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Algeria

Roundtable: PHARMACOECONOMY AND OPPORTUNITIES FOR THE PHARMACEUTICAL SECTOR

OCTOBER 2015Roundtable

2 HEALTHCARE & LIFESCIENCES REVIEW: ALGERIA www.pharmaboardroom.com

ROUNDTABLE: PHARMAECONOMY AND OPPORTUNITIES FOR THE PHARMACEUTICAL SECTOR

PrefaceOn the face of it, the Algerian healthcare sector today looks great: a market valuation of USD 3 billion, double-digit sector growth, a population of 38 million and a unique brand of public sector healthcare characterized by state reimbursement and guaranteed patient coverage, all covered by a state budget that is propped up by the country’s oil and gas revenues. But now, the time has come for Algeria to discuss its future: the country must find a way to access more innovative treatments, accommodate existing local players in an ever-expanding market, and push government priorities, which currently include a massive expansion of Algeria’s domestic production capabilities. PharmaBoardroom recently conducted a round table event with the key opinion leaders of Algeria’s healthcare sector, and in this publication you will find the full results of this event.

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CONTENTS —October 2015

Ministère de la Santé, de la Population et de la Réforme Hospitalière

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Roundtable: Pharmacoeconomy And Opportunities For The Pharmaceutical Sector In Algeria was produced by PharmaBoardroom.

Roundtable Moderator: Fred BoucheseicheReport Publisher: Diana Viola, Julie AvenaProject Director: Chiraz BensemmaneGraphic Design: Carmen Reyes

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2 PREFACE Algeria

6 DISCUSSING ALGERIA’S HEALTHCARE REFORM PART 1 Finding The Right Model

8 Statistics From The Algerian Social Security

8 The Algerian Market

9 Macro Health Indicators

10 Evolution Of Algerian Pharmaceuticals And Healthcare System

11 Algeria’s 2015 Healthcare Agenda

11 Introducing Algeria’s Para-Statal And Regulatory Actors

12 ALGERIA’S LOCAL MANUFACTURING LAWS PART 2 What They Mean For Local And International Companies

14 Partnerships

16 Local Manufacturing In Value In The Algerian Market

16 Manufacturing Investments By Category

16 Manufacturing By Product Type

18 Solving Algeria’s HR Equation

20 SPEAKERS Biographies










There are differences – based on development level or population for instance – between the health systems of various European countries. Each system benefits different stakeholders in different ways, and all have their advantages and disadvantages. Can you provide us with an example of a system that works well, in your opinion?

It’s a very difficult question. I might answer Denmark because I think it’s a good example. The industry gets good prices for its products. Broadly speaking, there’s good access to treatment. The off-patent market is very efficient, very open. Patients can easily access medicine. The growth rate of spending on pharmaceutical products is between two and three percent, howe-ver, while elsewhere this average is higher.

In Algeria we often talk about improving our healthcare system, and when we do we compare ourselves to France, Germany, and other countries, and use them as a barometer for the pene-tration of innovative products. But we know very well that today in France, for example, the high level of medical service doesn’t come from scientific innovation, but from the size of the population and therefore the prices that can be negotiated between CEPS, who set prices, and CNAM, which provides repayment.

What standards should we use in order to find a satisfactory benchmark? Should it be based on innovation, or rather on prices and budgets? There’s a huge gap between the moment when

DISCUSSING ALGERIA’S HEALTHCARE REFORM Finding the right model1

Frederic BoucheseicheModerator & COO, Focus Reports

Richard TorbettChief Economist, EFPIA (The European Federation of Pharmaceutical Industries and Associations)

Habib BennaceurNorth & West Africa regional manager, AstraZeneca




a product is released on the market in the United States and in Europe. This is due to regis-tration delays, but also to phasing. We, as multinational companies, have to deal with phasing in terms of file submissions: we tend to start with the countries where clinical research has been conducted, so by the time our products reach Algeria, for example, we don’t have a huge window before the generic equivalents arrive.

No single system is perfect: there are advantages and drawbacks in every single one.I totally agree with what you said about France. For me, discussions between the industry and

those that set prices should be a constant dialog. This is especially true as we begin to introduce new types of products such as personalized medicines – the only way to assess the value of such products is to invest in data for the whole treatment lifecycle, an idea that has already been accepted in the world’s best healthcare systems. These products would never work in a reimbur-sement system where all the medicines in a therapeutic category are assigned the same prices.

