Delivering the right medicine, to the right patient, at the right time.

The Group’s strategic priorities are rooted in its founding principle of delivering the right medicine, to the right patient, at the right time. We are unique in being able to provide access to medicines across the pharmaceutical product lifecycle. Our aim is to build on our market-leading positions and expanded geographical footprint and we have set ourselves strategic objectives to help us achieve this.

1. People: Develop and retain talented people

2017 Progress

  • Clinigen named as one of the most inspiring companies in Britain
  • Received Investors in People Silver Award in the UK
  • All permanent employees are given the opportunity to become shareholders of the Company
  • Roll out of a new Performance and Development Tracker globally

Key Performance Indicators

  • 80% response rate in 2017 global staff survey with 93% of staff ‘proud to work for Clinigen’

2018 Objectives

  • Launch of Clinigen Management Academy, to be recognised by the Institute of Leadership and Management
  • Improve employee retention
  • Extend and harmonise learning opportunities
  • Develop internal communications strategy
2. Technology: Upgrade technology platform to drive organic growth

2017 Progress

  • Launch of Cliniport (proprietary web-based operating system) enabling the Group to better interact with the customer
  • ClinigenOne ERP implementation going to plan

Key Performance Indicators

  • Cliniport includes 89 MAPs, 271 products

2018 Objectives

  • Complete implementation of ClinigenOne ERP
  • Embed Cliniport functionality including extended RWD capability into ClinigenOne
3. Customer: Expand and embed a global community of customers and opinion leaders

2017 Progress

  • Achieved European Commission approval to modify Cardioxane product information originally applied during Article 31 referral
  • Launch of Cliniport (proprietary web-based operating system) enabling the Group to better interact with the customer
  • ‘Point of care’ journal launched
  • Global promotional campaign launched in ‘on-demand’ access
  • Restructured Customer Services to Medicines Access

Key Performance Indicators

  • c10,000 customers
  • 27 of top 50 pharmaceuticaland biotech companies as customers

2018 Objectives

  • Develop 48 hour customer response times for all new customer enquiries
  • Expand number of customers to >10,000
  • Drive KOL, hospital pharmacist and pharmacy group engagement across markets
4. Business: Expand portfolio of global and regional assets

2017 Progress

  • Collaboration with Eisai to launch Halaven® and Fycompa® in Africa

Key Performance Indicators

  • Local marketed licences including branded and generic products: 175

2018 Objectives

  • Convert unlicensed to licensed opportunities in Europe, Africa and Asia Pacific
  • Prepare Foscavir bag line extension for launch in 2018
  • Continue to search for selective product acquisitions
5. Business: Become the 'go to' global leader in ethical access to unlicensed medicines

2017 Progress

  • Launch of Cliniport (proprietary web-based operating system) enabling the Group to better interact with the customer

Key Performance Indicators

  •  31 ‘on-demand’ exclusive supply agreements (2016: 24)

2018 Objectives

  • Build the brand among hospital pharmacists
  • Introduce quality seal to raise standards
6. Business: Extend global footprint into remaining key markets

2017 Progress

  • Ethyol launched in US through strategic alliance with Cumberland
  • Launch of Japanese business, allowing the Group to supply both unlicensed medicines and commercial medicines
  • Appointed logistic partners and deployed sales and marketing capability in Kenya
  • Wholesale license obtained in Hong Kong

Key Performance Indicators

  • Number of countries supplied: 111 (2016:113)
  • Gross profit by region:Rest of World 22% (2016: 13%)

2018 Objectives

  • Launch of Totect in US through strategic alliance with Cumberland
  • Review options to upscale capability in LATAM