Pharmaceuticals Hungary report 2012

FOCUS REPORTS 1January 2012 1

HungaryPharma reportJanuary 2012

NEW!

DIRECTORY INSIDE

Hungary Report


Pharma.FocusReports.net

FOCUS REPORTS January 2012 3

Acknowledgements

Focus Reports would like to thank Tamás Dávid , Deputy Director

– Market Access Specialist of the Association of Innovative

Pharmaceutical Manufacturers (AIPM) for his support throughout the project, and all the companies that have made

this report possible.

Hungary Report

This sponsored supplement was produced by Focus Reports.

Project Director: Koen LiekensProject Coordinator: Fleur RichardContributor: Marine NeveuProject Supervisor: Crystelle Coury

For exclusive interviews and more info, please log onto www.pharma.focusreports.net or write to [email protected]

FOCUS REPORTS4 January 2012


THIS REPORT WAS BROUGHT TO YOU BY

www.hyd.hu/en

Hungary Report



Copyright ©All rights reserved. No part of this publication maybe reproduced in any form or by any means, whether electronic, mechanical or otherwise including photocopying, recording or any information storage or retrieval system without prior written consent of Focus Reports.While every attempt is made to ensure the accuracy of the informa-tion contained in this report, neither Focus Reports, neither the authors accept any liabilities for errors and omissions. Opinions expressed in this report are not necessarily those of the authors.

Contents

Acknowledgements .........................................................................3

HUNGARY: Redefining Sustainability ............................................7

Excellence to Counter Austerity .....................................................8

Capitalizing on Centralization .........................................................9

18 Nobel Prizes ..............................................................................11

Financing R&D Through a Range of Consumer Products ........................................................................12

Interview with Erik Bogsch, Managing Director of Gedeon Richter ........................................14

Interview with Dr. Vályi-Nagy István, Director of AIPM, and Tamás DÁVID MD., Deputy Director of AIPM ..............................................................16

Interview with Jenny Winter, President of AstraZeneca Hungary ...............................................20

Interview with Zsolt Szepasházi, General Manager Hungary and Balkans of IMS Health Hungary ............................................24

List of interviews available on pharma.focusreports.net ...........27

Directory .........................................................................................28

Index ...............................................................................................31

This report was prepared by Focus Reports

Project Director: Koen LiekensProject Coordinator: Fleur RichardContributor: Marine NeveuProject Supervisor: Crystelle CouryDesigner: Tim Parker


Hungary Report





For exclusive interviews

and more information,

log on to

pharma.focusreports.net

Hungary Report


Pharma.FocusReports.netSPECIAL SPONSORED SECTION

S2 FOCUS REPORTS JANUARY 2012

Hungary Report




With approximately $90 billion � owing into the country (according to the Hungarian Investment and Trade Agency) since it abolished its centrally planned economy and transformed into an open, pro-business economy in

1989, Hungary has been a leading destination for foreign direct investment (FDI) in Central and Eastern Europe (CEE). Together with the automotive and software development sectors, the life sci-ences sector has been receiving the highest amounts of capital in-vestment in the country.

HUNGARY: Rede� ning Sustainability

Prop

erty

of t

he H

unga

rian

Natio

nal G

alle

ry, P

hoto

by T

ibor

Mes

ter.

Understandably, Hungary’s high-quality infrastructure, highly skilled labor force and central geographic lo-cation are often cited as features that have turned the country into an attrac-tive destination for investment. Follow-

ing historical prominence as a key sup-plier of pharmaceuticals to the former Soviet Union, the landlocked nation is regularly described as one of the old-est drug industries in the region. It has a rich history that has given rise to a

number of successful local drug manu-facturers, many of which have been picked up by international MNCs over time, such as Chinoin by Sano� and EGIS per majority stake by Servier.

Hungary Report






JANUARY 2012 FOCUS REPORTS S3

Hungary ReportHungary Report

Economic and healthcare reforms no longer come out of the blue, but global cost cutting trends and ongoing structur-al reforms are a clear threat to investor con� dence in some of Europe’s smaller and more vulnerable nations. All the

more reason for the International Monetary Fund (IMF) to consider Hungary’s Széll Kálmán (Structur-al Reform Plan) as a welcome step to-wards growth and sustainability. “I do think that the aim of this govern-ment is to stabilize the whole econo-my of the country in the long run,” opines Prof. Dr. István Nagy direc-tor of the Associa-tion of Innovative Pharmaceut ica l M a nu fac t u r e r s (AIPM). Need-less to say that the

Plan did cause quite a shakeup in 2011. “It proposes signi� cant decreases in the drug budget by Ft. 83 billion ($372 mil-lion) next year and an additional Ft. 40 billion ($179 million) the year af-ter,” adds AIPM’s deputy director and market access specialist Tamás David.

“Do I think it is a threat? Yes. Did we have conversations about whether or not we should stay in Hungary? Yes,” adds AstraZeneca’s president for Hun-gary, Jenny Winter. Much like the rest of Big Pharma, Winter points out that the vast long-term potential of Hungary has prevented the British pharma giant from leaving. Instead, the different play-ers are now focusing on de� ning a new business model that takes these current challenges into account, one wherein sustainability � nds a new meaning.

“Whenever new decisions are an-nounced, it is important that new mea-

sures do not put at risk the long-term development of the pharma industry in Hungary, which remains one of the key industries in the country,” observes Christophe Gourlet. As country man-aging director, Gourlet reiterates the economic role the French pharma giant Sano� plays in Hungary. As the second-largest pharma company employing over 2,500 people and ninth-biggest ex-porter in the country, he points to the importance of upholding a healthy in-vestment climate.

EXCELLENCE TO COUNTER AUSTERITY“Hungary is extremely well positioned and a front-runner in some of the tough-est austerity measures. Yet, many of the pharmaceutical companies have the cream of their portfolio in a good shape in Hungary,” Janssen-Cilag’s country managing direc-tor Anna Romány says. “Being good enough is not enough in times when governments have to be picky about what can be reimbursed. You have to be excel-lent. This is why all our products man-aged to be on the reimbursement list, while I am sure that we can achieve the same status for our two new products,” she adds. “Hungary

Prof. Dr. István Nagy, Director of the AIPM

Christophe Gourlet, Managing Director of Sano�

Top 10 Ranking 2011 Source: IMS

LC Sales Ex-MNF 9/2010 – 9/2011

Total market $2,650 million

1) NOVARTIS $238 million

2) SANOFI-AVENTIS $221 million

3) TEVA $172 million

4) GEDEON RICHTER $155 million

5) EGIS $141 million

6) MSD $136 million

7) ROCHE $119 million

8) PFIZER $115 million

9) GLAXOSMITHKLINE $107 million

10) BAYER $93 million

Total Displayed (10) $1.497 billion

Total Others (309) $1.153 billion

Anna Romány, Managing Director of Janssen-Cilag

363 CP Phex Hungary QP Boehringer Ingelheim 2001 05.jpg 12.06.2011 10:44 ADVANSTAR_PDF/X-1a blackyellowmagentacyan

Hungary Report



Hungary ReportSPECIAL SPONSORED SECTION


has one of the lowest life expec-tancies in Europe,” Romány contin-ues, “and faces a rather similar level as Romania. Statistics are even worse for males than females. Hun-gary’s drug spend-

ing per capita is also half of the Western-European average. In terms of mortality there is thus de� nitely room for improve-ment. Even more so, it is unavoidable,” she concludes.

“When I arrived in Hungary in 2007, the country had just been through the � rst overhaul of the healthcare system,” recalls Novo Nordisk’s country general manager Morten Vaupel. “When the new government came in in 2010, it was

clear that the new policymakers were facing a number of signi� cant � nancial challenges,” he says. While Vaupel has always recognized that Hungary was a market with certain risk, the external environment has not necessarily pre-vented the world’s leading diabetes com-pany to enjoy positive growth numbers in Hungary.

“In the last four years, we have been proud to be part of the top � ve or six

Capitalizing on Centralization

Morten Vaupel, General Manager of Novo Nordisk

Janssen_CorporateAdTemplate_Professional.indd 1 2011.11.10. 14:37:49

363 CP Phex Hungary HP Janssen CilaG 2011 02_1-1.pgs 12.06.2011 10:46 ADVANSTAR_PDF/X-1a blackyellowmagentacyan

“Unfortunately for the Hungarian population, but for-tunately for the pharmaceutical industry, Hungary has high prevalence rates of certain diseases,” says Dr. Kata Mazalin, chief medical of� cer and country general manager of Vienna-headquartered contract research organization (CRO) Assign Group, who sees the unhealthy Hungarian lifestyle—compared to EU averages—as a key area of improvement. For its unhealthy lifestyles, such as high tobacco and al-cohol consumption, unhealthy nutrition, and a lack of physical activity, the WHO has already sent out several warnings. “Hungary,” continues Mazalin, “is

often a leading country in terms of the number of pa-tients affected by very serious diseases in areas such as oncology and cardiovascular.” While these poor health rates indicate that a lot of work remains to be done, these high prevalence rates in combination with a pool of highly skilled medical professionals and a population of nearly 10 million Hungarians, favor Hun-gary’s attractiveness as a base for clinical trials. “More-over, Hungary has a centralized healthcare system, which means that for oncology, for instance, we have big centers where we can conduct clinical studies with easy access to patients,” informs Mazalin additionally.

Kata Mazalin, Gener-al Manager Hungary of Assign Group

Hungary Report








fastest-growing Novo Nor-disk subsidiaries in Europe. Moreover, we have been among the top 10 fastest-growing companies in Hun-gary, according to IMS data,” Vaupel posits. The World Health Organization (WHO) estimates that one out of 10 Hungarians will, to some ex-tent, suffer from diabetes by 2014. Moreover, the track record of most international pharma companies in Hun-gary is far from negative, and to a large extent this is due to the vast potential in terms of meeting the population’s unmet medical needs.

With 28 clinical trials running in the country, Boehringer Ingelheim’s (BI) country general man-ager Gábor Zalai barely disagrees. Looking back on a decade where the company climbed the ranks from 47th to 17th in Hungary, Zalai stresses the importance of being present in the newest thera-

peutic guidelines. According to him, rather than the com-pany saying how excellent its products are, these pro-fessional guidelines are a far stronger means to ensure the use of speci� c drugs. “Es-pecially in the treatment of COPD, we are now the mar-ket leader and are proud that Spiriva is the No. 1 product in the retail and the pulmon-ology business,” comments Zalai. “BI does not have this leading position with Spiri-va in any other market. In terms of market share, this

comes down to 21%, and we are treating round 40,000 patients. That is a great success, which is thanks to a long-term investment in the � eld of COPD,” he adds. Looking ahead, Zalai is keen to replicate Boehringer Ingelheim’s previous success in another area of highly unmet medical need in Hungary: the prevention of stroke. “The current

Gábor Zalai, General Manager of Boeh-ringer Ingelheim

Erik Bogsch, Man-aging Director of Gedeon Richter

www.astellas.eu© October 2011 Astellas Pharma Europe Ltd. CSC0461

ASTELLAS, Leading Light for Life, the Star logo, Changing tomorrow and the Ribbon logos are trade marks

of Astellas Pharma Inc. and/or its related entities.