But what do we do when we don’t have clinical trial data to give a value to a product and when the company comes and gives a higher price than the price of a product that has already shown its value? In most countries, when we have more data, we have more volume. And when we have more volume, prices usually go down. When there’s a contradiction between the way the world market works and an individual country, we run into problems.

In the United Kingdom a flexible pricing system has been on the statute books for about ten years, but we have never had a chance for it to work out. We are in talks with NICE, the UK health authority, to understand why it didn’t work and how we can create a system that deals better with uncertainty.

The best solution we have come up with so far is to work with managed entry agreements. We control volume instead of first prices. The company is then able to gather real data. This way, across the product lifecycle, the company can have a reasonable discussion about a price that matches not only the data but also the volume.

We are not likely to hurry to include per-sonalized medicines to the list of refunda-ble medicines, because what we spend on medicines is already huge compared to the health budget and it’s not sustainable.

We have to use our remaining resources to improve the other parts of the healthca-re system. We have a price grid that is to-tally outdated. That is why we try to have a list that answers the medical needs of the population but without including anything we have doubts about.

On the other hand, when there’s a need that is not covered, we have no other choice. When there is no convincing treatment for an illness, we accept uncertainty.

Richard Torbett

Djaouad BourkaibDirector general of social security, Ministry of Labor, Employment and Social Security

DJAOUAD BOURKAIB




At that point we may think the way you think because there is an uncovered need and because we have no choice. We are in a very particular situation in Algeria: social security has to impro-ve the way it uses its resources, always keeping in mind what people need.

As a regulator, what we are interested in, amongst other things, is the value of each medicine, and finding an efficient evaluation system. Mr. Toumi, Europe is evolving towards a European Health Technology Assessment (HTA) agency, which will be able to set up evaluations that all countries can share –including those outside of the system like Algeria. What do you think would be the best option for Algeria? Following the French or the British?

I think it’s better to work on an Algerian way, as each country has its own environment, history, and culture.Algeria’s issue is that its population is decentralized, so access to medicine varies depending on whether you’re in a large city or a more remote area. We work with an extremely small budget, but also with extremely reliable but very expensive products knocking at the door. So the true question is how to arbitrate. In order to do so, you need a very well designed public healthcare system.

The statistical power of clinical trials is not to be underestimated. When we work on retros-pective studies, we find that more than 80 percent of the time, a medicine that has performed positively in clinical trials has gone on to have a positive effect among the general population. Clinical trials therefore remain an essential element.

When, in a country such as ours, a therapeutic indication is well covered by generic mole-cules that have shown good results, we will rarely move towards a new treatment that covers the same indication: we have budget limitations that must be respected.

There is a second question compared to economic efficiency. You are in favor of the quality-adjus-ted life year (QALY) to measure sanitary effects adjusted to quality, but evaluations are sometimes subjective: we can’t therefore say it’s the best criteria. It all comes down to measuring how QALY is

Badra BenkedadraAdvisor to the minister of health

Mondher ToumiProfessor in public health, University of Aix Marseille, School of Medicine

Djaouad Bourkaib

Statistics from the Algerian social security

The Algerian market

Djaouad Bourkaib

TOTAL NUMBER OF PRODUCTS

REGISTERED: 5525

INN: 1074

ORIGINATORS 25%

GENERICS 75%CONTRIBUTORS ACTIVE AND INACTIVE AND THEIR BENEFICIARIES

TOTAL NUMBER OF PEOPLE BENEFITTING FROM SOCIAL SECURITY

37 millions

SALARIED AND NON SALARIED

TOTAL NUMBER OF CONTRIBUTORS TO SOCIAL SECURITY

11,134,430

Source: Ministry of Health, Hospital Reform and Population.Source: Ministry of Labor, Employment and Social Security.




Mondher Toumi

Richard Torbett

Data for year 2013Source: Country statistics and global health estimates by WHO and UN partners

defined, whereas using the differential on cost efficiency for a group of medicines combined with a test to check if the payer can afford those medicines could be interesting.

Today, when we speak about efficiency there are two options. First, QALY, which helps autho-rities choose between all therapeutic interventions, but has limitations. Second is to measure efficiencies for each illness, but the downside is that this doesn’t allow you to arbitrate beyond each illness.

I think that QALY today remains unavoidable because we don’t have anything better for when you have to compare beyond illnesses. It has a great advantage: it includes quality of life – even if we may find that concept debatable.

