Our business strategy

How are we achieving this?

• Focusing on Cardiovascular and Metabolic diseases, Oncology, and Respiratory, Inflammation and Autoimmunity, with an opportunity-driven approach to Infection, Neuroscience and Gastrointestinal diseases

• Working across biologics, small molecules, immunotherapies, protein engineering and devices

How are we achieving this?

• We are accelerating and investing in key R&D programmes. 15 new molecular entities (NMEs) are in Phase III/pivotal Phase II or under regulatory review compared with our March 2013 target of nine to 10 by the end of 2016.

• Between 2013 and the end of 2016, we have the potential for 12 to 16 Phase II starts; 14 to 16 NME and major line extension regulatory submissions; and eight to 10 NME and major line extension regulatory approvals.

• Strengthening our early-stage pipeline through novel science and technology

How are we achieving this?

• Two biotech units, MedImmune and IMED, with freedom and flexibility to drive science and innovation and a late-stage development unit – GMD

• Focusing on novel science, such as immune-mediated therapy combinations, and personalised healthcare (PHC)

• Increasing our proximity to bioscience clusters by co-locating around three strategic centres in Cambridge, UK; Gaithersburg, Maryland, US; and Gothenburg, Sweden, to leverage our capabilities and collaborate with leading scientists and research organisations

 

How are we achieving this?

• Brilinta/Brilique: Working to deliver Brilinta/Brilique’s (ticagrelor) potential as a cardiovascular medicine through ongoing clinical studies and plans for market leadership
• Diabetes: Working to maximise the potential of our broad and innovative non-insulin, anti-diabetic portfolio to transform patient care
• Emerging Markets: Focused on delivering innovative medicines by accelerating our investment in Emerging Markets capabilities, with a focus on China and other leading markets, such as Russia and Brazil; expanding our commercial reach through multi-channel marketing and sales force excellence; building strong local medical and scientific affairs teams; and transforming our capabilities to support new products and improve access and affordability
• Respiratory: Working to maximise the value of our pipeline, devices and medicines to fulfil unmet medical need and improve patient outcomes in asthma, chronic obstructive pulmonary disease (COPD) and idiopathic pulmonary fibrosis (IPF)
• Japan: Strengthening our oncology franchise and working to maximise the success of our diabetes medicines and established brands Symbicort, Nexium and Crestor
• New Oncology: Became our sixth Growth Platform in January 2015 and includes Lynparza, Iressa (US) and Tagrisso. We are aiming to deliver six new cancer medicines to patients by 2020.

How are we achieving this?

• We are transforming our business to become more sustainable, durable and profitable. This involves focusing on specialty care medicines, devices and biologics. Biologics now account for half of the NMEs in development, potentially enhancing asset longevity. A greater focus on innovative and differentiated delivery devices affords patient choice while ensuring product durability. Our new specialty care portfolio is expected to balance our strength in primary care medicines.