Astellas has a vision to change tomorrow. Through our commitment to providing patients with

hope for a brighter future, we aim to lead the way in our areas of therapeutic expertise; focusing

where medical needs remain unmet. Through innovation, Astellas will continue to identify and

develop new ways to improve the health of patients.

Our aim is that we will discover tomorrow’s medical solutions to today’s healthcare problems. In this,

as in everything we do, Astellas is committed to the success that comes from Changing tomorrow.

Changing tomorrow

019223_P_ASTELLAS_171.45x117.475_GENERAL LANDSCAPE AD.indd 1 21/10/2011 17:26

363 CP Phex Hungary HP Astellas 2011 01_1-1.pgs 12.06.2011 10:45 ADVANSTAR_PDF/X-1a blackyellowmagentacyan

Gedeon Richter Research Building



gold standard therapy will be replaced by our medication ... In � ve years from now, Pradaxa will become a very im-portant trademark that all doctors will know about,” Zalai posits.

“As far as the future is concerned, I be-lieve that there are two key issues which concern every pharma company,” posits Erik Bogsch. “The � rst is the very critical budget problem in every country and the measures that the different governments are taking. The second is the price erosion issue. Sustainability is an important as-pect. While the growth potential is there because of an overall aging population, price erosion and budget constraints can-not be ignored,” explains the managing director of Hungary’s � agship national champion Gedeon Richter.

18 NOBEL PRIZESHungary’s distinction as the pharma hub of the former Soviet Union has been a springboard for its local pharma scene

to develop in the past 20 odd years. Indeed, as soon as the regime shifted in 1989, sev-eral ambitious entrepreneurs recognized these opportuni-ties, each within their own niche. A great Indian inspira-tional leader once argued that one can make two mistakes: not going all the way, and not starting. In Hungary, the founders of companies such as Genetic Immunity, HYD, and Biosan have put this mantra into practice by avoiding both. “Following 1989, there were increasing opportunities for private companies to be founded and import products from abroad. The most popular areas of activ-ity were in the automobile and computer parts sector, whereas we recognized the unique opportunity to enter the medi-cal area,” explains Gabor Vesztergombi, who still heads the local pharma distri-

bution company Biosan today.Inevitably, the opening up

of the economy brought along a vast array of opportunities for the international pharma players too. Their competitive landscape, in turn, has been changing considerably too.

For innovative companies in Hungary, a carefully se-lected portfolio of some of their highest-quality products has done the trick in the past. Some of the more recent en-

trants have shown that a strong focus on nurturing the right stakeholder rela-tions is equally imperative when pen-etrating new markets. “Wherever we go, the doors are already open. There is an extremely high interest from the medical community even in countries we have never been to before, highlights Celgene’s country manager.

Marthin Kwakkelstein established the

Marthin Kwakkel-stein, Country Man-ager for Hungary, Estonia, Latvia & Lithuania at Celgene

inn hhhhhiiisssss wwwwwwwwoooooorrrrllllddddd,, hhhhee’s nnooottttt rrreeeeeeeaaaaddddddyyyyyyy ttttoooo bbe llimmmmmmiiiittttttteeeeeeddddd bbbbbbbyyyyyy ddddiiaabetes Diabetes can affect us directly or through our loved ones at any time. It affected Liam and his brother Jordan at a very young age, and as in most cases, diabetes impacted their entire family.

Changing Diabetes® is Novo Nordisk’s commitment to listen harder, learn more and to look beyond treatment to better meet the needs of people and families living with diabetes. Changing Diabetes® is our unique approach to supporting individuals in actively self-managing their condition for a full life today, and a brighter tomorrow.

Discover more about changing diabetes at novonordisk.com.

LIAM CARSTENSLooking out for his little brother, South Africa

Liam and Jordan have type 1 diabetes

Changing Diabetes® and the Apis bull logo are registered trademarks of Novo Nordisk A/S

DIA

/2011/1

00/0

1

2011/1

1/0

2

IA201110001 Changing 85,725x117,475.indd 1 2011.11.07. 12:24:17

363 CP Phex Hungary QP Novo Nordisk 2011 03_1-1.pgs 12.06.2011 10:45 ADVANSTAR_PDF/X-1a blackyellowmagentacyan

363 CP Celgene announcement_1-1.pgs 12.12.2011 11:02 ADVANSTAR_PDF/X-1a blackyellowmagentacyan

Hungary Report





fastest-growing Novo Nor-disk subsidiaries in Europe. Moreover, we have been among the top 10 fastest-growing companies in Hun-gary, according to IMS data,” Vaupel posits. The World Health Organization (WHO) estimates that one out of 10 Hungarians will, to some ex-tent, suffer from diabetes by 2014. Moreover, the track record of most international pharma companies in Hun-gary is far from negative, and to a large extent this is due to the vast potential in terms of meeting the population’s unmet medical needs.

With 28 clinical trials running in the country, Boehringer Ingelheim’s (BI) country general man-ager Gábor Zalai barely disagrees. Looking back on a decade where the company climbed the ranks from 47th to 17th in Hungary, Zalai stresses the importance of being present in the newest thera-

peutic guidelines. According to him, rather than the com-pany saying how excellent its products are, these pro-fessional guidelines are a far stronger means to ensure the use of speci� c drugs. “Es-pecially in the treatment of COPD, we are now the mar-ket leader and are proud that Spiriva is the No. 1 product in the retail and the pulmon-ology business,” comments Zalai. “BI does not have this leading position with Spiri-va in any other market. In terms of market share, this

comes down to 21%, and we are treating round 40,000 patients. That is a great success, which is thanks to a long-term investment in the � eld of COPD,” he adds. Looking ahead, Zalai is keen to replicate Boehringer Ingelheim’s previous success in another area of highly unmet medical need in Hungary: the prevention of stroke. “The current

Gábor Zalai, General Manager of Boeh-ringer Ingelheim

Erik Bogsch, Man-aging Director of Gedeon Richter

www.astellas.eu© October 2011 Astellas Pharma Europe Ltd. CSC0461

ASTELLAS, Leading Light for Life, the Star logo, Changing tomorrow and the Ribbon logos are trade marks

of Astellas Pharma Inc. and/or its related entities.

Astellas has a vision to change tomorrow. Through our commitment to providing patients with

hope for a brighter future, we aim to lead the way in our areas of therapeutic expertise; focusing

where medical needs remain unmet. Through innovation, Astellas will continue to identify and

develop new ways to improve the health of patients.

Our aim is that we will discover tomorrow’s medical solutions to today’s healthcare problems. In this,

as in everything we do, Astellas is committed to the success that comes from Changing tomorrow.

Changing tomorrow

019223_P_ASTELLAS_171.45x117.475_GENERAL LANDSCAPE AD.indd 1 21/10/2011 17:26

363 CP Phex Hungary HP Astellas 2011 01_1-1.pgs 12.06.2011 10:45 ADVANSTAR_PDF/X-1a blackyellowmagentacyan

Gedeon Richter Research Building



gold standard therapy will be replaced by our medication ... In � ve years from now, Pradaxa will become a very im-portant trademark that all doctors will know about,” Zalai posits.

“As far as the future is concerned, I be-lieve that there are two key issues which concern every pharma company,” posits Erik Bogsch. “The � rst is the very critical budget problem in every country and the measures that the different governments are taking. The second is the price erosion issue. Sustainability is an important as-pect. While the growth potential is there because of an overall aging population, price erosion and budget constraints can-not be ignored,” explains the managing director of Hungary’s � agship national champion Gedeon Richter.

18 NOBEL PRIZESHungary’s distinction as the pharma hub of the former Soviet Union has been a springboard for its local pharma scene

to develop in the past 20 odd years. Indeed, as soon as the regime shifted in 1989, sev-eral ambitious entrepreneurs recognized these opportuni-ties, each within their own niche. A great Indian inspira-tional leader once argued that one can make two mistakes: not going all the way, and not starting. In Hungary, the founders of companies such as Genetic Immunity, HYD, and Biosan have put this mantra into practice by avoiding both. “Following 1989, there were increasing opportunities for private companies to be founded and import products from abroad. The most popular areas of activ-ity were in the automobile and computer parts sector, whereas we recognized the unique opportunity to enter the medi-cal area,” explains Gabor Vesztergombi, who still heads the local pharma distri-

bution company Biosan today.Inevitably, the opening up

of the economy brought along a vast array of opportunities for the international pharma players too. Their competitive landscape, in turn, has been changing considerably too.

For innovative companies in Hungary, a carefully se-lected portfolio of some of their highest-quality products has done the trick in the past. Some of the more recent en-

trants have shown that a strong focus on nurturing the right stakeholder rela-tions is equally imperative when pen-etrating new markets. “Wherever we go, the doors are already open. There is an extremely high interest from the medical community even in countries we have never been to before, highlights Celgene’s country manager.

Marthin Kwakkelstein established the

Marthin Kwakkel-stein, Country Man-ager for Hungary, Estonia, Latvia & Lithuania at Celgene

inn hhhhhiiisssss wwwwwwwwoooooorrrrllllddddd,, hhhhee’s nnooottttt rrreeeeeeeaaaaddddddyyyyyyy ttttoooo bbe llimmmmmmiiiittttttteeeeeeddddd bbbbbbbyyyyyy ddddiiaabetes Diabetes can affect us directly or through our loved ones at any time. It affected Liam and his brother Jordan at a very young age, and as in most cases, diabetes impacted their entire family.

Changing Diabetes® is Novo Nordisk’s commitment to listen harder, learn more and to look beyond treatment to better meet the needs of people and families living with diabetes. Changing Diabetes® is our unique approach to supporting individuals in actively self-managing their condition for a full life today, and a brighter tomorrow.

Discover more about changing diabetes at novonordisk.com.

LIAM CARSTENSLooking out for his little brother, South Africa

Liam and Jordan have type 1 diabetes

Changing Diabetes® and the Apis bull logo are registered trademarks of Novo Nordisk A/S

DIA

/2011/1

00/0

1

2011/1

1/0

2

IA201110001 Changing 85,725x117,475.indd 1 2011.11.07. 12:24:17

363 CP Phex Hungary QP Novo Nordisk 2011 03_1-1.pgs 12.06.2011 10:45 ADVANSTAR_PDF/X-1a blackyellowmagentacyan

363 CP Celgene announcement_1-1.pgs 12.12.2011 11:02 ADVANSTAR_PDF/X-1a blackyellowmagentacyan

Hungary Report








company’s fully-� edged Hungarian af-� liate at the start of 2011 and thus, in the midst of the turmoil. “Building up the network with the payers and the other partners” says Kwakkelstein, when asked about his key priorities in such challeng-ing startup phase. “In any discussion on healthcare,” he continues, “classically only two or three stakeholders are be-ing involved in discussions, which is a standard mistake that should be avoided. The � rst reaction is always the doctors, followed by the payers, and the pharma companies. For me, there are two other key players, which are the patients (and their associations) as well as the media. I believe all these stakeholders play a role.”

