operate our business. We are pleased to share with you an overview of our Worldwide Compliance & Business Ethics Program.
Annual Declaration Of Compliance Based on our good faith understanding of the statutory requirements, Amgen believes that its Corporate Compliance Program meets the requirements of Chapter 8, Part 15, Division 104 of the California Health and Safety Code (§§ 119400-119402). Amgen also believes that it complies with its Corporate Compliance Program in all material respects.
The above Declaration and Amgen's Code of Conduct can be printed from this website. You will find a link to download, and then print, Amgen’s Code of Conduct under “Code of Conduct” on the left side of this page. If you would like to receive a printed version of this Annual Declaration of Compliance or Amgen’s Code of Conduct, you may call Amgen’s Business Conduct Hotline at (888) 376-5574. If you call the Business Conduct Hotline, please state that you are requesting a printed copy of Amgen’s Annual Declaration of Compliance and/or Code of Conduct.
Elements of an Effective Compliance Program
In 2003, the Office of Inspector General (OIG), Department of Health and Human Services, developed the OIG Compliance Program Guidance for Pharmaceutical Manufacturers. According to the OIG, “it is imperative for pharmaceutical manufacturers to establish and maintain effective compliance programs. These programs should foster a culture of compliance that begins at the executive level and permeates throughout the organization.” The OIG’s guidance includes seven widely recognized and fundamental elements to an effective compliance program. Amgen has gone a step further by identifying an additional three tenets to complete our Elements of an Effective Compliance Program. The OIG’s seven elements, combined with the additional three tenets identified by Amgen, are the foundation for our Worldwide Compliance & Business Ethics Program.
Core Elements of an Effective Compliance Program
- Written policies and procedures
- Designated compliance officer and compliance committee
- Effective training and education
- Effective lines of communication
- Internal monitoring and auditing
- Enforcement of standards through well-publicized disciplinary guidelines
- Prompt response to detected problems through corrective actions
Additional Tenets Identified by Amgen
- Compliance metrics reviewed by CEO Staff to assess program effectiveness
- Compliance leadership is part of executive performance reviews
- Prompt, balanced and effective decisions regarding compliance activities may require Compliance Committee involvement
Amgen’s Culture of Compliance
Amgen is an innovative, science-based company dedicated to helping people fight serious illness – and we are committed to living the Amgen Values. Our Values form a deeply held belief system that guides our behavior, helps us make the right decisions and builds the framework for our daily interactions with each other. We value people, integrity and results. This combination is essential in accomplishing our primary purpose of using science to dramatically improve people’s lives.
As Bob Bradway, our chairman and chief executive officer, reminds us, conducting ourselves in principled ways is core to our mission. There are no shortcuts. Our Worldwide Compliance & Business Ethics Program contributes to Amgen’s success by promoting a culture of compliance and ethics, developing trusted and collaborative partnerships with all aspects of our business, effectively balancing risk with business objectives, and providing clear and practical rules and guidelines.
Through the Worldwide Compliance & Business Ethics Program, Amgen’s leadership empowers managers and staff to conduct business ethically by providing resources such as the Code of Conduct, which directs staff to policies, procedures, training and education, Web sites, the Business Conduct Hotline and guidance from managers and dedicated compliance professionals. However, with empowerment comes responsibility; Amgen’s leadership holds managers and staff accountable for ethical business conduct by enforcing standards through internal monitoring, investigating and auditing, responding promptly to detected problems, undertaking corrective actions and applying disciplinary measures where appropriate.
The Worldwide Compliance & Business Ethics Program operates at the functional and corporate levels to continually integrate compliance into Amgen’s business and culture. The Compliance Committee, chaired by Amgen’s chief executive officer and his direct reports, ensures that Amgen’s steadfast culture of compliance and business ethics are the foundation of the company’s strategy, goals and objectives. The CEO Staff direct reports partner with compliance professionals within their organizations who have day-to-day responsibility for ensuring that the unique compliance risks and requirements within their areas are addressed. These professionals also promote cross-functional alignment of compliance activities through their membership on the Compliance Council, which is chaired by Amgen’s chief compliance officer. The chief compliance officer assures the effectiveness of the Worldwide Compliance & Business Ethics Program to the Corporate Responsibility and Compliance Committee of the Board of Directors (CRCC).
Corporate Responsibility and Compliance Committee of the Board of Directors (CRCC)
The Corporate Responsibility and Compliance Committee of the Board of Directors (CRCC) has ultimate oversight for Amgen’s Worldwide Compliance & Business Ethics Program. The Committee periodically assesses management’s implementation of, and ongoing improvement to, the Program, including its information and reporting systems, and allegations of suspected misconduct and the Company’s response.
The Compliance Committee champions Amgen’s culture of compliance and business ethics by ensuring that it’s the foundation of the company’s strategy, goals and objectives. It is chaired by Bob Bradway, Amgen’s chairman and chief executive officer, and is comprised of the CEO direct reports and other senior executives. The Compliance Committee’s responsibilities include reviewing key compliance risks and associated mitigation plans, ensuring that compliance and business ethics related strategic initiatives are appropriately prioritized, resourced and tracked, overseeing the operation of the Compliance Council and ensuring that compliance performance is part of executive management reviews.
Chief Compliance Officer
As the chief compliance officer, Cynthia Patton oversees Amgen’s Worldwide Compliance & Business Ethics Program and the centralized Healthcare Compliance organization. Cynthia, who is the facilitator and a member of the Compliance Committee as well as the Compliance Council Chair, has the independence, authority and resources to assure that the Elements of an Effective Compliance Program are in place to uniquely address Amgen’s compliance risks and to effectuate change within the organization as necessary or appropriate. She presents an unbiased assessment of Amgen’s state of compliance to the Corporate Responsibility and Compliance Committee of the Board of Directors (CRCC) several times a year. Cynthia reports to Bob Bradway, Amgen’s chairman and chief executive officer.
The Compliance Council is a cross-functional body that analyzes compliance obligations and activities, implements Program improvements and provides information to the Compliance Committee and the Corporate Responsibility and Compliance Committee of the Board of Directors. The Compliance Council is comprised of senior level compliance professionals who are selected by the Compliance Committee to represent each functional area. Each Compliance Council Member is the liaison and ultimately responsible for ensuring that the Elements of an Effective Compliance Program are established within his/her CEO Staff member’s function. They report into their respective functional leadership while still maintaining dotted-line accountability to the chief compliance officer, who chairs the Council. Compliance Council Members are an important resource for staff members who have questions or are seeking guidance about compliance within their areas.