On the cost-efficiency ratio, I often hear people saying that we have nothing better. There are some issues with this unit of measurement, I agree: its definition of quality is subjective. On an economic level, it’s a static optimization, not a dynamic one. And it doesn’t give answers to practical questions that are more important than the system is. It’s something to value only when looking at budgetary impact.

Nowhere in the world there is a definition of an ideal share of GDP to spend on health. I would rather spend 15 percent of my GDP if I could be sure I could guarantee a good quali-ty-price ratio, than spend ten percent of my GDP on a system than has no such controls.

There is also a real problem with rational allotment. When we say that there’s a cost-effec-tive medicine but that the budgetary impact is too high, then we absolutely must raise the question of whether we have a problem with rational allotment – a question that is even more important in decentralized systems.

Macro health indicators

INDICATORS STATISTICS

Population (millions) 39.21

Population aged under 15 (%) 28

Population aged over 60 (%) 7

Median Age (years) 27

Population living in urban areas (%) 70

Total fertility rate (per woman) 2.8

Number of live births (thousands) 952.0

Child mortality: number of deaths (thousands) 222.3

Birth registration coverage (%) >90

Gross national income per capita (PPP int $) 12,990

World Bank income classification Upper middle




Evolution of Algerian pharmaceuticals and healthcare system

MOU signed by PhRMA’s members and government for implementation of Vision2020

Contracts awarded for construction of five new University Hospital Centres (CHUs)

Governments’ five year plan (2014-19) announced with healthcare again a priority

Creation of the Algerian Central Pharmacy (PCA): with a monopoly on importation,

Manufacturing and distribution of the human pharmaceutical products

Creation of Saidal, state-owned national pharma company, taking over the PCA’s production assets

Private healthcare provision permitted for first time

Liberalization of the pharmaceutical sector: private exports allowed for first time

Central Pharmacy Hospital (PCH) set up to coordinate and streamline the procurement of

state hospitals

Creation of LNCPP: birth of a fully functional regulatory apparatus

Ban on imports of domestically produced pharmaceuticals

Pharmacists empowered to switch doctor’s prescriptions for generics

Extension of the 49-51% Joint Venture rule to pharmaceutical sector

Government’s 5-year plan (2009-14) declares €5.69 bn to be invested in healthcare

"Algeria Vision 2020": Algerian-US strategic partnership to render Algeria biotech hub

President Bouteflika decrees the launch of a ‘National Cancer Plan’

Creation of AREES charged with supervision of new healthcare infrastructure

2014

2013

2011

2009

2008

1994/5

1994

1991

1982

1988

1962




Introducing Algeria’s para-statal and regulatory actors

HIGHLIGHTS Algeria’s 2015 healthcare agenda

Incentives for LOCAL PRODUCTION and generic forms.

Roll-out and implementation of a NEW NATIONAL HEALTH LAW.

NATIONAL PLANS for Cancer, Cardiovascular Disease and Intensive Care.

HEALTH MINISTRY’S BUDGET allocation awarded 8 percent increase.

Re-launch of a NATIONAL AGENCY FOR ORGAN TRANSPLANTS.

Promotion of home-based healthcare with pilot projects in ORAN AND ALGIERS.

Writing-off of the entire debts of some 622 PUBLIC HOSPITALS nationwide.

Algeria’s youthful pharmaceutical landscape includes an array of state-controlled entities of an industrial or commercial nature alongside more conventional regulatory apparatus.

THE NATIONAL AGENCY FOR HEALTHCARE EQUIPMENT AND MANAGEMENT OF HEALTH INFRASTRUCTURES (AREES)

Delegate project manager to manage, on behalf of the state, transactions or services contributing to the realization of health sector investment projects, and secondly, to supervise provision of health equipment based on a list established by the Ministry of Health.

L’INSTITUT PASTEUR D’ALGÉRIE (IPA)

The IPA enjoys exclusive import and distribution rights for serums and vaccines. It plays a critical role in epidemiological surveillance: acting as the national reference point for the identification of infectious and parasitic disease and tasked with the development of tools and training schemes to counter these disease categories.

SAIDAL The national pharmaceutical company is run as private enterprise enjoying full managerial autonomy despite being 80% state-owned. Its dual mission comprises: consolidating its lead position as local generic manufacturer and furthering the cause of national drug policy implemented by the government as controlling shareholder.