Dr. Zoltàn Jakab, country general manager of Abbott, adds that “with-out the presence of innovative compa-nies in Hungary, there would not have been any post-graduate education of physicians—and sometimes medical staff as well—for the last 20 years. It sounds similar to other countries in this region, where doctors and healthcare workers are underpaid and cannot af-ford access to the latest knowledge and developments. Without innovators, the quality of care would not have been the

same.” What is more worrying for the future of Hungary’s healthcare system, however, is the ongoing exodus of the nation’s highly quali� ed medical prac-titioners. “Overall, many of the young professionals have shifted from the na-tional healthcare sector to the private sector in Hungary, or went on to pursue

more attractive opportunities abroad,” observes Dr. Lajos Tamás Hodossy, Di-vision Head, Diagnostics, at Roche in Hungary. The brain drain is not just a sector-speci� c problem either, but rather a challenge for Hungary at large. While Hungary has successfully produced 18 Nobel Prize winners so far, many of the Nobel Laureates received the distinction as nationals of other countries.

In pharma, many of the sales repre-sentatives were traditionally required to be either physicians or pharmacists by quali� cation, making it relatively easy for most companies to tap into an excep-

Financing R&D Through a Range of Consumer ProductsFrom the discovery of “heavy water” in 1933 until now, “light” water—deu-terium-depleted water (DDW)—has only received scarce attention from the medical community. While some evidence has shown that consumption of the water may be a good adjunct to chemotherapy, medical communities, governmental decision-makers, pharma leaders, and investors have so far remained hesitant on the matter. Hungarian local company HYD is one of the few companies active in the niche. While its founder and managing director, Gábor Somlyai, is positive about the Phase I results, he cautions how increas-ing awareness and obtaining � nancing remain tough challenges. As for the latter, Somlyai resorted to a more “natural” version of the water � rst, that would be classi� ed as a functional food category. Now, by reinvesting the cash generated from the Preventa sales (its branded DDW), he aims to further de-velop a variant that can be classi� ed as a drug. “The second category should be in the lower D-concentration category that should be registered as a drug, prescribed by physicians with expenses covered by the health insurance,” he explains. New investment will not only bring a GMP standard production fa-cility, but also a next trial. “We are sure that if we complete a new Phase II clinical trial, we can proceed to Phase III or alternatively � nd a license partner to complete the job,” Somlyai says.

Assign Group is the world's only fully integrated

midsized biopharmaceutical Services Company

>>

Regulatory submission Project management Data management & biostatics Monitoring Medical writing Quality assurance Pharmacovigilance

Finance, contracting, budgeting IMP handling Central Labs

Assign Hungary Kft. Sobieski J. u. 16/5/7 BudapestTEL: + 36 1 323 0554 FAX: + 36 1 323 0555

>>

363 CP Phex Hungary QP Assign Group 2011 04_1-1.pgs 12.06.2011 10:46 ADVANSTAR_PDF/X-1a blackyellowmagentacyan

Total Hungarian Market Growth Forecast

2010 2011 2012 2013 2014 2015

4.10% 1.70% 1.50% 1.10% 0.70% 0.90%

GROWTH FORECAST

Source: IMS, August 2011

Hungary Report





company’s fully-� edged Hungarian af-� liate at the start of 2011 and thus, in the midst of the turmoil. “Building up the network with the payers and the other partners” says Kwakkelstein, when asked about his key priorities in such challeng-ing startup phase. “In any discussion on healthcare,” he continues, “classically only two or three stakeholders are be-ing involved in discussions, which is a standard mistake that should be avoided. The � rst reaction is always the doctors, followed by the payers, and the pharma companies. For me, there are two other key players, which are the patients (and their associations) as well as the media. I believe all these stakeholders play a role.”

Dr. Zoltàn Jakab, country general manager of Abbott, adds that “with-out the presence of innovative compa-nies in Hungary, there would not have been any post-graduate education of physicians—and sometimes medical staff as well—for the last 20 years. It sounds similar to other countries in this region, where doctors and healthcare workers are underpaid and cannot af-ford access to the latest knowledge and developments. Without innovators, the quality of care would not have been the

same.” What is more worrying for the future of Hungary’s healthcare system, however, is the ongoing exodus of the nation’s highly quali� ed medical prac-titioners. “Overall, many of the young professionals have shifted from the na-tional healthcare sector to the private sector in Hungary, or went on to pursue

more attractive opportunities abroad,” observes Dr. Lajos Tamás Hodossy, Di-vision Head, Diagnostics, at Roche in Hungary. The brain drain is not just a sector-speci� c problem either, but rather a challenge for Hungary at large. While Hungary has successfully produced 18 Nobel Prize winners so far, many of the Nobel Laureates received the distinction as nationals of other countries.

In pharma, many of the sales repre-sentatives were traditionally required to be either physicians or pharmacists by quali� cation, making it relatively easy for most companies to tap into an excep-

Financing R&D Through a Range of Consumer ProductsFrom the discovery of “heavy water” in 1933 until now, “light” water—deu-terium-depleted water (DDW)—has only received scarce attention from the medical community. While some evidence has shown that consumption of the water may be a good adjunct to chemotherapy, medical communities, governmental decision-makers, pharma leaders, and investors have so far remained hesitant on the matter. Hungarian local company HYD is one of the few companies active in the niche. While its founder and managing director, Gábor Somlyai, is positive about the Phase I results, he cautions how increas-ing awareness and obtaining � nancing remain tough challenges. As for the latter, Somlyai resorted to a more “natural” version of the water � rst, that would be classi� ed as a functional food category. Now, by reinvesting the cash generated from the Preventa sales (its branded DDW), he aims to further de-velop a variant that can be classi� ed as a drug. “The second category should be in the lower D-concentration category that should be registered as a drug, prescribed by physicians with expenses covered by the health insurance,” he explains. New investment will not only bring a GMP standard production fa-cility, but also a next trial. “We are sure that if we complete a new Phase II clinical trial, we can proceed to Phase III or alternatively � nd a license partner to complete the job,” Somlyai says.

Assign Group is the world's only fully integrated

midsized biopharmaceutical Services Company

>>

Regulatory submission Project management Data management & biostatics Monitoring Medical writing Quality assurance Pharmacovigilance

Finance, contracting, budgeting IMP handling Central Labs

Assign Hungary Kft. Sobieski J. u. 16/5/7 BudapestTEL: + 36 1 323 0554 FAX: + 36 1 323 0555

>>

363 CP Phex Hungary QP Assign Group 2011 04_1-1.pgs 12.06.2011 10:46 ADVANSTAR_PDF/X-1a blackyellowmagentacyan

Total Hungarian Market Growth Forecast

2010 2011 2012 2013 2014 2015

4.10% 1.70% 1.50% 1.10% 0.70% 0.90%

GROWTH FORECAST

Source: IMS, August 2011



tional pool of Hungarian medical talent. While this situation obviously had no long-term bene� t for the healthcare system at large, international pharma has a key role to play in the ongo-ing nurturing of this talent base. “Even after recruitment, we

spend signi� cant resources on training our people, not only on the ‘hardware’ such as scienti� c and technical informa-tion on the equipment, but also on the ‘software,’ which includes communica-tion and presentation skills,” explains Hodossy. “I strongly believe that people can only be the main competitive advan-tage today,” he continues, “and de� nes which company can be successful, and which cannot. In general, many of the leading companies have grown to similar levels of technical and marketing exper-

tise, which implies that the difference today can only lie in the people within the organization.”

Astellas’ secret to success in Hungary? “A strong combi-nation of products and people,” replies György Markovich. “Unfortunately, several pharma companies were forced to cut down their staff signi� cantly. To adapt to the external conditions in Hungary, we have focused on reorganizing the

company and � nding a new optimal structure. For the new products for example, we are taking people from the sales force and moving them into other areas like key account man-agement or the medical department,” the country general manager of the Japanese innovator explains. Looking back at a turbulent time in Hungary’s pharmaceutical and healthcare sector, Markovich feels the inevitable need for every com-pany to adapt to the new circumstances. “Every market has its own problems, and every government is currently looking into measures to curb costs ... The environment is changing rapidly. To survive in every respect and to adapt to these eco-

nomic changes, you need a completely dif-ferent way of thinking. One of the most important topics remains market access and represents an area where you really require highly quali� ed experts,” states the company’s GM. You cannot expect to meet the challenges of today with yester-day’s tools and expect to be in business to-morrow. And as the European economic powerhouses continue to revamp their respective economies, � rst in line will be the smaller and more agile nations to en-ter the fast lane of economic growth.

György Markovich, General Manager of Astellas

Dr. Lajos Tamás Hodossy, Division Head, Diagnostics, Roche Hungary

363 CP Phex Hungary HP Roche 2011 06_1-1.pgs 12.19.2011 08:53 ADVANSTAR_PDF/X-1a blackyellowmagentacyan

Hungary Report






Gedeon Richter is known to be the flagship pharma-ceutical company in Hun-gary, and can proudly cel-ebrate its 110th birthday this year. How would you describe Gedeon Richter to our readers?Gedeon Richter was the first phar-maceutical company to be estab-

lished in this sector in Hungary in 1901. It was first estab-lished in a pharmacy, which still exists to date. Key milestones in the company’s history were the nationalization after World War II, followed by re-privatization in 1990. Subsequently, we successfully executed an IPO to launch the company on the stock exchange in 1994.

Today, we are a fully integrated company, meaning that we have research & development, production, marketing as well as wholesale activities in some areas. Within production, we manufacture APIs as well as finished dosages.

Not just in the pharmaceutical sector, but rather the in-dustry as a whole, we are one of the sole Hungarian com-panies to have such international presence. We currently have a turnover of roughly EUR 1 billion. Being on the stock exchange, we have substantial shareholders, of which the biggest block is located in the UK. However, rather than stra-tegic investors, these are all different funds.

We are specialized in one area, which is gynaecology, where one third of our income is coming from. We need to have some niches where we can maintain a strong presence, and gynaecology is one of them. We are the company with the widest range of contraceptives and have partners in dif-ferent countries, including in the US. As you may have read, we now also have a Western European presence following our 2 acquisitions of last year - Preglem and Grünenthal’s contraceptive portfolio.

In terms of geographic footprint, we have a strong pres-ence in Central and Eastern Europe, in particular in the for-mer Soviet Union. Russia is our most important market. In

Russia, we are in the top 5 companies in terms of sales by pharma.

As far as the future is concerned, we are focusing our activities where there is intellectual added value, be it in gy-naecology or in original research in CNS. In the latter area, we currently have a candidate in phase III trials, Cariprazine, for the treatment of schizophrenia and bipolar mania. For this drug, we have partnered up with Forest Laboratories of the USA, which is a specialist in that therapeutic area.

Going forward, we also feel that most of the new drugs will come in biologicals, which is why we have started to enter the field of biosimilars. For this, we can count on our facility in Budapest, while we are additionally constructing a plant in Debrecen, located roughly 200 km East of Budapest.

Altogether, Gedeon Richter is a medium-sized company that needs to have partners in different areas. In this sense, we already have the aforementioned partnership in the US with Forest Laboratories. Additionally, in Russia we for exam-ple have a strong distribution partnership with Protek. At the same time, we have licensing agreements with several com-panies in various countries, including in Japan with Mochida Pharma and in Germany with STADA. We also have a joint-venture in gynaecology in China, as we expect this to be an important market in the future. Also, to decrease our cost-base, we have intermediate and API manufacturing in India.