Code of Conduct
In today’s complex, global business world, no company can assume that the right course of action is always clear. To help us Do The Right Thing by conducting business ethically, we have created a Code of Conduct which, along with Amgen’s Mission, Aspiration, Values and Leadership Attributes, provides the best guidance for our staff’s decisions and actions.
At Amgen, it’s everyone’s responsibility to Do The Right Thing by conducting business ethically. This means that our staff members must:
- Understand and adhere to the Code of Conduct, which requires that they follow all applicable laws and Amgen policies.
- Seek clarification or guidance when they have a compliance question.
- Report a concern when they suspect a violation of the Code of Conduct, an Amgen policy or applicable law through the Business Conduct Hotline, or any of the other various resources listed in the Code of Conduct, Section 3-1.
- Use their good judgment and act with honesty and integrity.
All regular Amgen staff are required to complete Code of Conduct training. Every person conducting business for Amgen worldwide must follow our Code of Conduct, together will all applicable laws and company policies. This includes all staff as well as consultants, contract workers and temporary workers. The Code of Conduct applies to all Amgen locations, affiliates and subsidiaries.
Corporate Compliance Policies
Adverse Event Reporting
An Adverse Event (or Adverse Experience, or “AE”), is any untoward medical occurrence in a patient or clinical investigation subject administered a pharmaceutical product and which does not necessarily have to have a causal relationship with the treatment. Amgen staff are required to report AEs within one business day of learning of the AE.
Anti-corruption and U.S. Foreign Corrupt Practices Act
Amgen maintains a strict policy against paying, offering to pay, or authorizing the payment of anything of value to any foreign government official, government staff member, political party, political candidate or some third parties in an attempt to influence a person in an official capacity.
Antitrust and Unfair Competition
Amgen does not tolerate any business transaction or activity that violates the antitrust and competition laws of any country in which the company conducts business.
Compliance Reporting and Non-Retaliation
Amgen provides an effective process for Amgen staff or their representatives to express concerns and report potential violations regarding Amgen business conduct without retaliation or intimidation.
Conflicts of Interest
Amgen staff are responsible for avoiding situations in which personal interests, outside activities, financial interests or relationships conflict or even appear to conflict with the company’s interests
Dealing with the Government
Amgen has a strict policy against any attempt to unlawfully influence government officials.
Environment, Health, and Safety
Amgen is committed to excellence in environment, health, and safety performance.
Export and Import Control Laws
Amgen complies with all applicable export and import control laws and regulations which may restrict export and import activities, including export or import of goods, software or technology.
Amgen’s policy against insider trading applies to staff members, consultants, contract workers and temporary staff, as well as to members of their families and households.
Interactions with Healthcare Providers
Amgen requires that all interactions with healthcare providers and other customers comply with all applicable laws and adhere to the highest standards of professional ethics and responsibility.
Accurate and timely pricing information about Amgen’s products can assist healthcare providers, government and private payers, patients, and other stakeholders. The calculation, reporting and disclosure of pricing information are also important to Amgen’s commercial success as well as a part of Amgen’s legal and regulatory obligations.
Ethical business conduct, professional behavior, adherence to acceptable business principles, personal integrity and compliance with applicable laws and regulations are expected to be consistently demonstrated at Amgen.
Protection of Personal Information
Amgen is committed to the lawful stewardship of personal information that is collected, stored and used by the company. We respect personal privacy. Everyone in the company worldwide has a role to play in protecting and securing personal information. Any concerns related to a potential and/or actual breach of personal information are considered to be serious in nature, are thoroughly investigated and, if appropriate, measures are taken, up to and including immediate termination of employment, to the extent permitted by applicable laws. Non-employees may have their services terminated for violating Amgen’s Policy and related governance.
Reporting a Concern
Amgen has established various ways for individuals to raise matters of concern with regard to issues affecting the conduct of Company officials, or ethical, legal or other issues related to the way the Company is conducting its business. One avenue for raising such issues, the Business Conduct Hotline, is described below. Additional avenues are identified in our Code of Conduct.
Calling the Business Conduct Hotline (888-376-5574)
The Business Conduct Hotline operates globally 24 hours a day, seven days a week, 365 days a year. You can report a concern or ask a question in any language by asking for a translator.
In most places, you can make a call to the Business Conduct Hotline anonymously (see further information on Anonymity and Confidentiality below). An outside third-party operator will ask you for details about your question or issue, document them, and give you a reference number for follow up. Though not required, you are encouraged to leave your name and number in case additional information is needed.
Amgen takes all calls to the Business Conduct Hotline seriously and handles calls on a case-by-case basis. Investigations are handled in a manner that, in our view, is as confidential as possible under the circumstances. The company will determine whether misconduct has occurred and will take the action it decides is appropriate.
You can call the Business Conduct Hotline back at any time during the process to request follow-up information or final feedback, using the reference number you were originally given when you reported your concern. Please be aware that we may be limited in the information that can be shared.
Note that investigations may take some time. Don’t assume nothing is happening just because it takes a while to close a matter.
Anonymity and Confidentiality
When you call the Business Conduct Hotline, you may do so anonymously – you do not have to give your name (except in those few countries where anonymity is legally not allowed). However, if you decide not to provide this information, we may not be able to investigate the matter fully or take appropriate action.
When you choose to give your name, all issues you submit will be treated in as confidential a matter as we determine is possible under the circumstances. This means your name will be shared only with those who need to know in order to answer your question or look into the matter. However, in some cases, Amgen may be required by law to reveal your identity. In addition, it may not always be possible to keep your identity confidential if, for example, you are one of a small number of people who know certain facts or you work in a very small office where it may be obvious from the details who originated the complaint.
Our Non-Retaliation Policy
Our policy prohibits intimidation or retaliation against staff members who report a compliance concern in good faith or participate in good faith in any investigation or other proceeding related to such a report. Our Non-Retaliation policy applies to reports made through the Business Conduct Hotline, or those made through any of the resources identified in the Code of Conduct or in any other appropriate manner.
Genentech to Lay Off Hundreds in Bay Area
Details of layoffs now clear, and 200 jobs at headquarters will be lost, another 100 in Vacaville
Genentech, the South San Francisco-based biotech giant, announced its layoff plan this morning, and hundreds of Bay Area jobs will be trimmed from the company's 10,000-employee payroll in California.
Genentech was acquired for $47 billion by Switzerland's Roche Holding AG last year, and the layoffs were rumored to be coming earlier this week as part of Roche's corporate cost cutting.
All told, Roche/Genentech will cut 3,550 employees from its 24,800-person U.S. payroll. About 13,000 of that total work for Genentech. Two hundred positions will be eliminated at Genentech's headquarters, across all departments of the company. This is on top of the roughly 400 manufacturing job cuts in South San Francisco that Genentech had already announced.