LABORATOIRE NATIONAL DE CONTRÔLE DES PRODUITS PHARMACEUTIQUES (LNCPP)

Algeria’s national pharmaceutical regulator undertakes quality control and evaluation duties alongside research and training functions. It also enjoys World Health Organisation (WHO) status as an Africa and the Middle East –wide reference laboratory.

PHARMACIE CENTRALE DES HÔPITAUX (PCH)

The PCH is responsible for the acquisition, stockage management, regulation and supply of pharmaceuticals to the country’s public health institutions. It is also charged with maintaining strategic and contingency stocks and itself engages in local production.




ALGERIA’S LOCAL MANUFACTURING LAWSWhat they mean for local and international companies2

Hamou HafedDirector general of pharmacy and medical devices, Ministry of Health, Hospital Reform and Population

The government has the ambition to reach 70 percent local production by 2017, from the cu-rrent rate of 38 percent. How can they achieve this? Are there specific mechanisms at the fiscal level? What is being done to attract investments in the sector?

I find that the pharmaceutical environment in Algeria is changing right now. Measures have to be taken related to approaching the industry, and talking with the pharmaceutical industries. This is the way we can reach our goals.

One very important feature of Algeria’s national production strategy is that every time a product has three manufacturers operating locally, imports of that product are banned. Since this was introduced, local production has begun to soar. I believe this will allow us to reach our 70 percent goal.

One of the key elements you need if you want to succeed in your investments is to pick a good company to partner with. AstraZeneca showed that it wanted to invest in emerging markets, including Algeria. Today, local manufacturing investments in China have been completed, and nearly completed in Russia, leaving Algeria as the last market where AstraZeneca will open a new manufacturing unit.

What makes Algeria different from its neighbors is the equality in accessing healthcare and the equality in accessing medicine with an egalitarian repayment system that has limitations

Frederic BoucheseicheModerator & COO, Focus Reports

Habib BennaceurNorth & West Africa regional manager, AstraZeneca




and constraints but that also shows lots of advantages – actually, more advanta-ges than constraints.

I think that as an industry, our role is to follow the policies that the govern-ment is putting in place. Wherever you come from or however you organize yourself, what matters is to localize pro-duction. AstraZeneca decided to build its own manufacturing site to be able to realize this concept on a global level.

In Algeria, we are partnering with Saidal. We are collaborating to transfer knowledge and technologies for now. But for us, and because this is a signi-ficant investment in terms of time and money, we think this partnership has to reach another level and unfold as a more concrete collaboration for local manufacturing.

Novo Nordisk has been in Algeria for more than 20 years now. Of the 18 trials that have been conducted in diabetes in the country, 15 were done by Novo Nordisk. We have worked to deve-lop infrastructure, improve education, and bring clinical trials here – and we are doing a very good job of developing clinical trial sites.

Also, with our production sites, we can now produce for the whole market. We can also ex-port: within the next three months we’ll be ready to export to neighboring countries, which we are very excited about because we can start fulfilling the promise we made to the minister of health about becoming a hub for Africa. And this is our plan not just for our production site in Tizi Ouzou but also in our collaboration with Saidal, working together to produce insulin.

Our strategy is to create a production site that mimics what we’re doing internationally, allowing us a very high level of engagement in Africa. We believe that in the long-term, we can develop a very strong presence for production and export, together with the local government.

The work we are doing here is not a pilot. Rather, it should be seen as a model of engage-ment for elsewhere, including Asia and South America. If we can do there what we have done here, then maybe we can also have a better future there.

It’s important to keep in mind that when we talk about the Algerian pharma industry, we are mostly talking about local manufacturers and family businesses. There are very few listed companies. The Health Ministry helps these companies but banks do not: surely one of our priorities should be to address this, and help speed up our performance. But all stakeholders need to take a seat at the table first.

The priority should be to encourage manufacturing, not to enforce it. I think the Health Ministry today is working along these lines. The incentives are in place to encourage companies to come and manufacture here.

HAMOU HAFED

Rafik Morslypresident, ANPP (National Association of Pharmacy Producers)

Salah Eddine SahraouiCEO, Clinica Group

Peter Ulvskjoldcountry manager, Novo Nordisk Algeria




I think it’s probably fair to talk about the difference between explicit obligations to produce versus implicit obligations to produce.