All I can say is that we strongly believe that the company has strong potential for growth through these partnerships.

INTERVIEW with Erik Bogsch Managing Director Gedeon Richter

“At Gedeon Richter, we try to link speciality –which is in gynaecology- to other products where we have the critical mass – which is cardiovascular. When it comes to volumes, the cardiovascular portfolio is more important.”

Hungary Report



As a flagship Hungarian company we also want to remain independent and remain headquartered in Budapest, Hun-gary. In that sense, we do receive the full support from the government.

Taking a deeper look into this geographic footprint, Russia is your number one market as you mentioned. We indeed see that Rich-ter’s sales have grown there by 18% last year alone. In CIS markets such as the Ukraine, you have even managed to realize a growth of 23% in 2010. First of all, how do you explain this strong performance in the CIS and Rus-sia? And secondly, is this growth sufficient to compensate for declining sales in markets such as the US, also a major market for you? In the CIS region, Gedeon Richter has always had a very strong presence because of the historical COMECON setup. It has allowed us to establish the Gedeon Richter brand as well as the different product brands. When we started selling our products in former Soviet Russia in the 1950s, we rep-resented the equivalent of Western quality. Once the Soviet Union disintegrated, we felt that we should take advantage of the changes and set up our organizations there. Today, we have roughly 1,000 people in Russia alone and around 1,400 in the CIS region as a whole. In addition to that, we have around 250 people in a manufacturing unit in Russia, near Moscow. We feel that the local production is going to be a must in the coming years. We have now seen other compa-nies following similar strategies.

In any company, the product portfolio is key. We have also recognized the need to expand in Western Europe because, if we could not cover the entire EU, we would be at a disad-vantage. New products should compensate for the ups and downs which can happen in every market. As far as the fu-ture is concerned, I believe that there are 2 key issues which concern every pharma company. The first is the very critical budget problem in every country, and the measures that the different governments are taking. The second is the price erosion issue. Sustainability is an important aspect. While the growth potential is there because of an overall ageing population, price erosion and budget constraints cannot be ignored.

The prime goal of the company is original de-velopment. As you already mentioned, you are developing Cariprazine together with Forest. Once development will be complete, what will this mean for Gedeon Richter?I will be ready to comment on this once the drug is on the market.

As you briefly mentioned, Gedeon Richter ac-quired the portfolios of Preglem and Grünen-thal last year. To what extent will external growth remain important to the company?At the moment, we are not really looking at acquisitions. Our main goal is to improve our product portfolio. Preglem was bought because of the portfolio and the people, rather than the company itself. The same accounts for Grünenthal. We made this step to gain better access to the Western European markets.

The acquisitions did give you a stronger pres-ence in gynaecology. Together with cardio-vascular and CNS, these 3 areas account for roughly 70% of Richter’s annual turnover. Is it not risky to have a lot of eggs in only 3 bas-kets?Any company should focus on where it has the most chanc-es, and in that sense 3 areas are better than 1. However, you are right that we have no portfolio in oncology for example. This is a fact we need to accept. It is also an area where there is a lot of competition.

At Gedeon Richter, we try to link speciality -which is in gynaecology- to other products where we have the critical mass - which is cardiovascular. When it comes to volumes, the cardiovascular portfolio is more important.

Heading Gedeon Richter and presiding local industry association MAGYOSZ, you represent Hungarian pharma. How do you see the future for the Hungarian pharma sector?Hungarian pharma has all the chances of playing an impor-tant role. We need to have a dialogue with the government on the burdens that are now being put on the companies in Hungary. Those who add intellectual added value, employ a lot of people and are active in research & development, should receive a more beneficial treatment than others. This happens in any other country. It is maybe not so popular to talk about national champions, but they do exist. In this cur-rent environment where it is very critical for every country to avoid recession, it is equally important that there are some companies and industries that are still making progress.

“In this current environment where it is very critical for every country to avoid recession, it is equally important that there are some companies and industries that are still making progress.”

Hungary Report






INTERVIEW WITH PROF. DR. VÁLYI-NAGY ISTVÁN DIRECTOR OF ASSOCIATION AND TAMÁS DÁVID MD. DEPUTY DIRECTOR - MARKET ACCESS SPECIALIST ASSOCIATION OF INNOVATIVE PHARMACEUTICAL MANUFACTURERS (AIPM)

With various new govern-ment measures, the phar-maceutical and healthcare sector in Hungary has been undergoing quite a turbu-lent period recently. But if we first take a step back... Can you explain to our readers what has attracted most of your members to have a presence in the Hun-garian market? V.N.I.: Traditionally, there are a number of strong local pharma-ceutical companies present in Hun-gary. However, these companies are mostly generic players. Of course, the patients need innovative medi-cines too.

Also, I truly consider the Hungari-an medical doctors as well trained people. At present, there is a tendency towards the centralization of resources in healthcare in Hungary, particularly in areas such as oncology, haematol-ogy, cardiology and a number of other therapeutic fields. This is a key advantage to conduct large-scale clinical trials.

In this respect, Hungary has been quite an attractive area for MNCs to be present in.

Yet the government measures have also im-pacted clinical trial activity in the country. Do you still find the environment attractive to con-duct clinical research here?D.T.: From what I know, the numbers of growth in this area are decreasing. When you look at R&D in particular, the envi-ronment has become less favorable. Companies now feel less incentivized to invest in research in Hungary.V.N.I.: However, once a trial is being initiated, it obviously al-ready takes many years before it is actually completed. Yet, I

have still seen many companies bringing clinical trial activity to Hungary, because they need patients. There is a required num-ber of patients for every trial. To strengthen the trial’s statistical power, MNCs recognized the need to include the Hungarian patients too.

According to you, what have been some of the key milestones in the evolution of the Hungar-ian pharma market?V.N.I.: The healthcare government has always been closely watching the expenses on drugs in Hungary. The pharma-economy law in 2007 was the first measure that resulted in the withdrawal of the first set of funds from the healthcare system.

The real value of the drug market has always been increas-ing by a few percent over the years. It is very important to point out that the Hungarian population has access to innovative drugs. Of all innovative drugs worldwide, 90 to 95% are avail-able to patients in Hungary.

There are always new drugs lining up and awaiting reim-bursement, for which the average time for approval is longer than in the Western countries. Still, sooner or later, the most important drugs will be accepted.

Despite this high percentage of innovative drugs being available in the market, is market

Prof. Dr. Vályi-Nagy István: “At present, there is a tendency towards the centralization of resources in healthcare in Hungary, particularly in areas such as oncology, haematology, cardiology and a number of other therapeutic fields. This is a key advantage to conduct large-scale clinical trials.”

Hungary Report



access still a challenge for some of your mem-bers?V.N.I.: It might be a challenge at the moment because of the shortage of funds. But now, we have tried to change the mindset of healthcare decision makers in terms of the price of generics. We wanted to convince policymakers to bring down these prices as they were very high in Hungary. In the long run, this might provide more room for reimbursing innovative drugs.

As you already mentioned, in terms of industry, the Hungarian pharma sector has traditionally been fairly focused on generic players, with lo-cal success stories such as EGIS and Gedeon Richter. In your view, what did the increasing presence of innovator companies bring to the Hungarian patients?V.N.I.: The generic players are not able to provide the entire spectrum of drugs that are needed to treat more sophisticat-ed diseases. Generic drugs are mostly used for very common diseases, such as hypertension, diabetes and so on. There are very sophisticated drugs too, such as monoclonal antibodies. MNCs, in turn, provide innovative medicines that interfere with the molecular biology of the cell, combined with subcellular structures. These medicines are essentially providing more so-phisticated approaches, for example in tumour therapy.

Apart from the patients, innovator companies generally also have a key role to play in sup-porting the country’s medical community. How strong are these ties in Hungary?V.N.I.: Most innovative pharmaceutical companies have man-aged to establish very strong ties with the Hungarian medi-cal doctors, especially with leading experts in the field as well as expert doctors in various parts of the country, beyond the capital city. These companies have been providing congress participation for these experts, which has been very important in ensuring continuous medical education for the Hungarian medical community.

Does this mean that rural access to medicines is also less of an issue in Hungary, both in terms of patients access and company penetration?V.N.I.: I do not see this as a big challenge, as the rural access issue relates more to the level of the GPs, polyclinics and pri-mary care. These provide care for the very common diseases. Once they diagnose a disease that belongs more to a centre, the patient will be referred to such facilities.

As you mentioned before, there is a pool of tal-ent available for clinical research in the coun-try. What is your take on the availability and

the quality of human capital for MNCs in Hun-gary?V.N.I.: The labor market is very good. Because of the low wages for doctors and pharmacists, a lot of Hungarians with medical backgrounds will prefer to select and go work for an international company instead.

Do you feel that there is a certain preference from Hungary’s medical community to pre-scribe innovative medicines over generics, or the other way around?V.N.I.: This really depends on the type of doctor. General prac-titioners (GPs), for example, are used to dealing with very com-mon diseases. When it comes to more sophisticated types of illnesses, patients will be treated by specialty health centers. These centers and hospitals in general are more used to using innovator drugs.

Moreover, there are some therapeutic areas, such as orphan drugs, where there is only one drug on the market for a certain type of disease.

The government’s Széll Kálmán plan has been described as a welcome step towards growth and sustainability by the IMF’s January 2011 Article IV consultation. However, late June 2011 a lot of measures had not yet been imple-mented. The industry was unsure about the un-predictable environment with regards to what measures were going to take place. In a brief outline, what are the key government meas-ures that have already been implemented as part of the plan, which directly affect pharma-ceutical companies and the healthcare system in Hungary? D.T.: The Széll Kálmán plan is a structural reform which af-fects 7 important territories and the healthcare budget is one of them. It proposes significant decreases in the drug budget by

Tamás DÁVID: “The positive aspect is that there is still place for drug reimbursement and the measures suggest that the Hungarian government does not want to send the innovative companies away. Everyone has the desire to keep multinational companies in Hungary but actually, there is no room for growth.”

Hungary Report






Ft. 83bn next year and additional Ft. 40bn the year after. We have had many talks with the National Health Insurance

Funds and the Ministry of Health,. What is clear is that the money has to be saved. We now need to cooperate to ensure that further resources can be saved.

To provide you with a little background on the pharma in-dustry in Hungary, it needs to be said that the interests of the sector are significantly divided.

There are currently four associations for the industry, con-sisting of the AIPM, MAGYOSZ, the Generics Association and the Hungarian Vaccine and Biotechnology Association (HBA). The two main Associations are MAGYOSZ and AIPM. MAGY-OSZ member companies are the traditional Hungarian drug manufacturers who are generics, meanwhile the innovative companies’ association is the AIPM.

To prevent a reduction in the prices of generic medicines, MAGYOSZ has been actively lobbying to increase pharma spe-cific taxes. AIPM, on the other hand, has lobbied for a reduc-tion in generic prices since the innovative prices are already the lowest in all of Europe while generic prices are higher.