About 100 of the 850 jobs at Genentech's Vacaville manufacturing facility will be eliminated, according to Genentech spokeswoman Robin Snyder. About 90 of the 500 Genentech manufacturing jobs in Oceanside, near San Diego, will also be eliminated.
About 2,000 additional employees, including people at smaller Roche US sites and pharmaceutical field-sales representatives, who work all over the country, will also be let go. Snyder could not say how many of these sales reps work in California.
Worldwide, parent company Roche announced that a total of 5,500 jobs (including the 3,550 in the United States) would be eliminated. An additional 700 positions would be transferred to other Roche offices, though Snyder said she could not say where the transferees are now or to where they will be transferred.
In a statement, Roche Group CEO Severin Schwan said, "This is a comprehensive, focused initiative to reinforce Roche’s long-term innovation capability in the face of increased price pressures and a more challenging market environment. We will continue to drive our highly promising product pipeline to help seriously ill patients and contribute to more efficient healthcare systems." Schwan added, "These measures are necessary to ensure sustained success of the company. We will make every effort to find socially responsible solutions for the employees affected."
In recent days, Genentech message boards loaded up on posts indicating the announcement was expected this week. By law, a large company must give 60 days' notice for a large-scale staff reduction, so notice this week would keep the Genentech employees on the payroll through the holidays.
Snyder told The Bay Citizen Monday that the company recently announced an "operational excellence initiative" that will "look at cost structures and productivity improvements," she said. "All parts of the organization are being reviewed, and details on anything that may happen will be announced before the end of the year. All I can tell you is, before the end of the year."
She added Wednesday morning that affected employees would be "getting generous severance and termination packages." Some employees will be let go as early as mid-January, though the all the cuts will not be completed until the end of 2012, she said.
Genentech has long been lauded as one of the best employers in the country and is a high-profile corporate citizen in the Bay Area.
Genentech was founded in April 1976 by venture capitalist Robert Swanson and biochemist Dr. Herbert Boyer.
A September 2010 Wall Street Journal story detailed parent company's Roche's cost-cutting plan, which was spurred by disappointing results or prospects for several key Genentech products, like cancer drug Avastin, and an austere economic climate worldwide.
Considered the founder of the industry, Genentech has been delivering on the promise of biotechnology for over 35 years.
At Genentech, we use human genetic information to discover, develop, manufacture and commercialize medicines to treat patients with serious or life-threatening medical conditions. Today, we are among the world's leading biotech companies, with multiple products on the market and a promising development pipeline.
Our aim as a leading healthcare company is to create, produce, and market innovative solutions for unmet medical needs. Our products and services help to prevent, diagnose and treat diseases, thus enhancing people's health and quality of life. Our commitment to sustainable development respects the needs of the individual, the society, and the environment.
The three Roche values—Integrity, Courage, and Passion—are core to how we want to behave, as individuals and collectively as an organization.
- Passion means we use our drive and commitment to energize, engage and inspire others.
- Courage means we are entrepreneurial and thus take risks, reach beyond boundaries and experiment.
- Integrity means we are consistently open, honest, ethical and genuine.
These values define fundamental attributes for guiding decisions and actions leading to increased innovation and business performance.
A Member of the Roche Group
Genentech became a member of the Roche Group in March of 2009. As part of their merger agreement, Roche and Genentech combined their pharmaceutical operations in the United States. Genentech's South San Francisco campus now serves as the headquarters for Roche pharmaceutical operations in the United States. Genentech Research and Early Development operates as an independent center within Roche.
Awards & Recognition
We are regularly recognized as leaders in the biotechnology industry. We also receive recognition and awards for our overall performance as a company, our dynamic workplace culture, our contributions to the community and our patient advocacy. Here are some of our most recent achievements.
Today, approximately 50% of Genentech’s pipeline and marketed products derive from successful collaborations with companies and institutions from around the world.
We’re known for exceptional science and pioneering medical breakthroughs. We bring that same innovative and entrepreneurial spirit to our partnerships.
At Genentech, we’re committed to building collaborations that create the most value for each partner.
We’re flexible. Our business development team custom designs collaborations to meet each partner’s needs. Deal structures range from traditional milestone and royalty deals to acquisitions and options. We often fund collaborative research.
We welcome opportunities in the following areas:
- Cardiovascular Disease
- Infectious Disease
- Metabolic Disease
- Ophthalmic Disease
- Biomarker Assay Technologies
- Therapeutic Lead Discovery Technologies
It is important for both partners to have a productive business relationship as well as complimentary scientific contributions. We typically provide an alliance manager as your main contact for business and relationship matters once the collaboration begins. This helps both teams stay focused on advancing science and delivering benefit to patients.
How the alliance manager benefits our partnerships:
- Serves as a responsive resource to address business-related matters
- Efficiently manages basic business operations
- Anticipates needs in support of major decisions and events
- Engages with governance committees for strategic alignment
- Ensures a smooth transition to Roche's global development organization following Phase II proof-of-concept
Collaborate with Us
If you would like to partner with Genentech, please provide a detailed non-confidential package that describes the opportunity, including scientific supporting data, such as mechanism of action for therapeutics.
Send your proposals to:
1 DNA Way, MS 53
South San Francisco, California 94080
Our Relationship with Roche
Genentech and Roche maintain independent R&D organizations served by separate business development groups. Genentech Partnering supports the Genentech Research and Early Development group, responsible for developing drug candidates from discovery through Phase II proof-of-concept in humans. View our pipeline.
With a separate budget and independent decision-making, we pursue our own R&D collaborations with companies and academic institutions from all over the world. Then we leverage the Roche global infrastructure for late-stage development, manufacturing and commercialization.
or Questions About Our Medicines
- Report an Adverse Event
Phone: (888) 835-2555
Hours: 24 hrs/day, 7 days/week
- Medical Communications
Phone: (800) 821-8590
Hours: Monday - Friday, 5:30am - 4pm PST
- Clinical Trial Information
Phone: (888) 662-6278
Hours: Monday - Friday, 6am - 3pm PST
On March 26, 2009, Genentech, Inc. became a wholly-owned member of the Roche Group. In connection with the privatization, public shareholders received $95.00 per share for their shares and Genentech's common stock (symbol: DNA) ceased trading on the New York Stock Exchange.
Questions regarding Genentech shares not tendered in the privatization transaction should be directed to BNY Mellon Shareowner Services by phone:
+1 866-223-9154 from within the United States, Canada or Puerto Rico (toll free)
+1 201-680-6579 from outside the United States
Phones are open 9am to 6pm New York time, Monday through Friday, except for bank holidays.