There is a perception of Algeria from outside that there is an implicit obligation to produce here, coupled with a market access environment that seems to be very challenging for innovation. I understand that the government needs to control its budget. My plea would be: let’s try to dis-cuss other ways of managing the budget in a meaningful way. I genuinely think that all sides can meet these common ob-jectives through some kind of framework agreement or common vision – start with a common vision before getting to an agreement.

Frederic Boucheseiche: Mr. Bennaceur, have you ever been to a country where the structure or sector organi-zation in place has led AstraZeneca to invest?

Habib Bennaceur: I can think of many places. Talking about success stories is not very meaningful because each place and moment is specific, but Algeria has the potential to become such a place, thanks to the levels of innovation, determination, and motivation.

Frederic Boucheseiche: What was the determining factor that led you to invest in Algeria?

Habib Bennaceur: It was complicated but luckily we had people working on business development, in finan-ce – including people working on global finance that can tell how profitable our investments are in Algeria compared to China, Russia, or Brazil.

Frederic Boucheseiche: How did you manage the question of partnerships? Does the 51-49 partnership* arrangement help local manufacturers?

Habib Bennaceur: At that time, our company was thinking in terms of “Algerianization” but there’s a di-fference between “Algerianization” and localization. We were always afraid of the 51-49 motion. We thought we could lose control over our project or over the ma-nufacturing site. However, the Ministry of Industry does a very good job of explaining that these partnership agreements don’t mean a loss of control. Then there are different incentives that will work for different companies within the arrangements, from a fiscal or logistical standpoint.

However, better communication from the authorities could reassure companies like ours – even through so-mething as simple as an investment promotion guide, that could reassure companies looking at Algeria that the 51-49 partnership rules don’t mean that the multina-tional company loses control of their operation.

Partnerships

RICHARD TORBETT

*51-49 partnership : The 2009 Complementary Finance Act (LFC) intro-duced the 51-49% law, under which the Algerian partner or partners should retain at least 51% of the share capital compared to, at most, 49% for the foreign operator in all investment projects.

Richard TorbettChief Economist, EFPIA (The European Federation of Pharmaceutical Industries and Associations)




The authorities are indeed helping to structure the terms of investments and the providing the right incentives, in a very legitimate manner. On a more long-term basis though, some strategies are more efficient than others, and I believe that Algeria’s manufacturing strategy is shortsighted: we are already starting to see that the profile of products being brought to Algeria are changing dramatically, including cell therapy and biotech. The amount companies invest in manufacturing today is miniscule compared to the investment that goes into R&D: what investing in manu-facturing really means is that we will end up with production facilities that don’t manufacture cutting edge drugs, all locked in tight competition with one another and with other countries.

As well as innovation, another aspect for the authorities to consider is a plan for developing the Greater Maghreb market – around 400 million people. The idea would be to design an indus-try plan, sharing parts with other countries within this region. Today this doesn’t happen, despite some cross-border partnerships.

The only way to earn return on investments today is to invest in research. Algeria won’t be able to do this on its own. It can only work out if there are real partnerships with real researchers. The more research you can work on and develop, the more value you add. And before you set up a cluster, you need to have a talent pool to recruit from. And this leads us to a second point: the need to develop a strong academic environment.

An additional incentive for manufacturing locally is that the prices of products manufactured domestically receive a 27 percent mark up. We think we can make our offer more attractive than other countries. Security of supply is an important aspect in this for us: we want a list of essential medicines to be manufactured domestically.

Whenever you deal with public authorities, there are always improvements to be made. We need to work hand in hand with the industry. The goal is first to provide the Algerian population with medicine, and second to offer opportunities for investment and exports.

Hamou Hafed

Peter Ulvskjold: When Algeria has a well-established domestic sector, it may want to start exporting. How should the country begin this process? Is there a good country to look up to from a health management perspective?

Djaouad Bourkaib: Politically, the idea of exporting from Algeria has always been part of our strategy. We ask all investors in Algeria to go see and explore African markets and even other markets to try to make Algeria an export platform. Of course there is local demand to cover first, but after this we can look to exports.

Mondher Toumi: Multinationals might decide make Algeria their manufacturing location for one or a number of products for the African and Middle Eastern markets – or even for Asia. But then you can run into the problem throughout the world that “if you don’t manufacture in my country, then I won’t buy your products.”

I think that the payer should be the one who decides. If state powers are paying, they should be the ones taking decisions. But you have to know how to place these criteria in perspective with public health strategies.