In preparation of the suggested government measures, every association brought their proposals to the table. AIPM considers its efforts as successful, as most of the association’s proposals were taken into account.

The decision makers at the Ministry and the health insurance funds have clearly taken note of our concerns and our mes-sages. They understood the reality and our claim that generic prices in Hungary are too high, that’s why that is the only terri-tory where further savings can be achieved in order to decrease the budget and maintain the access to the newest innovations.

The measures that have been taken can be grouped accord-ing to financial measures and structural reforms. On the finan-cial front, three key steps have been taken by the government.

First, the sales tax on the reimbursed part of prescription medicines has been increased from12 to 20%. Second, gov-ernment has increased the sales representative fee that com-panies have to pay annually. Previously Ft 5 Mn (roughly USD 25,000), this fee has been increased to Ft 10 Mn (roughly USD

50,000) per representative per year. The third measure that has been implemented is the price-volume agreements, which has lowered the threshold of the volume of reimbursed drugs by 10%.

There were also “structural reforms” which affect only cer-tain companies. There are about 8 measures of which some have been implemented already. The most important struc-tural reform is the new generic program which introduced the so-called “Generic Price Corridor” where prices of off-patent drugs are set by blind bidding. Whoever exceeds the lowest price by 5% loses 15% of the reimbursement. This measure applies to reference price groups and therapeutic reference price groups for normative reimbursement (drugs that can be prescribed by GPs). Specialists’ territories are not involved. This measure alone will generate more savings in 2012, than than the tax increase.

The second most important “structural” reform was the re-calculation of the reimbursement of combinations. At the mo-ment, it is calculated by taking the lowest price of the compo-nents and the lowest reimbursement of the components, upon which the gross reimbursement price for the product is then calculated.

Which measures are yet to be implemented in the future?D.T.: One of the most important measures is the transfer of drugs from the outpatient budget to the inpatient budget. Shifting this decrease in drug budget to an increase in the hospital budget is acceptable for government because it cor-responds to the Széll Kálmán objective to decrease the drug budget. If this measure works out, it will possibly generate “savings” of roughly Ft 30 Bn to Ft 40 Bn, or 10% of the total healthcare budget. In order to make it work, money should also be transferred to the hospital budget.

Further to this, I think we have been successful to say that we will not be able to decrease the drug budget by 25-30% if we want to remain at high level standards of pharma and drug supply. The political message is that co-payments cannot increase. For the drug budget to be lower, this means that the pharma industry must pay more but of course, we cannot. This is the problem we are facing today and that’s why measures like the retail hospital drug transfer can be a compromise. It fulfills the government’s drug budget cut plan and maintains the drug supply, but of course, it doesn’t generate significant savings on the Health Fund’s level. This measure alone gener-ates half of the proposed savings for 2012. We think, that us-ing the transfer instead of further restrictions is an admission of the fact, that the proposed budget cut cannot be implemented

Since July 1st 2011, as a result of the increased sales rep fee and the sales tax increase, every company had to revise their operations and over 300 people have already been laid off over summer, which number will be increase by the end of the year.

Tamás DÁVID: “Our greatest achievement for 2011 is that we were able to change the government’s mindset toward us and eliminate a 20 to 30% price cut at the beginning of the year. It is something that we have been able to avoid. It seems that we can maintain this until the end of the cycle.”

Hungary Report



In Hungary, AIPM members roughly employ 3,000 to 4,000 staff. The rate of the reduction is high, but the government see the procedure as the tool, which will treat the Hungarian health care’s human resource problem.

In my opinion, the sales and marketing reps were the ones leading the operations in the past. This is a paradigm that is now bound to change, whereas market access, public affairs and key account expertise is expected to become more domi-nant.

If we look at the future for the pharmaceutical companies themselves, what is still attractive for them in the Hungarian market ?D.T.: The positive aspect is that there is still place for drug reimbursement and the measures suggest that the Hungarian government does not want to send the innovative companies away. Everyone has the desire to keep multinational companies in Hungary but actually, there is no room for growth.

I hope that the insurance system will change, as the current system is not sustainable. It would be good to push the gov-ernment towards involving more private insurance companies. Indeed, if patients pay more money, they should be entitled to get innovative drugs. However, this might not be well seen by the voters since it had been contested by the ruling party in the past.

Do you feel there are more opportunities for the local companies than the MNCs? D.T.: The generic players have been very successful in the past 20 years and have managed to make the decision makers understand that if the prices of generics were lowered, they would have to lay off half of their employees.

One third of the generic market is owned by the MAGYOSZ companies - Teva, Egis, Richter and Sanofi, and 60% by the foreign importers. The way of thinking is very nationalistic so multinationals are always seen as “foreigners”.

MAGYOSZ successfully lobbied with the government that many of the nation’s needs can be met by the local companies alone. This is when AIPM came in to clarify that they can indeed produce all the generics needed, but not the innovative drugs.

Moreover, generic players do not bring real R&D activities to the country.

Which of the multinationals are now manufac-turing in Hungary?D.T.: GSK and Sanofi are manufacturing through Greenfield investments, while Servier is particularly involved in R&D.

In your view, what is AIPM’s greatest achieve-ment for 2011?D.T.: Our greatest achievement this year is that we were able to change the government’s mindset toward us and eliminate a 20 to 30% price cut at the beginning of the year. It is some-thing that we have been able to avoid. It seems that we can maintain this until the end of the cycle.

How do you think the market will be in the fu-ture? What will have changed? D.T.: I think that we need to change things or the situation will stay the same. Measures must be taken.

Doctors are leaving the country, because their salaries are only around EUR 400 per month. The younger generations are leaving. The government sees this is a big problem, but it does not have the money to raise the salaries either. A number of months ago, the Ministry of Health started a program in which residents can sign a contract and commit to stay at least 10 years in Hungary. Such signature implies that these people will receive around EUR 300 to 350 euros a month in extra. Out of 600 resident doctors, only 100 signed it. It clearly shows that the rest are not committed to staying under the current circumstances.

If nothing changes, there will be no growth and big prob-lems. In the private sector, it is the same. You need at least 5 years to build your reputation and knowledge and this requires a lot of money.V.N.I.: It is our expectation that the market will be the same in 2012 as in 2010. I would not dare to predict the size of the market, but I do think that the aim of this government is to stabilize the whole economy of the country in the long run. Once we are there in a few years from now, every sector will find more stable markets in this country.

I also remain optimistic about the external environment, as I have a lot of faith in the current government. At present, there are currently 160 hospitals in the country, a number that is too high for a population of only 10 million people. I am therefore pleased that the government now has the green light to further rationalize healthcare in the country. If done right, Hungary’s healthcare system is set to become more transparent overall. Patients will have more clarity as to which level of healthcare they have access to, and how they can receive definite care. I remain hopeful that this reorganization on the healthcare pro-vider side will be completed by the end of the current cycle.

Prof. Dr. Vályi-Nagy István: “At present, there are currently 160 hospitals in the country, a number that is too high for a population of only 10 million people. I am therefore pleased that the government now has the green light to further rationalize healthcare in the country.”

Hungary Report






INTERVIEW with Jenny WinterPresident AstraZeneca Hungary

The Hungarian pharma-ceutical environment has been undergoing many changes recently, such as a sales tax increase to 20%. Do you feel this is a climate of threat to MNCs in Hungary?I would say that it has become an extremely difficult environment to

operate in. There is a myth that we are hugely profitable, while in reality we are less profitable than other countries in Europe. Do I think it is a threat? Yes. Did we have conversa-tions about whether or not we should stay in Hungary? Yes.

What made you decide to stay?Our bottom line is that there are 10 million patients that need innovative therapies. I do not think that we should pull out of the market because of these government measures. We are still able to make a return, while at the same time we have a crucial role to ensure access to innovative treatments for the Hungarian patients. Despite certain rumours in the market place, I can confirm that AstraZeneca has no immediate plans of leaving the country.

However, we did take a decision to reshape the organiza-tion according to the size of the operations. Henceforth, we have recently made a third of the organization redundant.

You have also publicly announced that Astra-Zeneca would no longer initiate new clinical trials in Hungary, while the country has tradi-tionally been a hub for such activities within the company. Has this been a tough decision to take?This was a very tough decision indeed. Because the Hungar-ian physicians are so well trained and because the quality of clinical research in the country is so good, it was a significant challenge. The problem we have is that many of our products

that come through the clinical trial process and get regis-tered, do not become available to the Hungarian patients. We were therefore very concerned that we were starting to get to a point where medicines had been found effective, while patients would have no access to them. This element played a key role in our decision-making process.

Nonetheless, we are carrying on the trials that we have started and still have a large number of patients involved in clinical research here today.

If we take a step back and look at the time you took over as General Manager in February 2010, can you provide our readers with a bet-ter idea on the business environment at that time, and what have been the key milestones and achievements since then?When I first arrived here, it was clear to me that Hungary would be one of the tougher political environments to op-erate in. I also arrived just prior to the election and knew that we would soon have a new government in place, which in turn created some uncertainties. I believe the ability for new reimbursements was greater at that time, whereas the opportunity was also there to have an open dialogue with the reimbursement authority. Whilst it was a tough environ-ment, it was not impossible to operate in.

“Nonetheless, we are carrying on the trials that we have started and still have a large number of patients involved in clinical research here today.” Jenny Winter

Hungary Report



After the new Fidesz government arrived in April 2010, nothing really happened until the regional election in Octo-ber. Many people were therefore not taking any actions, in order not to lose any political votes. At that time, we started looking into shaping our organization to take into account some of the austerity measures. At that point in time, we had also assumed that we would still obtain reimbursement for new products.

In December, the government then announced that it was taking one third of the funds out of the drug budget, which created complete turmoil. Nobody knew what was happening or where this money had to come from. From December 2010 until July 2011, it was the most disrupted operating environment I have ever witnessed. At that point, we started looking at what our organization would need to become more flexible and sustainable. We started working on different scenarios in order to put the company in a better position. From an AstraZeneca perspective, it was fairly clear by July 2011 what the outcomes of the new measures were going to be.

Therefore, we were quick to make the decision to reduce our sales force and office activity, and basically strip out any-thing that was not directly related to customer interaction and making our products available. Compared to some of our industry counterparts, we had thus been working for 6 months to anticipate the changes that were bound to take place.

From July onwards, another big turning point from a re-search perspective, was the clear statement from the authori-ties that they would only reimburse products that were cost-saving or cost-neutral on the drug budget. Most innovative products, however, are not cost-saving or cost-neutral on the drug budget alone - they impact across the broader health-care budget. Following this announcement, we were con-vinced that we could no longer launch any new innovative products in Hungary.

How have you managed to prevent this “re-shaping” of the organization to affect the pa-tients in a negative manner?Our strategy has been to keep the patient at the centre. We have recognized the fact that, during this period of turmoil, everyone had turned on each other. The doctors had turned on the industry, the industry had turned on the generics, etc. What we kept saying is that the patient was still central. All our efforts in that sense therefore focused on communica-tion, making sure the right information and products were available, etc.