BNY Mellon Shareowner Services
Attn: Corporate Action Dept.
PO Box 358300
Pittsburgh, PA 15252-8300
By Overnight Courier or By Hand:
BNY Mellon Shareowner Services
Attn: Corporate Action Dept., 27th Floor
480 Washington Boulevard
Jersey City, NJ 07310
We achieve our corporate goals by employing best-of-class practices in the acquisition of goods and services and by seeking optimal value and quality at the best price with qualified suppliers.
As a supplier, your business supports Genentech's mission and values. At Genentech, we commit ourselves to high standards of integrity in contributing to the best interests of patients, the medical profession, our employees and our communities. Suppliers are expected to understand and embrace these ideas when conducting business with Genentech and the supplier's partners.
Expectations of Our Suppliers
Suppliers play an important part in our success. As such, we request that, in the course of conducting business with Genentech, suppliers refrain from conduct that is outside our ethical boundaries.
We expect our suppliers to practice the following ethical standards:
- Avoid the intent or appearance of unethical or compromising conduct.
- Avoid personal or business activity that could create a conflict of interest.
- Protect confidential or proprietary information provided by Genentech.
- Do not seek information about other Genentech suppliers (prices, services, performance, etc.).
- Use the appropriate communication channels.
- Do not provide gifts or entertainment of more than minimal value.
What We Purchase
As a dynamic biotechnology company, we seek suppliers with innovative products and ideas that will contribute to the continuing growth of our commercial, manufacturing, research, development and business support efforts. Suppliers should provide quality products and excellent customer service at competitive prices.
Genentech engages in research, development, manufacture, and marketing of biotechnology products for serious or life-threatening diseases. As a fundamental part of our corporate mission and values, we are committed to the highest standards of behavior.
These high standards are important to our success and represent how we operate as a business. These standards, which we call the U.S.Pharma Code of Conduct, apply to our officers and employees, as well as to our directors in their activities on our behalf.
The purpose of our Commercial and Development Comprehensive Compliance Program is to assist us in maintaining compliance with the laws, regulations and company directives and guidance that apply to the commercialization of our products, to train our employees on these matters and to prevent, detect, and correct instances of non-compliance.
gCom Compliance and Ethics Phone Line
gCom is our Compliance and Ethics Phone Line. We created gCom to provide a confidential way for our employees, vendors and others to report issues, complaints or concerns about a suspected breach in ethics, compliance requirements, financial accounting or financial auditing matters, or company policy that has the potential to result in criminal or civil liability for the company.
Contact Information1 (866) 411-gCom (411-4266)
24 hours a day, 7 days a week
Views On Public Policy
We believe it's vital to share our views on the public policy issues and initiatives that affect our business and our industry.
By making our positions public and clear, we aim to start a useful conversation about the issues we face, so that we can develop creative and thoughtful solutions to these challenges. Currently, we have statements about the following issues: biosimilars, clinical trial transparency and drug pricing.
3. Novo Nordisk
What makes it so great?
This Danish-owned leader in insulin treatments for diabetics is growing consistently and sharing profits: It has a pay-for-performance plan that last year doled out more than $30 million in bonuses to employees.Headquarters:
100 College Road West
Princeton, NJ 085402010 revenue ($ millions):
Novo Nordisk is a healthcare company and a world leader in diabetes care. In addition, Novo Nordisk has a leading position within areas such as haemostasis management, growth hormone therapy and hormone replacement therapy.
Novo Nordisk manufactures and markets pharmaceutical products and services that make a significant difference to patients, the medical profession and society. With headquarters in Denmark, Novo Nordisk employs more than 27,000 employees in 81 countries, and markets its products in 179 countries.
Novo Nordisk´s B shares are listed on the stock exchanges in Copenhagen and London. Its ADRs are listed on the New York Stock Exchange under the symbol ´NVO´.
Novo Nordisk is synonymous with diabetes care inIndia . Novo Nordisk has introduced products and services hitherto not seen in the area of diabetes care in the country.
Over the last decade Novo Nordisk has been able to ensure that there is a marked improvement in the way people with diabetes live and work.
As part of our efforts to be at the forefront of bringing information to people with diabetes in India, we have attempted to highlight various aspects of diabetes which you would like to know about.
As part of our activities, we have always endeavoured to stay in touch with persons with diabetes as well as the medical fraternity.
Novo Nordisk Denmark story
Novo Nordisk's history spans more than 80 years. The story begins in 1922 when a Danish couple, August and Marie Krogh, travelled to America. August Krogh was a professor at the University of Copenhagen who had received the Nobel Prize in physiology. His wife, Marie Krogh, was a doctor and researcher in metabolic diseases. Marie also suffered from late-onset (type 2) diabetes.
While in America the Kroghs heard of two Canadian researchers, Frederick Banting and Charles Best, who were treating people with diabetes with an insulin extract from bovine pancreases. The Kroghs were very interested in this treatment because of Marie's diabetes, and they ultimately were granted permission to produce insulin in Denmark.
On their return to Denmark, Krogh and Dr H C Hagedorn, a specialist in the regulation of blood sugar, decided that some extensive research was required. They called on the Danish pharmacist August Kongsted who offered to pay for the research and help start production. On 21 December 1922 the two men succeeded in extracting a small quantity of insulin from a bovine pancreas and the first patients were treated in March 1923. In spring 1923 they founded Nordisk Insulinlaboratorium (Nordisk).
In 1923 the engineer Harald Pedersen joined Nordisk to build the machines used for insulin production. His brother, Thorvald Pedersen, was later recruited to analyse the chemical processes during insulin production. However, Thorvald Pedersen did not get on with Hagedorn, and in 1924 Hagedorn fired him. Out of loyalty to his brother Harald resigned and the two brothers set up on their own. By 1924 they too were successfully producing insulin and in 1925 the brothers sent a letter to Danish pharmacists informing them that Insulin Novo and the newly developed Novo syringe were now on sale. The brothers named their company Novo Terapeutisk Laboratorium (Novo). There were now two firms in Denmark that were to develop into the world's leading manufacturers of insulin.
Over the next 65 years both companies rapidly expanded. Both established large research units and competed furiously to be the first on the market with new products for the treatment of diabetes. Nordisk and Novo also both began to diversify by developing other products. Novo became the world's largest producer of industrial enzymes, and Nordisk developed drugs for the treatment of haemophilia and growth disorders.
In January 1989 Novo and Nordisk decided to join forces. Having competed with each other for more than 60 years, the two companies could now concentrate their combined forces on developing new products for treating diabetes and on conquering world markets. The new company was called Novo Nordisk A/S.