Beginning the export process

Mondher ToumiProfessor in public health, University of Aix Marseille, School of Medicine




Local manufacturing in value in the Algerian market

RATE

LOCAL PACKAGING 10%

IMPORTS 54%

LOCAL MANUFACTURING

36%

Source: Ministère de la Santé, de la Population & de la Réforme Hospitalière.

Manufacturing by product type

57,66%

93%

94%

42,19%

7%

6%

STATUS GENERICS ORIGINATORS

LOCAL MANUFACTURING

LOCAL PACKAGING

IMPORTS

Manufacturing investments by category

TOTAL 140

medicines 75

dental products 3

packaging 8

medtech 32

chemichal reagents 6

antiseptics 13

medical gases 3




Source: Ministère de la Santé, de la Population & de la Réforme Hospitalière.

Whatsciencecan do




Arnaud de Rincquesen: Companies are willing to come to Algeria. It’s an interesting market. What ma-tters once again is to have a job market. The biggest issue for a company settling in Algeria is to find peo-ple with specialized skills and a good academic level. Handling dry or injectable production sites requires training. Training has a cost – there are technicians to train and schools and universities have to offer such majors.

Frederic Boucheseiche: Mr. Sahraoui, can the in-dustry play a part in this through clinical research? Can clinical research be decentralized to other Algerian cities?

Salah Eddine Sahraoui: Our job market for clini-cal research is hospitals. Luckily hospitals are not restricted to three cities, but spread through 48 ad-ministrative regions. We work with 20 to 25 of these regions – the biggest in Algeria. We work more and more with doctors –for global studies (phase II and III). It’s a real scientific added value for us. It’s also a real added value for Algerian doctors, for our healthcare system as a whole, for the success of new therapies. It brings Algeria to a whole new level –a global level. Medicines have to be manufactured the same way in Algeria at they are in the United States or in France. The same is true of clinical trials: they have to be con-ducted locally but with the same global standards and clinical practices.

There’s a real added value for us there, as there’s a clear political will. Clinical research is part of the Health Ministry’s strategic priorities. We feel great support every day. We have been working on clinical trials here since 2007, during which time we have seen growth in this area of 300 percent, which is fantastic.

Habib Bennaceur: When it comes to localization I feel that it’s a bit of a “chicken and an egg” situation, because when you look at investment, you also have to take into account human resources. You have to keep

in mind that when you build a manufacturing site it’s not only about walls and machines. You also have to be able to afford human resources – even if they have to come from abroad at first so that expatriates can train your staff. And then you can have a 100% Algerian management.

Today when my staff in charge of the industry look at potential partners in manufacturing, there are a number of options: there’s a hub around Constantine, and people creating structures around Oran. More and more people are setting up factories and are able to run those factories. When you’re seriously interested in this business, you really have to think about human resources among other considerations.

Salah Eddine Sahraoui: When we first started the company here in Algeria, in the field of clinical trials, we were the only two people in Algeria that had any kind of background in this area, and the concept was relatively unknown in the country back in 2007 of a CRO.

One of the first questions we had to ask oursel-ves was how to train and recruit people to come and work with us. Should we train them first and then recruit them? Or should we recruit first then train our new staff? How should we start.

It was at this time that the economic crisis star-ted in Europe, solving a lot of our problems, because Europe started to look a little less attractive to the three million Algerians living and working in France, some of whom decided to come back. And some of these had worked in the field of clinical research.

Today, we are 135 people in the company, all Algerians. After creating our initial network, we worked with the faculty of pharmacy and agreed to recruit the top three in each graduating class in the field of clinical research, and to train them in France and elsewhere in the world.

That’s why we shouldn’t wait for the people to be there first: we as an industry need to create the need.

Solving Algeria’s HR equation




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BENNACEURDr. Habib

NORTH & WEST AFRICA PRESIDENT ASTRAZENECA

Habib Bennaceur has been working for AsraZeneca for the last 7 years. He holds a Medical Doctor degree from University of Algiers in 2000.

He quickly integrated into the international pharmaceutical industry and had various jobs in different medical departments in Algeria and France, with the profound conviction of being able to make a significant contribution in improving patient healthcare.

Habib is currently in charge of a state-of-the-art AstraZeneca laboratory has successfully established Algeria as a key country, by leading the local manufacture project, investing in Clinical Research and patients support program.