We effectively asked ourselves the question as to how to shape the organization so that the product can be made available to the patient. The problem is that for some of the products we have made available in Hungary and that have

been approved for reimbursement, the government has not yet been able to work out how to effectively reimburse the drug. While we do everything in our power to supply our drugs, there are some things we simply cannot change, in particular the reimbursement system.

In terms of therapeutic areas, AstraZeneca’s global strategy is very clear, focusing on 6 important areas of healthcare. Can you elab-orate on the portfolio you have managed to establish here in Hungary?Historically, we have been very successful with our statin Crestor in the cardiovascular area. However, this product lost reimbursement in 2010, and is therefore no longer included in our Hungarian portfolio. Some of the most important products at the moment are Symbicort in the respiratory area and Seroquel for schizophrenia. Apart from that, our oncology portfolio is extremely important, where we have some reimbursed products.

Gaining acceptance for these products also acquires building strong relations with the Hungarian medical com-munity. How did AstraZeneca go about building these ties in the country?

Particularly in our 3 key areas of respiratory, schizophre-nia and oncology, AstraZeneca has had long relationships with the doctors, especially because many of these prod-ucts have been around for quite some time already. If you talk about healthcare in Hungary, doctors are very depend-ent on the industry in terms of information. They value the interaction with our sales representatives

AstraZeneca is a leading company in terms of ethics and integrity in how we do business. We do not engage in handing out gifts, we stopped taking people abroad for congresses, etc. Overall, our relations with the medi-cal community are mainly built around science, information and education.

Apart from the patients and the medi-cal community, one of the most important stakeholders remains of course the govern-ment. To what extent have you been able to establish and nurture relations with the au-

“We effectively asked ourselves the question as to how to shape the organization so that the product can be made available to the patient.”

Hungary Report






thorities in Hungary?In my experience, this is an aspect that has been very dif-ficult to manage in the last couple of months due to the turmoil. I am a member of the AIPM board, through which we have been speaking with the regulatory and reimburse-ment authorities. There is ongoing dialogue at that level, but for many aspects the issue is that there are no answers yet.

Do you feel that the government also under-stands the value that pharma MNCs can bring to the country?This really depends who you talk to. The senior policymakers absolutely understand this role the industry has. Politically, MNCs in Hungary still have a “dirty” name following pri-vatization issues in the post-socialism period, but the more senior people in the government understand the value that MNCs generate in terms of employment of educated high qualified people, investment in R&D, taxes, and so on.

When Focus Reports met AstraZeneca’s MC president in Romania, Radu Rasinar, he point-ed to the importance of nurturing industry re-lations too, particularly by tapping into pro-duction and distribution partnerships. How do you see this playing out in Hungary?

It is certainly something that we are trying to do here too. This moment in particular is the opportunity to do so. Up until now, everyone has been fighting each other in the past year. If there is going to be a good solution for healthcare in Hungary, it needs to be an integrated solution. We, as an organization are meeting much more with medical devices, diagnostics, wholesalers, and so on, to clarify that we are all in the same boat. If we want to make a difference for the Hungarian patients, we need to pull together. We therefore have a number of alliances around different stakeholders.

As one of the world’s biggest pharma compa-nies, we are of course well aware of the social impact that AstraZeneca may also have on local communities. In various countries Fo-cus Reports has been to, we have for example

seen the company very involved with World Asthma Day. Overall, what can you highlight about AstraZeneca’s CSR programs in Hun-gary?To be honest, we have not yet done a huge number of spe-cific programs, even though we have been engaged in some smaller initiatives, for examples around asthma and cardiol-ogy. We primarily focus our energy on the healthcare profes-sionals, by providing them with support on patient education. In Hungary, there is no strong tradition of patient associa-tions. We are therefore careful who we support outside the medical community.

Of course, we also engage in charitable initiatives, such as supporting the air ambulance, but it is an area I very much distinguish from our operational activities. I believe we have to be good corporate citizens, but for me this primarily re-lates to running the business responsibly in the first place. Aspects such as integrity, changing some of our behaviours, caring about the environment, etc. are much more important than giving any money away. We have to be responsible busi-ness leaders rather than focusing on CSR. This is of course an odd thing to say, considering I used to run AstraZeneca’s global CSR programs.

There is obviously a strong set of values you aim to transcend throughout the AstraZene-ca Hungary offices. How would you describe the corporate culture you aim to establish for your people here?We are very clear about the value of integrity. Everything we do needs to be in accordance with this value. Firstly, we try to make our people effective collaborators. Secondly, what we are trying to do here, is making clear that we do not neces-sarily need to be smaller in terms of organization, but instead can do things differently. We are therefore trying to make our people more courageous too. A third aspect that eventually leads to being more courageous is to be more creative. The big field force is not necessarily the way to go. We are trying to move away from the old sales force model to a new much more streamlined and flexible model that is not driven in the same way as in the old model. We therefore need our people to be more creative.

AstraZeneca is globally renowned to be one of the top employers. Is that a position that has already been achieved in Hungary too?We do not really engage in these sort of “beauty contests”, but we do care a lot about the way we behave with our em-ployees. We have an internal survey every year, where Hunga-ry usually comes out as one of the best marketing companies in AstraZeneca. We do put a lot of effort into that and always have an action plan in place in order to engage the team as

“AstraZeneca is a leading company in terms of ethics and integrity in how we do business. Overall, our relations with the medical community are mainly built around science, information and education.”

Hungary Report



much as possible. If you have the values around collabora-tive, creative and courageous, people already become much more used to change overall. When we made our changes in June, most of our staff members actually understood why the reshaping was taking place. In my belief, the smaller an organization gets, the better everyone needs to be, and the more engaged everyone needs to be.

Yet they also need strong leadership in par-ticular in the more turbulent times. How did you manage to keep the morale high in the last couple of months?Communication! Continuously telling people what was hap-pening, what will happen or what might happen, has been essential. I wanted people to focus and understand that the best thing we could do was simply to do a good job in the first place. There has also been an openness to the employ-ees’ ideas.

Moreover, rather than looking at one leader, one of the key factors of success here at AstraZeneca Hungary has been the strong leadership team. This embraces the people that are naturally leaders throughout the organization.

While the future is hard to predict, what re-main your priorities for the coming months?The biggest priority is around operational excellence. Every-thing that we do, should be done really well. I therefore really want the people to focus on what “good” looks like, and repeating it in their own job.

The other priority is trying to create an opportunity to get our innovative products reimbursed, which is the future of our organization. If we can make sure that Hungary is able to reimburse innovative products at prices that are demon-strated to be cost-effective, then this organization will have a great future.

What is the role you see for Hungary within the CEE region?At the moment, Hungary has the opportunity to lead the way in finding a balance between good healthcare and financial management. We are now at the point where Hungary needs to make a decision.

What is your final message on the commitment of Astra-Zeneca to Hungary, that you want to send out to our inter-national readers?

We are staying for the benefit of the Hungarian patients!

Biosan Healthcare Services LtdPhone: +36 1 368 8604 Fax: +36 1 388 9183

Email: [email protected]

http://www.biosan.hu

Your distributor of choice

Hungary Report






IMS is a strong brand name when it comes to pharma and healthcare information worldwide. Can you please elaborate on the particularities that set the Hungarian phar-maceutical market apart from the other markets in the region?

I believe none of the countries of the region is having a good time these days. Globally, pharma is faced with multiple dif-ficulties and unfavorable strategic trends that we must re-spond to. On top of this, the CEE region is particularly vul-nerable because of the weaker economic conditions.

In Hungary, - as well as anywhere else - we notice that the government is struggling to keep the healthcare expenses and pharma budget in balance, while, at the same time, it is also a challenge for the pharmaceutical companies to find a new business model that is succesful in all the other industry pressures.

If you look at Hungary in particular, most if not all of the pharma market indicators - although not the worst in Europe - but are closer to the bottom than to the average. However we are on the top in the pure number of restrictive measures that the decision makers have implemented, all di-recting towards the same aim: keeping the fiscal balance by reducing drug spend, increasing generic competition, mini-mizing drug prices, or limiting access to expensive innovative medicine. And the overall effect of the individual measures are quite devastating.

I acknowledge, and I believe most of the industry players also admit, that in short term there is no other way. Political decisions have defined the budgetary limitations, and there is no way around these limits.

However, there are many things that could be done to make the situation more acceptable and tolerable for the in-dustry. One example is the silo mentality in keeping the drug budget in control. Many innovative companies would gladly

bring in new therapies offering higher healthcare savings through shorter hospitalization time, less costly side-effects, etc., and these savings are not considered at face value (or not considered at all) when making the reimbursement deci-sion.

IMS East Europe President Elisabeth Beck was saying that no matter how well estab-lished an MNC is in the market, it will easily reallocate resources if growth opportunities change. Is today’s climate in Hungary one of threat?We have had a set of measures that came into legislation at the end of 2006 which immediately affected the market as early as 2007. As a result, retail market growth rate was reaching double digit negatives, but gradually came back to a steady single-digit positive growth by 2008. The changes in 2007 were quite overwhelming and dramatic but did not cause manufacturers to fundamentally change their strat-egy. They were cutting sales forces, making some difficult operational and portfolio decisions, some operational as-pects but the neither the overall strategy of the local busi-nesses nor the approach of headquarters towards Hungary changed in fundamentals.

This is the big difference between now and then, because now most companies are really forced to completely re-think how they are doing business in Hungary.

INTERVIEW with Zsolt Szepeshazi General Manager IMS

“In volume and value terms, the Hungarian pharma industry did grow, but we must admit that 3.4% is not very attractive.”

Hungary Report



Nevertheless, I do not think that any international com-pany would leave Hungary because of the measures. Real-locating resources - yes. Innovative companies may decide not to bring some of their key new product to the Hungarian market, or significantly divest from their Hungarian opera-tions. Local manufacturers will move their focus from local market to exports where they can grow more. But for the whole industry, the biggest issue is unpredictability which seems to have become a permanent factor.

How long do you think it will take for the market to be back on growth?When we were looking at the numbers in 2007, it took a year and a half for the growth to go from deep negatives back to single-digit positives. For the last twelve months we are looking at 3.4% growth and out of this, the volume growth was 1.4%. In volume and value terms, the Hungar-ian pharma industry did grow, but we must admit that 3.4% is not very attractive. And this number is not yet reflecting the effect of some of the measures such as the effects of the blind tendering that came into effect last month. For 2012, and also up to 2015, we forecast very low, 0.7%-1.7% an-nual growth rates.

As you said, there have been very unique measures since 2006 such as the sales rep fee which has been quite unseen in any other market. What does this mean for your portfo-lio? Does it mean that you have to adapt the services that you offer to the market?Certainly yes. Although we do not sell medicine, we are promptly feeling the effects of each and every legislative change through the way our clients are responding and are adjusting their strategies and business focus. And I believe that IMS has a key role to play here: supporting our clients in finding the right responses and the right strategies in this fast changing environment. Manufacturers now will have to make fundamental changes to their business, and it is a very hard task as they have to move on directions they never tried before.

In the current environment, we see the traditional sales approach falling apart, partly because sales reps have be-

come almost prohibitively expensive, partly because other measures are weakening the role of doctors and eliminat-ing the effectiveness of the current sales practices. Plans for the implementation of INN subscription for example has just been in the news, this may further change the way compa-nies do their sales and marketing, depending on the way of implementation.