In early 1999 it was decided that Novo Nordisk would demerge into two main businesses: Healthcare and Enzymes. The demerger enables the two businesses to increase their operational freedom and focus on what they do best. On 14 November 2000 Novo Nordisk and Novozymes began operating as two separately listed companies. And so the story continues...
History of NN India
Novo Nordisk India story
The genesis of Novo Nordisk India goes back to 1990 when a liaison office of Novo Nordisk A/S, was set up in Mumbai. Prior to this Novo Nordisk A/S products were marketed in India through various other companies. Even then, Novo Nordisk was involved in creating awareness in diabetes care with the help of healthcare professionals in India.
On April 1, 1994, Novo Nordisk (I) Pvt. Ltd. was set up with its headquarters in Bangalore with 26 employees. It has now been rechristened as Novo Nordisk India Private Limited.
In 1998, recognising the intense need to provide awareness and education in healthcare in India, the Novo Nordisk Education Foundation (NNEF) was founded. NNEF is a non-profit organisation, with a mission of "Enhancing healthcare through awareness and education".
Novo Nordisk India's portfolio of products and services deals with therapy areas in Diabetes, Human Growth Hormone and Haemostasis Management.
Novo Nordisk WAY is Our Way
In 1923, our Danish founders began a journey to change diabetes.
Today, we are thousands of employees across the world with the passion, the skills and the commitment to continue this journey to prevent, treat and ultimately cure diabetes.
- Our ambition is to strengthen our leadership in diabetes
- Our key contribution is to discover and develop innovative biological medicines and make them accessible to patients throughout the world.
- We aspire to change possibilities in haemophilia and other serious chronic conditions where we can make a difference.
- Growing our business and delivering competitive financial results is what allows us to help patients live better lives, offer an attractive return to our shareholders and contribute to our communities.
- We never compromise on quality and business ethics.
- Our business philosophy is one of balancing financial, social and environmental considerations - we call it 'The Triple Bottom Line'.
- We are open and honest, ambitious and accountable, and treat everyone with respect.
- We offer opportunities for our people to realise their potential.
Every day, we must make difficult choices, always keeping in mind, what is best for patients, our employees and our shareholders in the long run.
It's the Novo Nordisk Way.
Novo Nordisk Way Essentials
The Essentials are ten statements describing what the Novo Nordisk Way looks like in practice. They are meant as a help to our managers and employees for evaluating to what extent our organisation acts in accordance with the Novo Nordisk Way.
The Essentials are as such an important means for identifying actions which our organisation may take to further align our way of working with the thinking and values that characterise the Novo Nordisk Way.
We create value by having a patient centred business approach.
We set ambitious goals and strive for excellence.
We are accountable for our financial, environmental and social performance.
We provide innovation to the benefit of our stakeholders.
We build and maintain good relations with our key stakeholders.
We treat everyone with respect.
We focus on personal performance and development.
We have a healthy and engaging working environment.
We optimise the way we work and strive for simplicity.
We never compromise on quality and business ethics.
About Novo Nordisk Way
The Novo Nordisk Way is a document intended and written for employees in Novo Nordisk. However, we are proud of the promises we make and would like to share this insight with a broader audience.
The Novo Nordisk Way describes who we are, where we want to go and how we work.
Its origin can be traced back to when the company was founded in the 1920s although at that time we did not have a name for it. Since then our company has developed in a way that our founders couldn't have imagined. Today, we are leaders in our fields, we have become a truly global company and millions of patients all over the world rely on our products every day to ensure their health and well-being. And all along we stayed true to the values that have helped bring us this far.
The Novo Nordisk Way sets direction for and applies to all employees in Novo Nordisk. It is a promise we make to each other - and to our stakeholders outside the company. Each and every employee is responsible for acting in accordance with the Novo Nordisk Way - and to help each other understand what it means in practice.
Making sure we walk the talk
At Novo Nordisk we have a year long tradition for following up on our promises and making sure they are kept. The Novo Nordisk Way is no exception. We conduct so called Novo Nordisk Way facilitations - which can be thought of as 'values audits'. Senior employees are appointed 'facilitators' and they travel the organisation to interview employees, managers and internal stakeholders of the unit, looking into documents and local business practices. Ultimately, this input forms the basis for an assessment of to which degree the unit is running its business in accordance with the Novo Nordisk Way. Just as they can identify findings which are areas for improvement, the Facilitators also identify best practices which can be shared throughout the company.
Every unit is facilitated at least every third year - some every year. Consolidated observations and trends from the Facilitation process are reported to Executive Management quarterly and the Board of Directors annually.
This assurance helps safeguard our strong company culture of responsible and sustainable business practices and engaged employees and stakeholders. Facilitations ensure that the Novo Nordisk Way exists not only as words, but as the way we run our business around the world.
The making of the Novo Nordisk Way
The Novo Nordisk Way was last updated in 2010 where the Executive management team decided to update and revise the former document, called the Novo Nordisk Way of Management which had served our company well for a decade. The CEO, Lars Rebien Sørensen and his colleagues set out to select input from internal and external stakeholders. The journey lasted for five months and took them to seven destinations around the world meeting face-to-face with more than 350 employees and 100 patients, health care providers and other stakeholders.
Through extended use of social media internally, many employees contributed with ideas, wishes and suggestions for what should be addressed in the Novo Nordisk Way.
The key conclusion from the input phase was that we do have a very strong and unique culture. The key objective was hence not to change anything radically on the contrary, there was a strong wish to reinforce the existing business principles and values however in a more condensed way.
Senior management teams were included in the digestion of this input and took part in the revision of the Novo Nordisk Way.
If you want to learn more about the making and roll out of the Novo Nordisk Way, please contact Mette Aaagard Hertz (firstname.lastname@example.org) or Nicole Seroff (email@example.com).
Sustainable development is about preserving the planet while improving the quality of life for its current and future inhabitants.
The Triple Bottom Line
At Novo Nordisk, sustainable development has been an integral part of the way we do business for more than a decade. Our way of translating it into practice is the Triple Bottom Line.
In all our work, we strive to be economically viable, socially responsible, and environmentally sound.
Balancing the Triple Bottom Line is about considering each of these elements when making business decisions. In this way, we not only manage a sound business, but we also demonstrate our commitment to driving sustainable development – both locally and globally.
The economic component of the Triple Bottom Line is often assumed to mean the company’s financial performance. But it is more than that.
Finance concerns the market valuation of transactions that pass through the company's books. Economics, on the other hand, is the means by which society uses human and natural resources in the pursuit of human welfare.
At Novo Nordisk, remaining economically viable means managing the business in a way that secures corporate profitability and growth, and seeks to leave a positive economic footprint in the community. This includes rewarding employees, making profit for shareholders, and investing in growing the business.