AstraZeneca Algeria was recently converted into a hub on December 2014 North and West Africa cluster, including the following countries (Algeria, Morocco, Tunisia and French West Africa countries) to operate more effectively and efficiently to best meet healthcare professional needs and ultimately improve the health of patients.

AstraZeneca www.astrazeneca.com

READ FULL INTERVIEW

BOURKAIBDjaouad Braham

READ FULL INTERVIEW

Ministry of Labor, Employment and Social Securitywww.mtess.gov.dz

DIRECTOR GENERAL OF SOCIAL SECURITY

Born in 1964 in Algeria, Djaouad Braham Bourkaib studied in Algiers where he became doctor of medicine in 1988. He then specialized in pneumology at the University Paris V in France and was extern in the Edouard Rist clinic in Paris.

In 1991, he started to work for the Algerian Social Security as a doctor-advisor for an agency of the National Social Security of Workers, until integrating its General Direction in 1998. In 2003, he became vice-director in charge of allowances for the Ministry of Employment and Social Security, and he has been promoted General Director in charge of Social Security for the Ministry of Employment and Social Security in 2006.

Mr. Bourkaib is a member of many national committees and associations, and he is notably president of the Medicines Reimbursement Committee, which builds and proposes list of medicines to be reimbursed and reimbursement prices. He is the author of many publications related to Social Security and medicines reimbursements.

Speakers In Alphabetical Order


http://www.astrazeneca.com

http://pharmaboardroom.com/interviews/habib-bennaceur-country-manager-astrazeneca-algeria/

http://pharmaboardroom.com/interviews/ministry-of-labor-employment-and-social-security-djaouad-braham-bourkaib-director-general-of-social-security-algeria/

http://www.mtess.gov.dz


CHIKHOUNEDr. Ismael

PRESIDENT & CEO OF THE US-ALGERIA BUSINESS COUNCIL (USABC )

Dr. Ismael Chikhoune, MD, received his doctorate in medicine at the University of Medicine of Algiers in 1982. His professional experience spans several countries and fields. Dr. Chikhoune worked at Parnet Hospital and served as the Chief of the Medical Health Department at the Algerian Ministry of Interior from 1982-1990.

He then maintained a private medical practice from 1990-1992 and from 1992-1997 worked at HealthSouth as a volunteer in Outpatient Care in Berkeley, California. From 1998 to 2002, Dr. Chikhoune worked at IKnowMed, Silicon Valley, California, as a Clinical Informatics Analyst.

He served as the President of the Algerian-American Association of Northern California from 2002-2004.

Currently Dr. Chikhoune is the President & CEO of the US-Algeria Business Council (USABC), a private independent non-profit business association working to promote trade between Algeria and the United States. Additionally, Dr. Chikhoune is the founding member of the Algerian American Foundation for Culture, Education Science & Technology, a founding member of the Algerian Startup Initiative, a founding member of the Casbah Business Angels, and a founding member of AIDA (Algerian International Diaspora Association).

US Algeria Business Council www.us-algeria.org

DIGYJean - Paul

CORPORATE VICE PRESIDENT FOR THE BUSINESS AREA AFRICA (BAAF) HEADQUARTERED IN DUBAI, UAE

Jean-Paul Digy holds a Medical Degree in Endocrinology, a Master in Biostatistics, a PhD in Life Sciences and a MBA in Strategic Marketing.

Jean-Paul Digy joined Novo Nordisk in February 1986, in France and was appointed Vice President, Global Marketing in January 2002, in charge of the Haemostasis, Growth hormone, Cancer & Inflammation portfolio.

In September 2006, JP Digy relocated to Algeria as General Manager where he is still acting as President of the Board of Directors for Aldaph spa.

In November 2011, his responsibilities were extended to the Maghreb region (Algeria, Morocco & Tunisia), and since January 2014, he is the Head of the Africa Region (BAAf) which oversees a team of 800 people spread in 55 countries.

Novo Nordisk www.novonordisk.com

READ FULL INTERVIEW



http://www.us-algeria.org

http://www.novonordisk.com

http://pharmaboardroom.com/interviews/novo-nordisk-jean-paul-digy-corporate-vice-president-africa-region/


RINCQUESENArnaud de

MANAGING PARTNER

Arnaud de Rincquensen has been working for more than thirty years in the banking and finance sectors. Prior to joining Deloitte in 1998, he worked in back-office for Midland Bank (now HSBC) and Paribas, then as an audit manager in the finance sector for the BDO Gendrot cabinet, and as the Finance Director of the Caisse d’Épargne branch in Bourgogne from 1993 to 1997.