As a result Companies are looking for new innovative sales channels, seeking new commercial models, and IMS has developed a strong competency in supporting them in these areas.

In many product areas companies are refocusing from doctors to pharmacies and patients. Therefore, IMS also have to refocus and be ready to provide them with infor-mation and insight from pharmacies and patients. Therefore we continuously develop new data assets, and new areas of expertise. We have a quite significant pharmacy panel. In 2007-2008, we introduced Pharmatrend, our pharmacy sell-out data service. Its relevance is that companies can monitor what patients actually buy in the pharmacies. We can also measure pharmacy substitution which is very important in certain therapy areas. In Hungary, the pharmacist has the right to substitute within certain boundaries, so it is very im-portant to be able to measure this aspect.

Currently we are working on another new data service. Quite uniquely in Hungary, we will be able to collect patient level information. We will be able to analyze how patients behave over time, and what their drug taking habits are. We see that this type of data is becoming increasingly important.

Another relevance of patient-level information is the pos-sibility to measure patient compliance (or rather persistence) to certain therapies. This is becoming important as compli-ance is likely to be involved as a factor on reimbursement decisions.

Companies are increasingly involved in patient compli-ance programs, which helps them enhance the revenue from their existing products. IMS again will be ready to measure the success of these compliance programs.

Our consulting portfolio is also changing. A few years ago we did a lot of “simple” doctor targeting, and we see that the expectations are changing here, reflecting the compa-nies’ efforts to find new commercial models. On one hand key decision makers are identified and key account manage-ment models are being developed, also, there is a stronger focus on behavioral targeting of doctors, beside that phar-macy targeting, and overall better understanding of what is happening in the pharmacy is gaining increasing importance.

Also, another point what pharma companies must con-sider is “what is my portfolio?”,”I know that I am going to lose a lot of money because of the new legislation but how am I going to fill the gap?”, “can I license-in some products?”,”can I bring new products from my global port-

“I believe that IMS has a key role to play here: supporting our clients in finding the right responses and the right strategies in this fast changing environment.”

Hungary Report






Hungary Report

folio to Hungary? If so, what are my priorities? How can I use my resources to the best way to make it happen in the shortest possible time?” Also now that reimbursement is increasingly difficult to obtain, many companies are con-sidering taking out products from reimbursement and trying to build a strategy on the market which keeps the product on the market without reimbursement. We notice that the whole market dynamics are changing, and we need to be ready with capabilities for advanced analytics, modeling of different scenarios, risks and and potential outcomes, per-forming short and longer term forecasting -altogether, pro-vide our clients with advanced decision support. Indeed, one of the effects of the changes is that pharma companies are not only reducing their sales force, but also their analytical capabilities. As a result, they do not always have the suf-ficient resources to to do best-in-class analysis and report-ing. Now they can outsource these tasks to IMS and we can readily and routinely do things that they would not have the resources or time to do themselves.

Has the current situation made companies approach IMS more? There is certainly an increasing interest in our capabilities in this area. It was not the case in the past, but now, when I talk about it with companies, they are always interested.

To come back to collecting patient needs data, you said it was quite unique. Do you think that, in this sense, IMS Hungary can set an example for IMS branches worldwide? I am not saying it is unique within IMS. There are several countries in which IMS provides this service but it will be definitely very new to IMS Hungary and we believe that this will be very helpful for our clients.

After talking to Denisa Timkova last Wednes-day, we were quite surprised to hear that Cegedim no longer includes strategic data in its portfolio. What makes it important for IMS to keep this activity?

It is a difficult call to make investment decisions in a volatile environment like we have in Hungary. No question about it, all of our competitors are quite keen to find the right focus areas in this fast-changing industry. We believe our key dif-ferentiator is that we can combine our existing data assets with insight, analytics and consulting, but other firms may and will have different winning strategies.

As the leading expert in terms of local market knowledge, it is even more important to have the right people, even better than the inno-vator labs... How do you go about attracting and retaining these people in Hungary? We ourselves have to be the “innovator lab” - on the global level IMS is a key thought leader in industry strategy, and it is my strong goal in Hungary to enable IMS to be the thought leader in the industry. I also think this is not only a busi-ness strategy but also a responsibility. As a global player in the industry, being there and being available when critical decisions have to be made and supported through critical analytics is crucial.

I believe this mission of IMS is a very attractive playground for those key talents and experts.

Being a global company, we have to understand that we can not keep full range of expertise in each and eve-ry country. But we are successfully operating as an inter-national team of experts, making sure that our clients will have access to world class expertise when needed. The key to success is to combine global best-in-class expertise with knowledge of the local industry and having an efficient local analytical power.

It is also very enjoyable for local talents to work in an environment where global thought leaders of a certain topic is just one phonecall away. Working for IMS for three years now it is a fantastic everyday experience for me personally too.

“We ourselves have to be the “innovator lab” – on the global level IMS is a key thought leader in industry strategy, and it is my strong goal in Hungary to enable IMS to be the thought leader in the industry.”

“Currently we are working on another new data service. Quite uniquely in Hungary, we will be able to collect patient level information.”



Hungary Report

André BRÀZAY, President of Sandoz Hungary

Christophe GOURLET, Managing Director of Sanofi-Aventis Hungary

Yves GROULT, Managing Director of Boiron Hungary

Louis HODOSSY, General Manager of Roche Hungary

Zoltàn JAKAB, General Manager, Abbott Hungary

Marthin KWAKKELSTEIN, Country Manager Hungary, Estonia, Latvia, Lituania of Celgene

Julianna LISZIEVICZ, President of Genetic Immunity Hungary

Kata MAZALIN, General Manager of Assign Group

Anna ROMÀNY, Managing Director of Janssen Pharmaceutical Hungary

Gábor SOMLYAI, Managing director of HYD

Denisa TIMKOVA, General Director of Cegedim Hungary

Morten VAUPEL, General Manager of Novo Nordisk Hungary

Gábor ZALAI, General Manager of Boehringer Ingelheim Hungary

Exclusive interviewsMore interviews available on www.pharma.focusreports.net:


http://pharma.focusreports.net/

Hungary Report






GOVERNMENT

Hungarian Investment and Trade Agency (HITA) www.hita.hu 1055 Budapest, Honved utca 20, H +36 1 872-6520.

Ministry for National Economy http://www.kormany.hu/en/ministry-for-national-economy 1051 Budapest, József nádor tér 4.+36 1 374-2700

National Institute for Quality- and Organizational Development in Healthcare and Medicines- GYEMSZI” http://www.ogyi.hu/ H-1051 Budapest, Zrínyi u. 3. +36 1 88 69 -300

OEP - National Health Insurance Fund http://www.oep.hu/ 1139 Budapest, Váci út 73/A

Secretariat of State for Health Affairs (under Miklos Rethely) http://www.kormany.hu/ 1051 Budapest, Arany János u. 6-8. +36 1 795-1100

ASSOCIATIONS

The Association of Innovative Pharmaceutical Manufacturers (AIPM) http://www.igy.hu/en 1124 Budapest, Csörsz u. 45. MOM Park, Sas irodaház +36 1 250-4876

Association of the Hungarian Medical Device Manufacturers (MDMA) http://www.mdma.hu 1146 Budapest, Szabó József str. 12. +36 1 460-9200 “06-1-460-9222

Association of Vaccine and Biotech Manufacturers +36 209460023

Generics Association +36 1 437 07 70

Hungarian Biotechnology Association (HBA) http://www.hungarianbiotech.org/ Közép fasor 52., H-6726 Szeged, Hungary +36 62 312 559

MAGYOSZ http://www.magyosz.org/ 1134 Budapest, Lehel út 11. +36 1 270-9101

Pharmaceutical companies

+ Pharma Hungaria Kft www.pluspharma.hu 1036 Budapest, + Pharma Pty Ltd Lajos utca 48-66 +36 1430 2130 +36 1242 6728

Abbott Hungary Kft. http://www.abbott.hu 1139 Budapest, Teve u. 1/a-c +36 1 465-2100

Actavis http://www.actavis.com/ 1097 Budapest, Könyves K. krt. 11/C Magyarország +36 1 501 7025

Alcon Hungária Kft. ( Bought by Novartis) http://www.alconlabs.com/ 1117 Budapest, Irinyi J. 4-20. +36 1 463-9080

Alkaloida Chemical Company Zrt www.sunpharma.com Kabay János út 29. Tiszavasvári, 4440” +36 42 275 511

Amgen Gyógyszerkereskedelmi Kft www.amgen.com 1054 Budapest, Szabadság tér 7. Bank Center, City Bank Torony +36 1 354-4700

Aramis http://www.aramispharma.hu/ 1095 Budapest, Mester u. 28. B. III/5. +36 1 219 0775

Astellas Pharma Kft http://www.astellas.hu/ 1124 Budapest, Csörsz u. 49-51.

Hungary +36 1 577-8200

AstraZeneca Kft. http://www.astrazeneca.hu/ 1113 Budapest, Bocskai út 134-146. + 36 1 883 6500

Bayer Hungária Kft. http://www.bayerhungaria.hu/ 1123 Budapest, 114. Alkotas u. 50. + 36 1 4874100 : +36-23-501300

GENZYME ( NOW SANOFI AVENTIS) Béres http://www.beres.hu 1037 Budapest, Mikoviny u. 2-4.1300 Budapest, Pf. 270. +36 430-5500

Berlin-Chemie Képviselet http://www.berlin-chemie.hu 2040 Budaörs Terrapark, Neumann János u. 1. +36 23 501301

Bioextra http://www.bioextra.hu 1149 Budapest, Bíbor u. 10. +36 1 383-8546

Biogen-Idec http://www.biogenidec.hu/ 1113 Budapest, Dorothy C. Yard Bldg. I, Bocskai 134-146. +36 1 899 9880 +36 1 899 9880

Biotest http://www.biotest.hu 2045 Turkey Valentine Torbágy u. 15 / A+36 23 511 311

Boehringer Ingelheim http://www.boehringer-ingelheim.com/ 1095 Budapest, Lechner Ödön fasor 6. +36 1 299 89 10

Boiron 1024 Budapest, Ady Endre u. 8. + 36 5 1430

Bristol-Myers Squibb Kft. www.bms.com 1024 Budapest, Millenáris Irodaház, Löv_ház u. 39. +36 1 301-9700

Nycomed Pharma Kft. (NOW TAKEDA) www.nycomed.hu Budapest 1146 Hermina út 17. 471-993

Celgene Hungary http://www.celgene.com/ 1054 Budapest, Kálmán Imre utca 1 + 36 1 475 1130

Chiesi Kft. www.torrex-chiesi.hu 1052 Budapest, Kristóf tér 4. +36 429-1060

EGIS http://www.egis.hu/ 1106 Budapest, Keresztúri út 30-38. +36 265-5555

Eli Lilly www.lilly.hu 1075 Budapest, illy Hungária Kft., Madách u. 13-14. (VII. emelet) + 36 1 328-5100