Social responsibility is about caring for people. This applies to the people who rely on the company’s products and to employees. It also considers the impact of the business on the global society and the local community.
At Novo Nordisk, social responsibility is more than a virtue – it is a business imperative. It is an investment in our future.
Environmental responsibility addresses the company’s impact on the external environment as well as the bioethical implications of our activities, such as animal experimentation and safety issues regarding the use of genetic engineering.
At Novo Nordisk, the pursuit of sustainable development considers the perspectives of communities, governments, industry and society within the framework of an international agenda. We believe that this broad vision is essential for tackling global environmental issues, such as climate change. That is why our approach to assessing and acting upon our environmental performance focuses not only on the impact of our production, but also on the role we play as a representative of our industry.
For more information on sustainability visit: http://www.novonordisk.com/sustainability
Changing Diabetes is the ambition that drives us forward in everything we do.
As the global diabetes pandemic gathers speed, adding millions of newly diagnosed patients each year, the need for radical and immediate action becomes more urgent. The reality is that it doesn't have to be this way; armed with this knowledge we feel obligated to act.
We know that these numbers will not be reversed with treatment alone. As a world leader in diabetes care we believe that we must be a catalyst for change at every level – this means through science, humanitarian outreach, education, and in public policy worldwide.
We put people first in everything we do; that is why we will continue to build partnerships with external organisations whenever we see that such a collaboration will generate a positive and significant change for people with diabetes.
From the science lab, the doctor's clinic and the school classroom, we are relentless in our mission: we will not rest until we have defeated the diabetes pandemic.
We know that change comes from within, that's why our people are driving change today, to create a brighter tomorrow
For more information on the initiatives and programs that have already sent a wave of change in the world of diabetes click on the following link
You can get in touch with us at :
Novo Nordisk India Limited
Plot No.32, 47-50,
EPIP Area, Whiltefield,
Bangalore - 560 066
Telephone : +91 80 4030 3200
Fax No. : +91 80 4112 3518
email : firstname.lastname@example.org
The biotech company confirms the closure of the sites of Geneva and Coinsins, as reads the statement:
Merck Serono Announces Final Efficiency Program for Switzerland
- Closure of the Geneva and Coinsins sites is confirmed
- Social plan and support for affected employees enhanced
- Merck Serono will support potential start-ups by its employees through up to € 30 million financing fund
- Wide-ranging discussions to identify job opportunities for employees made redundant are ongoing
- Merck Serono will maintain a substantial and strategic presence in Switzerland with close to 1,000 employees in Aubonne, Corsier-sur-Vevey and Zug
Merck Serono, a division of Merck in Darmstadt, Germany, announced today the outcome of the Swiss consultation process and the final plan for restructuring its operations in Switzerland. This includes the closure of the Geneva and Coinsins sites.
The initial proposal was presented by the Company to employees on April 24, 2012, providing Swiss-based employees the opportunity to provide alternative proposals in order to avoid the job cuts envisaged in the plan, to reduce their number, or to minimize their impact, in accordance with Swiss law.
The final measures presented today are the result of the analysis by the Company of all proposals received from employees and numerous discussions with employee representatives including the trade union Unia, during and after the consultation period. While several aspects of the proposals received from employees relating to the social plan have been incorporated by Merck Serono, the Company could not retain the proposals advocating maintenance of its activities in Geneva. After a thorough review of these proposals, the Company has determined that these proposals are not viable or practicable given the need to eliminate existing duplications of functions to ensure the long-term competitiveness of the business as announced on February 24, 2012 by Merck. Merck Serono has determined that this can only be achieved through the consolidation of headquarter activities and European R&D activities at the Group's headquarter in Darmstadt, Germany.
"The restructuring of Merck Serono's activities in Switzerland is part of an extensive program concerning all regions and all businesses of the Merck Group, necessitated by the unprecedented market shifts and the competitive environment facing the Group," said Stefan Oschmann, Executive Board Member of Merck and CEO of Merck Serono. "This restructuring process involves tough measures, but these are essential to safeguard the future of Merck Serono. We remain committed to supporting our employees during this difficult transition period."
During the consultation period, extending from April 25, 2012 to June 4, 2012, employees submitted numerous proposals. Concerning the Geneva site, the majority of these proposals focused on three major themes: the maintenance of all or some of Merck Serono's activities in Geneva, the development of a biotech cluster in Geneva, and the measures proposed in the context of the social plan. With regard to the Aubonne, Coinsins and Corsier-sur-Vevey sites, the proposals advocated in particular a one-year moratorium on job cuts, favoring normal fluctuations, part-time employment and the replacement of temporary staff by permanent employees.
"The management team and experts in the businesses have reviewed all proposals and we were able to take into account some of the proposals received, notably those concerning the social plan. Employees who proposed ideas for developing service companies targeting the biopharmaceutical industry are encouraged to apply for support from the fund of up to € 30 million that has been established by Merck Serono. We have already received many proposals and several are at an advanced stage of discussion," said François Naef, Chairman of the Board of Merck Serono S.A. "We continue to aggressively pursue discussions with potential partners, the authorities and other companies and organizations active in the Lake Geneva area to identify as rapidly as possible job opportunities for affected employees."
The program designed to facilitate the creation of start-ups, initiated on April 24, 2012, comprises various forms of support, including capital investment, granting of intellectual property licenses and/or cession of material assets, according to the needs of the project envisaged. Merck Serono has committed to dedicate up to € 30 million for this purpose. Several projects are currently under evaluation and employees can continue to submit projects up to September 30, 2012.
Merck Serono has taken into account several proposals to improve the already very competitive measures originally envisaged in the draft social plan. For example, the minimum age for early retirement eligibility has been lowered from 58 to 56 years and employees who resign before the expected end of their contract will retain the right to part of their severance payment under certain conditions.
Merck Serono will consolidate all headquarter functions on a Merck Serono campus in Darmstadt, Germany, where the Merck Group has been located for nearly 350 years and has its global headquarter. It will also focus its R&D resources in three hubs located in Europe (Darmstadt), the USA (Boston) and Asia (Beijing). Out of the 1,250 positions currently located in Geneva, approximately 750 will be transferred to other sites (including 130 to the Canton of Vaud) and around 500 will be reduced to eliminate duplications and create a leaner, more agile organization. Approximately 80 positions will be made redundant in the sites located in the Canton of Vaud (Aubonne, Coinsins and Corsier-sur-Vevey). The manufacturing operations currently based in Coinsins will be relocated to Aubonne.