From 2007 to 2012, he was Associate in charge of the Audit Department for Deloitte Morocco, and he has been promoted Managing Partner of Deloitte Algeria in 2012.

Deloitte www.deloitte.com

READ FULL INTERVIEW

HAFEDDr. Hamou

Ministry of Health, Hospital Reform and Populationwww.sante.dz

DIRECTOR GENERAL OF PHARMACY AND MEDICAL DEVICES

Dr. Hamou Hafed was born on March 12, 1957, in Bejaia Algeria. After undergraduate studies at the University of Algiers, Dr. Hafed earnt a doctorate in medicine at the Medical School of Algiers. Dr. Hafed practiced as a General Health Physician at the Rouiba Hospital and rose to the position of Deputy Director at the same hospital. At the Algerian Ministry of Health, Dr. Hafed has held the following positions: Deputy Director for General Care Health Services, Inspector in the Office of the Inspector General, Director of the Central Pharmacy and Head of the Central Pharmacy and Medical Devices. Additionally, Dr. Hafed presides over the following management boards: Board of Directors of the National Drug Testing Laboratory

Board of Directors of the Oran Hospital System Advisory Board of the National Center of Pharmaceutical Oversight



http://www.deloitte.com

http://pharmaboardroom.com/interviews/interview-part-one-deloitte-algeria-arnaud-de-rincquesen-managing-partner/

http://www.sante.dz


TORBETTDr. Richard

CHIEF ECONOMIST AT EFPIA

Richard Torbett is responsible for economic analysis as well as EFPIA’s relations with international economic institutions, notably the so-called Troika – the International Monetary Fund, the European Commission’s DG Economic and Financial Affairs (ECFIN) and the European Central Bank. Richard’s current work focuses on the relationship between Health and Economic Growth.

EFPIA (European Federation of Pharmaceutical Industries and Associations) www.efpia.eu

SAHRAOUIDr. Salah Eddine

CEO

Dr Salah Eddine SAHRAOUI, Physician, holds a post-graduate in Medical Management and in Public Health option “Clinical Research” at Paris Conference of Grandes Ecoles. After several years spent in the R&D Department of European and US companies, he created Clinica Group in 2007, the first Contract Research Organization active in Algeria. Clinica Group is now present in Tunisia and soon in Morocco and Egypt and is a part of an International Group specialized in Biomedical Research.

Clinica Group www.clinicagroup.com



http://www.efpia.eu

http://www.clinicagroup.com


PROFESSOR IN PUBLIC HEALTH

Pr. Mondher Toumi is M.D. , M.Sc. in Biological Sciences and Ph.D. in Economic Sciences. He started his career in 1981, mainly working in R&D, and in 2000 was appointed Global Vice President at Lundbeck A/S.

Since 2009, he dedicates himself to Market Access: he was appointed Professor at Lyon I University, then joining the University of Aix-Marseille; he established the first European University Diploma of Market Access (EMAUD) in Paris, France; he recently created the Market Access Society to promote education, research and scientific activities around market access, public health and medico economic assessment; he also chairs the Annual Market Access Day.

In addition to contributing as reviewer on several journals, he is Chief Editor at an online Journal of Market Access and Health Policy.

Apart from these academic duties, Mondher Toumi founded in 2008 Creativ-Ceutical, an international consulting firm dedicated to support health industries and authorities in strategic decision-making; and Marco Polo Pharmaceuticals.

He has more than 100 scientific publications and oral communications, and has contributed to several books.

TOUMIPr. Mondher


University of Aix Marseille School of Medicinewww.univ-amu.fr

FOUNDER AND EXECUTIVE DIRECTOR, PHARMABOARDROOM

A true internationalist, Frederic Boucheseiche has lived in and travelled to over 50 countries. Today, he serves as the general secretary of Prix Galien Russia, sits on the editorial board of Pharmaceutical Executive and is the COO of Focus Reports, the company behind PharmaBoardroom.com, a website for global pharma leaders that specializes in the production of exclusive country reports in both mature and emerging pharma markets.

BOUCHESEICHEFrederic

Pharmaboardroom www.pharmaboardroom.com


http://www.univ-amu.fr



www.pharmaboardroom.com



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