Ewopharma http://www.ewopharma.com/ 1021 Budapest, Budakeszi Road 73 / F +36 200-4650

ExtractumPharma www.expharma.hu 1044 Budapest, Megyeri út 64. +36 233 0083

Company directory

Hungary Report



Ferring http://www.ferring.com/ 1138 Budapest, Tomori u. 34. +36 1 236 3800 +36 1 236 3899

Fresenius Kabi Hungary Kft. http://www.fresenius-kabi.hu/ 1036 Budapest, Fresenius Kabi Hungary Kft., Lajos u. 48-66, A. lépcs_ház, 2. emelet +36 6 1 250-8371

G.L. Pharma M.K.K.K. 1051 Budapest, Bajcsy Zsilinszky u. 12 +36 486 1592

GlaxoSmithKline http://www.gsk.hu/ 1124 Budapest, Csörsz u. 43. MOM Park Gesztenyés Torony +36 1 225-5300

Goodwill Pharma Kft. http://www.goodwillpharma.com 6724 Szeged, Cserzy Mihály u. 32 +36 62 443-571

Janssen-Cilag Kft. www.janssen-cilag.hu Törökbálint 2045 Tó Park, Business Park +36 23 513 858 36 42 372 512

Kéri Pharma Hungary Kft. http://www.keri.hu 4032 Debrecen, Bartha Boldizsár u. 7. +36 52 431 313

KRKA http://www.krka.biz/ 1036 Budapest, Pacsirtamez_ utca 3 +36 1 355 8490

Medimpex http://www.medimpex.hu 1134 Budapest, Lehel út 11. 288-1400

Lundbeck Hungaria Kft. www.lundbeck.hu 1037 Budapest, Lundbeck Hungária Kft. Montevideo u. 3/b” + 36 1 436 9980 (1) 363-5112

Medico Uno http://www.medicouno.com/ VIADUKT UTCA 12. 2051 BIATORBÁGY, PEST +36 23 530 830

Medicons http:// www.medicons.hu 2040 Budaörs, Károly király út 39. +36 23 444773

Meditop http://www.meditop.hu 2097 Pilisborosjen_, Ady E. u. 1 +36 26 336-400

Merck Kft (Germany) http://www.merck.hu/ 1113 Budapest, Bocskai út 134-146, Hungary + 36-1-463-8100

MSD Kft. http://www.merck.com/ 1123 Budapest, Alkotás u. 48-50 +36 888-5309

Naturland http:// www.naturland.hu 1106 Budapest, Csillagvirág u. 8. +36 431-2000

Novartis http://www.novartis.hu/ 1114 Budapest, Bartók Béla út 43-47. +36 1 457-6656

Novo Nordisk Kft. www.novonordisk.hu 1025 Budapest, Fels_zöldmáli u.35.” +36 1 325-9161

Numil www.numil.hu 1134 Budapest, Róbert K. krt. 82-84. +36 452-7770

Otsuka Pharma www.otsukaeurope.com +44 1895 207 100

Pannonpharma www.pannonpharma.hu 7720 Pécsvárad, Pannonpharma u. 1. 2011 Budakalász, Lupaszigeti út 4. +36 72 566-750

Parma Produkt www.parmaprodukt.hu 1145 Budapest, Uzsoki u. 36/a +36 470-4420 Chinoin Gyógyszer- és Vegyészeti Termékek Gyára Zrt. 1045 Budapest, Tó u. 1-5.” 505-0000

Penta Pharma www.pentapharma.hu 9200 Mosonmagyaróvár, Zsák u. 3. +36 96/216-666

Pfizer www.pfizer.hu 1123 Budapest, Alkotás út 53. +36 1 453-3330

Pharmamagist Kft. 1028 Budapest, Patakhegyi út 83-85. +36 397-5174

GlaxoSmithKline Kft. http://www.gsk.hu 1124 Budapest, Csörsz u. 43. MOM Park 225-5300, 225-5800

Nestlé Hungaria Kft. Tápszer Divízió 1095 Budapest, Lechner Ödön fasor 7 224-1200

Phytotec Hungária Bt. http://www.phytotec.hu 1026 Budapest, Szilágyi E. fasor 61. + 36 1 398-0195

Reckitt Benckiser www.reckittbenckiser.com 1036 Budapest, Lajos u. 48-66. +36 1 453-4610

Richter Gedeon http://www.richter.hu 1103 Budapest, Gyömr_i út 19-21 +36 431-4000

RIMP Gyógynövény Kutató, Termel_ és Kereskedelmi Kft. 2011 Budakalász, Lupaszigeti út 4. +36 26 340-533

Sanofi http://www.sanofi-aventis.hu 1045 Budapest, Tó u. 1-5. +36 1 505-0050

Servier Hungária Kft. http://www.servier.com/ 1062 Budapest, Váci út 1-3. +36 238-7799

Strathmann KG Képviselet www.strathmann.hu 1133 Budapest, Ipoly u. 5/F. +36 320-2865

TEVA Magyarország Zrt. www.teva.hu 1074 Budapest, Rákóczi út 70-72. +36 288-6400

UCB Hungary Kft. www.ucb.de 1023 Budapest, Árpád fejedelem útja 26-28. +36 394-0048

Valeant Pharma Magyarország Kft. www.valeant.com 1025 Budapest, Valeant Pharma Hungary Llc. Csatarka u. 82-84 +36 1 345 5900

Wörwag Pharma Kft. 1021 Budapest, Hüvösvölgyi út 54. VI. ép. 1. em. +36 345-7350

BIOTECH

AMRI http://www.amriglobal.com 1031 Budapest, Záhony u. 7. +36 1 6666-100

ChemAxon http://www.chemaxon.com/ 1037 Budapest, Máramaros köz 3/a +36 30 2043672

Genetic Immunity http://www.geneticimmunity.com 1045 Budapest, Berlini str. 47-49. +36 1 272 0364

IBSA 1124 Budapest, IBSA Pharma KFT Fodor u. 54/B” +36 1 2257775

KPS Diagnostika http://www.kps.hu/ 1022 Budapest, Retek u. 34th +36 1 782-1650

Nanoform http://www.nanoformtherapeutics.com 1031 Budapest, Záhony u. 7. +36-1-8808-500

CROs

Adware Research Ltd. www.adwareresearch.com

Bitrial Ltd. www.bitrial.hu

Hungary Report






ClinExpert Ltd. www.clinexpert.hu

Drug Research Center Ltd. www.drc.hu

Euromedic International Hungary http://www.euromedic-hungary.com/ 1051 Budapest, Gerbeaud House, Dorottya str. 1. II. Floor +36 1 815-3100

HUNAGARO TRIAL http://www.hungarotrial.com 1119 BUDAPEST, Fehérvári út 89-95.”

Ominis Research Ltd. www.ominis.eu

PharmaHungary Ltd. www.pharmahungary.com

Pharmathesis Lp. www.pharmathesis.hu

Pro-Pharma Ltd. www.propharma.hu

Trial Masters Ltd. www.trialmasters.eu

CONSULTING

CEGEDIM

http://www.cegedim.com

1013 Budapest, Krisztina krt. 39/b

+36 1 487 3100

+36 1 487 3199

IMS HEALTH

www.imshealth.com

1075 Budapest, Rumbach Sebestyén

utca 19-21

+36 1 883 9700

+36 1 883 9799

DIAGNOSTIC &

MEDICAL DEVICES

B. Braun

http://www.bbraun.hu

1023 Budapest, Felhévízi u. 5.

+36 1 3 46 97 00

+36 1 4 38 49 00

Baxter

1071 Budapest, Dozsa Gyorgy Ut 44

+36 1 202-1980

Beckman Coulter https://www.beckmancoulter.com/

1038 Budapest, Beckman Coulter

Magyarorszag Kft., Papirgyar u. 58-59

H

+36 1 250 93 31

Becton, Dickinson and Company (BD) www.bd.com/hu/

1025 Budapest, Szeréna u. 60/C, I/3.

+36 1 345-7090

Diatron MI www.diatron.com/hun/

1038 Budapest, Diatron MI PLC

Papírgyár Str. 58-59 H

+ 36-1-436-9800

00-36-1-436-9809

GE Healthcare www.gehealthcare.com/huhu/index.

html

2040 Budaörs, Akron utca 2

Innomed Medical http://www.innomed.hu/

1146 Budapest, Szabó József u. 12.

+ 36 1 460 9200

1 460 9222

Meditech www.meditech.hu 1184 Budapest, Mikszath Kalman utca 24. +36 1 280-8232 282-9388

Philips Healthcare http://www.philips.hu/ 2040 Budaörs, Károly király str. 39 +36 23 444 992

Roche Diagnostics http://www.roche.com/ 2040 Budaörs, Edison u. 1 +36 (23) 446-800

Siemens http://www.siemens.hu/ 1214 Budapest, II. Rákóczi Ferenc u. 189. +36 1 471-1133

DISTRIBUTORS

Bio-San Limited www.biosan.hu/ Budapest, Szépvölgyi út 41 +36 1 368 8604

Dr. Falk www.drfalk.hu 2040 Budaörs, Károly király út 39. +36 23 444 773

To appear in this directory contact:

[email protected]

Hungary Report



COMPANY INDEX

Hungarian Investment and Trade Agency ...................................................7Chinoin ............................................................................................................7EGIS ................................................................................................................7Servier .............................................................................................................7Sanofi .............................................................................................................7International Monetary Fund .......................................................................8AIPM ................................................................................................................8AstraZeneca ....................................................................................................8Sanofi .............................................................................................................8Janssen-Cilag ..................................................................................................8Assign Group .................................................................................................9Novo Nordisk .................................................................................................9World Health Organization .........................................................................10Boehringer Ingelheim .............................................................................10,11Gedeon Richter ........................................................................................10,11Genetic Immunity .........................................................................................11HYD ..........................................................................................................11,12Biosan ...........................................................................................................11Celgene ....................................................................................................11,12Abbott ...........................................................................................................12Roche ......................................................................................................12, 13Astellas .........................................................................................................13

ADVERTISER INDEXHYD .................................................................................................................2Boehringer Ingelheim ...................................................................................8Janssen-Cilag ..................................................................................................9Astellas .........................................................................................................10Novo Nordisk ...............................................................................................11Celgene .........................................................................................................11Assign Group ...............................................................................................12Roche ............................................................................................................13Biosan ...........................................................................................................23

Hungary Report






PAST REPORTS

http://issuu.com/focusreports/docs/pe1211_country_uk_-_december_2011

http://issuu.com/focusreports/docs/phex_russia_2011

http://issuu.com/focusreports/docs/phex_romania_2011

http://issuu.com/focusreports/docs/phex_india_2011

http://issuu.com/focusreports/docs/phex_serbia_2011

http://issuu.com/focusreports/docs/phex_poland_2011

http://issuu.com/focusreports/docs/phex_malaysia_2011

http://issuu.com/focusreports/docs/phex_chile_2011

http://issuu.com/focusreports/docs/phex_nl_2011

Hungary Report






email: [email protected]

Date post:	26-Mar-2016
Category:	Documents
Upload:	focus-reports
View:	231 times
Download:	5 times

Pharmaceuticals Hungary report 2012

Documents