Employees will be informed about their personal situation by the end of July 2012. It is expected that the majority of transfers and reductions will be completed in the second half of 2012. Closure of the Geneva site is planned in mid-2013, and that of the Coinsins site in 2014.
For those employees that will accept transfer offers with Merck Serono to a site outside of Switzerland, the Company will be offering comprehensive and attractive relocation benefits to help them and their families settle rapidly in their new location.
Despite these efficiency measures, Merck Serono will maintain a substantial and strategic presence in Switzerland. Its biotech production sites located in Aubonne and Corsier-sur-Vevey will continue to manufacture its leading medicines for the entire world. In addition, Merck Serono's new unit dedicated to biosimilars, a novel activity crucial for the future, will also be based in the Canton of Vaud. Finally, the commercial operations based in Zug will continue to serve physicians and patients in Switzerland. Overall, Merck Serono will continue to employ close to 1,000 people in Switzerland.
Merck Serono will continue to focus on meeting the needs of patients, doctors, the authorities, and other stakeholders throughout this transition period.
Focusing our expertise to make a difference
At Merck Serono, we have an enduring commitment and focus in our specialist therapeutic areas of oncology, neurodegenerative diseases, fertility and endocrinology, along with rheumatology as an emerging area of expertise. We also provide a portfolio of cardiometabolic care and general medicine products, especially in emerging markets where patient need remains high.
Around the world, teams of dedicated employees work to discover, develop, manufacture and commercialize our prescription medicines, available in over 150 countries. We are internationally recognized as a biotechnology leader, with innovative and successful products along with a promising development pipeline.
Our expertise in both biotechnology and pharmaceutical chemistry, combined with a profound understanding of disease in our focus therapeutic areas, enables us to take a flexible approach to finding the right compound to treat a specific disease. The capability to develop and manufacture new molecular entities of either type with equal success allows Merck Serono to exploit the full potential of the biological and chemical spheres at every stage of the drug development process.
We truly believe that our focused expertise can make a real difference to people living with serious diseases. Not everything we do leads to a breakthrough, but we never lose sight of the human need that motivates us.Oncology – Erbitux®
Merck Serono focuses on developing novel, cancer-specific therapies that provide beneficial therapeutic outcomes and create new options for cancer patients. Our monoclonal antibody, Erbitux, specifically blocks the epidermal growth factor receptor (EGFR) to enhance the effect of chemotherapy and radiotherap
Neurodegenerative diseases – Rebif®
Merck Serono is a market leader in the treatment of multiple sclerosis (MS) with Rebif®, approved for the treatment of relapsing MS in over 90 countries worldwide.
Fertility – GONAL-f®, Ovidrel, Luveris®, Cetrotide®, Crinone®, Pergoveris®
Merck Serono is the world leader in fertility treatment. We offer a full portfolio of fertility drugs for every stage of the reproductive cycle and recombinant versions of the three hormones needed to treat infertility, allowing physicians to tailor treatment to individual patient needs.Endocrinology – Saizen®, Serostim®, Zorbtive®, Kuvan®, Egrifta™
Merck Serono was a pioneer in making recombinant human growth hormone available for the treatment of growth hormone deficiency in children and adults (Saizen) and for the treatment of HIV-associated wasting (Serostim). Today, our range of specialized therapies in this area includes Kuvan® (sapropterin dihydrochloride), the only drug indicated in Europe for the treatment of hyperphenylalaninemia (HPA) due to phenylketonuria (PKU) in patients over the age of 4; or due to tetrahydrobiopterin BH4 deficiency. In the US, we offer EGRIFTA™ (tesamorelin for injection) as the first and only treatment indicated to reduce excess abdominal fat in HIV-infected patients with lipodystrophy (abdominal lipohypertrophy). CardioMetabolic Care & General Medicine – Glucophage®, Concor®, Euthyrox®, Neurobion®
Merck Serono offers an extensive range of therapeutic options for the integrated management of cardiovascular and metabolic diseases. These include the Glucophage franchise of oral antidiabetics for the treatment of type 2 diabetes, the beta-blocker bisoprolol (Concor) and a range of thyroid hormones (Euthyrox).
Our general medicines franchise includes a diverse range of primary care products and local specialties including Neurobion, a multivitamin for the treatment and prevention of Vitamin B deficiency.
Our enduring commitment
We are committed to growing our business in specialist therapeutic areas where our knowledge and experience can make a real difference for patients. We will achieve this through our own research and development as well through partnerships, which are an integral part of our strategy.
A mid-sized biopharmaceutical company with global reach, we are big enough to make a difference in our focus therapeutic areas, yet agile enough to be able to move quickly and adapt to opportunities in key markets. As a division of Merck, we combine financial stability and long-term vision with a family-owned heart and a pioneering spirit.
At Merck Serono, we do not aim to be the biggest in the industry: our goal is to be the best in our areas of expertise.Our Vision
We focus our expertise on one enduring commitment: to transform medical science into breakthrough solutions that make a difference in people’s lives.
We will create an innovative, successful pharmaceuticals business with global reach by leveraging our core strengths.
We want to build a company being recognized as "best pharma."
Our success will benefit patients and reward employees and owners.
Six core values, which we share as a division of the Merck group, guide our endeavours as we work to realize our vision:
Courage opens the door to the future
Achievement makes our entrepreneurial success possible
Responsibility determines our entrepreneurial actions
Respect is foundation of any partnership
Integrity ensures our credibility
Transparency makes mutual trust possible
Our unique history
Since we created Merck Serono in 2007, we’ve built a strong, successful business with a reputation for pushing the boundaries of medical science. Today, our bright future as a biopharmaceutical leader owes a great deal to our proud past.
Our story began when the German chemical and pharmaceutical group Merck acquired Serono, the Swiss-based biotechnology leader, integrating two companies with a total of over 400 years of experience in drug-making.
Merck KGaA has a history dating back to 1668, when Friedrich Jacob Merck acquired the Engel Apotheke (“Angel pharmacy”) in Darmstadt, Germany. Serono’s roots as a pioneer in the use of recombinant DNA technology go back to Italy in the early 1900’s.
At Merck Serono, we take our responsibility seriously. Responsibility determines our entrepreneurial actions and characterizes our behaviour towards customers, employees and other key stakeholders. It is one of the core values we share as a division of Merck.
Through our membership in the United Nations Global Compact, the world’s largest global corporate citizenship initiative, we embrace a set of core values in the areas of human rights, labour standards, anticorruption and the environment.
Underscoring this commitment, our reporting follows the guidelines of the Global Reporting Initiative (GRI), a global multi-stakeholder network which sets out a framework for sustainable development reporting.
This reflects another of our core values, that of transparency. Transparency makes mutual trust possible, through the involvement of all stakeholders through information.Responsibility is multifaceted for Merck Serono:
Our responsibility begins with patients. The many unmet needs for breakthrough solutions are why we strive to discover and develop new therapies. Each year, Merck Serono dedicates over 20% of total revenues or around EUR 1 billion to research and develop new treatments in our therapeutic areas of focus.
Our first responsibility is to help patients with serious, life-altering conditions for which there is currently no cure. We work to develop new treatments for major diseases like cancer, multiple sclerosis and Parkinson’s disease as well as orphan drugs for rare conditions and disorders.
Our responsibility is fully engaged through our innovative drug products. We develop, manufacture and commercialize our pharmaceutical and biotech products according to the best practices of our industry.
We adhere to quality standards for the clinical development of active ingredients according to International Conference on Harmonization (ICH) guidelines for Good Clinical Practice (GCP). We are committed to ensuring that each patient is informed about the potential benefits as well as the possible risks of experimental therapy.
The manufacture of our chemical and biopharmaceutical medicines is carried out at production sites around the world in accordance with Good Manufacturing Practices (GMP).
We adhere to a strict code of ethics when promoting our products to prescribers and other healthcare professionals. Merck Serono adheres to the latest industry codes set by the International Federation of Pharmaceutical Manufacturers and Associations (IFPMA), the European Federation of Pharmaceutical Industries and Associations (EFPIA) as well as local industry bodies. What’s more, we comply with the stringent “Merck Pharmaceutical Marketing Best Practices,” which set the standard within our group for good and responsible marketing practices in regards to pharmaceutical products
Our responsibility naturally extends to the environment. Across our production sites on four continents, manufacturing is carried out according to our “Principles and Strategies for Health, Safety and the Environment” that implement the guidelines formulated by the national and international associations of the chemical industry in the Responsible Care® guidelines and in strict adherence to regional and local standards. Merck Serono aims to minimize the environmental impact of our manufacturing activities through reduced energy and water consumption, reduced CO2 emissions, increased waste/recycling ratio (recycled waste/total waste).
All Merck Serono production sites now operate under ISO 14001 certification, the international standard for environmental excellence.
Responsibility for employees works both ways: we expect our employees to act responsibly and, in return, we recognize that entrepreneurial success starts with people.
Employees are asked to adhere to the Merck Code of Conduct (“To do what is right”) that provides a clear framework for our relationships with various stakeholders and fosters integrity and compliance.
Merck Serono is committed to recruiting and retaining the best talents in the industry and we are recognized as a leading employer in the biotech and pharmaceutical sector. We strive to create an environment in which individuals can add value and participate in the growth and development of our company. As a responsible employer, we offer attractive rewards and benefits, career development and training opportunities.
At Merck Serono, we make health and safety of our employees in the workplace a priority. This commitment is reflected in a number of prevention and educational programs as well as in rigorous safety procedures.
Responsibility for employees also means creating an environment that fosters a healthy work-life balance. Merck Serono’s Geneva headquarters integrate the following services:
“Crescendo” an on-site crèche for 80 children in partnership with the City of Geneva (2/3 for employees, 1/3 for local residents)
“Energy Center”, an on-site fitness center
Part-time social worker
Personal services: dry cleaning, massage, mini-shop, etc.
Responsibility to the community is engaged both globally and locally.
At global level, Merck Serono helps combat schistosomiasis in African schoolchildren by contributing to the Merck-Praziquantel Donation Program (MPDP), carried out in partnership with the World Health Organization (WHO) since 2007. Over a ten-year period, Merck will provide free of charge 200 million tablets of Cesol® 600 (active ingredient praziquantel) with a value of approximately US$ 80 million. Schistosomiasis, a disease caused by parasite flat worms which especially affects children, is the second-most common tropical disease in Africa after malaria. It causes anemia, stunted growth and leads to learning disabilities. Every year, around 200,000 people die of this insidious disease.
Merck Serono also helps developing countries fight against counterfeit drugs by supporting the GPHF-Minilab® program through the Global PharmaHealth Fund e.V.(GPHF) a charitable organization initiated and funded exclusively by donations from Merck. So far, over 300 units of the unique mobile mini laboratory for rapid and easy detection of counterfeit medicines have been supplied in 68 countries.
Our sense of responsibility to the community can also be seen in the close relationships we foster through sponsorships and donations to charitable and research foundations in Switzerland and the Lake Geneva area: Alliance SEP, Swiss MS Society (multiple sclerosis), ELA (neurodegenerative diseases), Fondation Dubois Ferrière Dinu Lipatti , ESCA, Swiss Cancer League (oncology), etc.
Merck Serono is also engaged in the public understanding of science and an active participant in local events such as the Nuit de la Science (“Night of Science”), a biennial event in Geneva encouraging the pursuit of scientific knowledge for all ages, as well as public debates on scientific and medical topics organized in partnership with the University of Geneva. We frequently open our doors to local authorities and interest groups with events and thematic visits of our headquarters.
Our group: Merck
Merck – innovative, specialized, international
Merck is a leading pharmaceutical, chemical and life science company with four strong divisions: Merck Serono, Consumer Health Care, Merck Millipore and Performance Materials. With over 40,000 employees in 67 countries, Merck’s success is based on a clear focus on research and development as well as profitable, high-margin specialties. In 2011, Merck’s total revenues increased by 11%, exceeding the EUR 10 billion mark for the first time in the group’s history.
The operational business is managed under the umbrella of Merck KGaA headquartered in Darmstadt (Germany). Around 30% of the company’s total capital is publicly traded, while the Merck family owns an interest of about 70% via the general partner E. Merck KG.
Merck is the world’s oldest pharmaceutical and chemical company
Our historical roots lie in Darmstadt, where Friedrich Jacob Merck acquired the Engel-Apotheke (“Angel Pharmacy”) in 1668. In 1827, Heinrich Emanuel Merck began the industrial-scale production of alkaloids, plant extracts and other chemicals. The successful export business in the United States led in 1887 to the establishment of a subsidiary in New York. Under Georg Merck, a grandson of Heinrich Emanuel Merck, Merck & Co. was formed in 1891. Following the confiscation of properties that took place as a result of World War I, Merck & Co. became an independent American company. The two companies are no longer linked to one another today – the only thing they still have in common is the name Merck. Merck & Co. holds the rights to the name within North America; outside this region the U.S. company operates as Merck Sharp and Dohme (MSD) or MSD Sharp & Dohme. Merck KGaA, in turn, holds the rights elsewhere in the world and operates in North America under the umbrella brand EMD, formed from the initials of Emanuel Merck, Darmstadt.